A

SUMMER TRAINING PROJECT REPORT

on

RECRUITMNET AND SELECTION PROCESS

OF HOLOGRAG COMPANY
SUBMITTED FOR THE PARTIAL FULFILLMENT FOR THE
AWARD OF

MASTER OF BUSINESS ADMINISTRATION

Session (2023-2025)

By
AYUSH TRIPATHI
Roll Number
2300110700064
Under the guidance of
DR. ROHIT KUMAR VISHWAKARMA
(HEAD OF DEPARTMANT, UIM)

UNITED INSTITUTE OF MANAGEMENT, PRAYAGRAJ

(011)
AFFILIATED TO

Dr. A.P.J. Abdul Kalam Technical University (APJAKTU),

1
LUCKNOW

2
 UNITED INSTITUTE OF MANAGEMENT
A-31 UPSIDC Industrial Area, Naini, Prayagraj – 211010
Ph. 0532–2686070. 2686090 Fax 0532-2687147

Certificate
Summer Training Project Report – 2024

This is to certify that Mr/Ms

……………………………………………………………………, Roll
rd
No…2300110700188.......................................................... ,student of MBA 3 Semester of
our institute has undergone Summer Training as per details mentioned below:-

Organization holograd company

Project/Title recruitment and selection process in holograd company.

He / she has carried out the training under my supervision and has completed the same in
conformance with / partial fulfillment of the provisions of AKTU, Lucknow.

The work is original and has not been submitted anywhere else in any manner.

Signature………………………………
Name – Ms Humaira Khatoon
Department of Business
Administration
Date…………………………………
…
Counter signed

Signature…………………
(Prof K K Malviya)
Principal Date…………..
……..……

Affiliated to:
Dr APJ ABDUL KALAM. TECHNICAL UNIVERISTY, LUCKNOW

Noida Campus : 50, Knowledge Park III. Greater Noida. G.B. Nagar Ph: 0120-3230169. 2322209 Fax : 2322208 Corporate Office :
53, Leader Road, Allahabad-211003 Ph : 0532 2402951-55 Fax : 0532-2401865
e-mail info@unitedcollege.com web: http//unitedcollege.com

3
 ACKNOWLEDGEMENT

It is a matter of great pleasure to thank all esteemed persons who helped me to

complete my final summer training project report successfully otherwise it would not

been possible.

Acknowledgement is not only a ritual, but also an expression of indebtedness to all

those who have helped in the completion process of the project. One of the most

pleasant aspects in collecting the necessary and vital information and compiling it is

the opportunity to thank all those who actively contributed to it. I would like to

express my deepest gratitude and thanks to..............................................................And

project guide ………………………………………. Of the valuable guidance and

constant encouragement which they extend to my through my summer training

project report.

Date : Sakshi singh kushwaha

Place: MBA 3 SEM

ROLLNO- 2300110700188

4
 PREFACE

Master of business administration (MBA) program is one of the most reputed

professional course in the field of management.

This course includes both theory and its application as per contents of its curriculum.

Summer training project report is an integral part of master of business administration

programmed of “united institute of management “. It gives exposure to our practical

knowledge and also to get interact with the various aspect of present market

conditions. Each student is required to undergo practical training, after the completion

of second semester examination.

The training project programs are designed to give the managers the future of the

corporate happening and work –culture

The real –life situated is really different from the stimulated exercise enacted in an

artificial environment inside.

5
 DECLARATION

This is to declare that this summer training project report on various factors affecting

customer preference is a record of genuine work done by me under the guidance

of...........................................in the partial fulfillment of the requirement for master of

business administration.

I declare that this summer training project report is original and not submitted to any

other university before.

Date: Signature:

Place: Sakshi singh kushwaha

ROLLNO- 2300110700188

6
 INDEX

CHAPTER TOPICE PAGE NO.

1 Objective of the project

2 Review of literature

3 Description of the organization

4 Research methodology

5 data interpretation & analysis

6 Finding

7 Recommendation

8 Conclusion

9 Bibliography

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 EXECUTIVE SUMMARY

During my internship I gained practical knowledge on how the human resource

division of an organization operates and coordinates its activities to ensure smooth

functioning of the organization at all levels by ensuring right numbers of people are

available at the right time to do the right job. Not only that I have also gained insight

into the working culture of the organization and observed how holograd company.

Handles its employees with value and empowerment to ensure they are motivated to

give their best to the organization. The report starts with an organization profile of

holograd giving its background, mission, vision, its products and services, the

hierarchy and organ gram of the organization. The next section is the comprise the

project, Human Resource Management in holograd company.. The project

encompasses introduction to the topic, recruitment, selection, training and

development. Each chapter contains detailed discussion of the HR functions followed

by Organization Practice at Holograd Company. Ltd. which basically conveys how

things are done in the HR Department. The next part of the project carries out SWOT

Analysis that touches upon strengths, weakness, opportunities and threats to the

organization followed by findings and recommendation on critical factors regarding

Human Resource Management of holograd.

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CHAPTER -1
OBJECTIVE

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 OBJECTIVE OF THE STUDY

 To portray the profile of “Holograd”..

 To study the performance appraisal implementation in delta paper

mills.

 To summarize and find certain suggestions for the impotent of

Performance Appraisal system in the company.

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 CHAPTER -2

REVIEW OF LITERATURE

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 REVIEW OF LITERATURE

Sophia D, and r.s venkatraman..( 2019)

Today’s knowledge economy very much depends on the value created by the human

resource of an organisation. In such a highly competitive environment, organisations

have started to pay much attention to the recruitment and selection process, as

employees form their main asset. However, the critical factors involved in the

employee selection process is not well studied. Previous studies on the recruitment

and selection process have been performed mainly to study the performance of the

employees and the criteria attracting the right talent leading to employee retention and

organizational efficiency. The distinction of this paper is that it studies the existing

recruitment and selection process adopted by tertiary and dual education sectors in

both urban and regional areas within Australia.

The purpose of this research is to conduct an empirical study to identify the critical

aspects of the employee selection process that can influence the decision based on

different perspectives of the participants such as, hiring members, successful

applicants as well as unsuccessful applicants. Various factors such as feedback

provision, interview panel participation and preparations, relevance of interview

questions, duration and bias were analysed, and their correlations were studied to gain

insights in providing suitable recommendations for enhancing the process. The

recruitment and selection process is a dynamic, complex and an important part of

human resource management in organisations .

All the more critically, those in charge of selecting the successful applicant ought to

have sufficient data whereupon to base their choices . Due to these characteristic

features listed above, it has caught the attention of both practitioners and researchers

12
over the last century with efforts for continuous improvements and research for best

practices in interview and selection processes being explored. There are different

dimensions and perspectives to study, analyse and understand the selection process.

Some of which are: Research to study the connection between the selected applicant

and their performance rate on the job , the efficiency of making the selection decision

with assistance from technology , improving the selection process by training the

interviewers, building recruitment strategies to increase the predictability of the right

applicant , applicants trying to fake their personalities and resumes to get selected in

the interview process

A study in USA involving more than two hundred hiring professionals reported that

3:1 hiring managers supported and followed subjective hiring decisions, as they

believed that it allowed them to get more information from the applicant enabling

them to read in-between the lines of the applicant’s response to the interview

questions . On the other hand, there is an ongoing debate on following objective

hiring decisions..

The purpose of this paper is to discuss and present the possible critical aspects of the

selection process, one that is studied from the perspective of a hiring member and an

applicant and to actively promote the awareness of the stakeholders to consider these

aspects in their attempts to enhancing the selection process. This research work forms

the foundation of our ongoing research and the objective of this empirical study is to

identify and understand the critical aspects of the employee selection process. This is

the first research question that sets the stage to launch the subsequent research

investigations. We adopt an appropriate statistical technique to meet the research

objective set out.

13
F.A ajayi and C.A udeh (2022)

This study systematically reviews and analyses the impact of innovative recruitment

strategies on diversity and inclusion within the Information Technology (IT) sector.

Given the rapid technological advancements and the increasing demand for skilled

professionals, IT firms are at the forefront of adopting novel recruitment practices.

The main objective of this research is to explore how these innovations influence the

diversity of the IT workforce and to identify best practices for promoting inclusivity.

Employing a systematic literature review and content analysis, the study examines

peer-reviewed articles, industry reports, and relevant grey literature published within

the last decade. Key insights reveal a significant shift towards the use of artificial

intelligence (AI) and data analytics in recruitment processes, aiming to enhance

efficiency and reduce biases.

However, challenges such as potential algorithmic bias, privacy concerns, and the

need for human oversight in automated recruitment are identified. The study

concludes with actionable recommendations for IT firms, recruiters, and

policymakers to ensure that recruitment innovations contribute positively to

workforce diversity and inclusivity. It advocates for a balanced approach that

leverages technology while addressing ethical considerations and promoting equal

opportunities for underrepresented groups.

Future research directions include exploring the long-term effects of these recruitment

strategies on organizational performance and further examining the ethical

implications of AI in recruitment. This study contributes to a deeper understanding of

the evolving landscape of IT recruitment and its implications for diversity and

inclusion initiatives.

14
Sue Newell,(2021)

paramount importance and this is dependent on effective recruitment and selection

procedures, which aim to select the ‘right ‘individuals and reject the ‘wrong ’ones.

The importance of this should not be underestimated because a poor recruitment

increased global competition coupled with enhanced customer expectations means

that the growth, or even survival, of a firm is difficult. It is no longer sufficient to be

effective in selling a particular product or service or to rely on past reputation.

Organizations need to respond to a rapidly changing global environment. Continued

success is, thus, dependent on attracting and retaining high-quality individuals who

can respond effectively to this changing environment.

This implies that there can be ‘wrong ‘people; individuals who are a liability rather

than an asset because they do not contribute to organizational success and may even

harm the organization. This occurs because there are differences between individuals,

which influence how they perform particular jobs. For most jobs, it is the

psychosocial differences between people that are crucial in relation to organizational

performance– differences in terms of abilities, personality, motivation and emotions

that influence how people behave and cope with the demands of particular jobs.

In other words, given that jobs and organizations differ in terms of what they require,

some individuals will be more suited to some jobs and organizations than others.

Hiring competent people is decision can cost an employer an amount equal to 30 per

cent of the employee’s first-year earnings (Hacker 1997). These costs can include:

lower productivity; potential loss of clients; training costs; advertising costs;

recruitment fees and redundancy packages (Smith and Graves 2002).

15
One of the earliest management writers, FW Taylor (1911) bemoaned the typical

way in which individuals were selected, based on ‘who you knew’or who was first in

the queue. Ability to do the particular job was not, at that time, systematically

assessed. Taylor introduced the idea that people should be selected for their particular

skills and abilities which should be tested prior to the selection decision. Despite this

early emphasis by Taylor, many organizations still fail to adopt even the most basic

recruitment and selection procedures which would allow them to attract suitable

candidates (recruitment) and then make good predictions.

16
Hamza, Othman, BJ, Gardi, B., Sorguli, Anwar, G.(2021).

The recruitment is the main function of HR department and the recruitment process is

the first step towards making the competitive quality and the recruitment strategic

advantage for the association. A quantitative method used to analyze this study, the

researchers prepared questionnaire and distributed at Telecommunication Companies

in Erbil-Kurdistan.

The objective of this research paper is to determine the recruitment and selection

procedures in organizations, and finding out the methodologies that are involved in

the process. Moreover, finding out how being qualified and having certificates affects

the recruitment process, and how different criteria such as gender, race, and culture

effect on it as well. The survey was conducted at Telecom Companies. Employees

filled the survey. Data was collected and Statistical Package for Social Sciences

(SPSS) version 23 was used as the statistical analysis tool while descriptive statistics

were calculated and used in the interpretation of findings. The population of this

study is approximately 220 employees,

The researchers distributed 80 questionnaires, but 69 questionnaires received from

participants, however only 60 questionnaires were properly filled out by the

participants, accordingly my sample size was initially a total of (60) surveys, and%

100 was turned back which means 60 surveys. Data for the research paper was

collected through a questionnaire paper distributed to employees working at Telecom

Companies. The researchers found that there is no difference in candidates’ race and

gender in internal promotion at Telecommunication Companies in Erbil-Kurdistan,

therefore the researchers answered the first research question, and the second research

question which stated that Within our organization, for second question the

researchers
17
found that the majority of participants believed that selection methods used

(application forms, assessment centers, psychometric tests, interviews, CV data,

references, group interviews) are important.

18
Sophia Diana Rozario, Sitalakshmi Venkatraman, 2019

Today’s knowledge economy very much depends on the value created by the human

resource of an organization. In such a highly competitive environment, organisations

have started to pay much attention to the recruitment and selection process, as

employees form their main asset. However, the critical factors involved in the

employee selection process is not well studied. Previous studies on the recruitment

and selection process have been performed mainly to study the performance of the

employees and the criteria attracting the right talent leading to employee retention

and organizational efficiency. The distinction of this paper is that it studies the

existing recruitment and selection process adopted by tertiary and dual education

sectors in both urban and regional areas within Australia.

The purpose of this research is to conduct an empirical study to identify the critical

aspects of the employee selection process that can influence the decision based on

different perspectives of the participants such as, hiring members, successful

applicants as well as unsuccessful applicants. Various factors such as feedback

provision, interview panel participation and preparations, relevance of interview

questions, duration and bias were analysed, and their correlations were studied to gain

insights in providing suitable recommendations for enhancing the process.

19
SANIA USMANI, (2020)

The most important results and recommendations mentioned in this review came to

search of three studies related to the subject of the recruitment process and selection

in the workplace ; a qualitative , quantitative and experimental perspective of physical

attractiveness and social desire, it was concluded that all three studies and data

analysis

, and found that physical attractiveness does not play a role in the selection and

employment process individually, this review will help shed light on theories on the

factors that affect the recruitment process . the results of the review will also guide all

future studies on how appearance , confidence ,communication skills and resumption

of clarity play an important role in the recruitment process rather than physical or

facial attractiveness.

DHARSHINI K. A SELEENA (2020)

The most important study recommended that it is necessary to enhance the new form

of talent acquisition, such as campus recruitment , the trainees program to employ the

appropriate talents , and the evalution of candidates during recruitment must be more

efficient. This study provided a conclusion that the recruitment process and selection

among employees of non- banking financial companies have a positive importance

regarding their job satisfaction, the company still has to enhance the level of

employment in new formulas for employment of qualified employees in the coming

time period.

20
Shristi parmal (2020)

The report made several recommendations, the most important of which was that

some procedures could be computerized via the internet so that some work is reduced

and opportunities for manual errors are reduced . it also recommended that it is

necessary to assign more manpower . there is a need for more manpower in

proportion to work

.and the need to give more facilities to the trainees, and the most important goal was

that they should search for quality instead of quantity in the case of selecting or

employing employees sometimes to achieve the goal and incentive , they choose

some unqualified people who cannot bear the workload and fall into depression and

finally expel them from the organization.

TRI INDRI HARDINI (2019)

It became evident from this study that the UPI Indian recruitment process has several

stages. Each stage has its own purpose to choose the best candidates required by both

internal and external . it is expected that each process of selection processes will

thoroughly explore the general skills and competencies of the candidates . the study

recommended the necessity of sustaining this program , and it is also necessary to

continuously improve the recruitment and selection system in order to select the best

candidates for the coming years.

21
SOPHIA DIANA ROZARIO

The study indicated that there are some restrictions and it was considered an

introductory study for future research. The first limitation relates to the cross –

sectional nature of this study describing participants feelings and thoughts about the

selection process at a particular time only. Therefore , the results are based on the

participants emotions for that period only rather than evidence over a period of time

for all VTA members. Another limitation is that the results are presented a partial

perspective for reviewing the selection process when considering all other employees

in the organization who did not participate in the study . based on the results of this

research, one of the important results is to provide a comprehensive and

representative research by involving more participants from each organization in this

sector.

This will greatly enhance the empirical knowledge base on employee selection as

well as provide valuable insights and comparisons on perception of talent acquisition

between different sectors . this will make a valuable contribution to developing a

more comprehensive understanding of talent acquisition and staff selection in the

recruitment process.

DR. AMER HANI AI – KASSEM (2022)

The study recommended that access to employee services, develop their skills, and

motivate them at high levels of performance, and in order to ensure the maintenance

of their commitment to the organization, this is necessary to achieve organisationaal

goals.

22
AGNES SLAVIE (2022)

The results of the research conducted show that in Serbia , the internet and social

networks are used in the recruitment process , but still not to a large extent.

According to the results of the survey 30% of organization in Serbia use advertising

job vacancies on the company’s official website and 32% of organization do this on

commercial websites . the conclusion is that the decision to select a suitable candidate

should not only be based on social network data, but this information can help in

making decision

.combining traditional selection methods with modern online methods can provide

better results and provide a better database for decision makers to choose a suitable

candidate

STOIKOVSKA (2022)

Taking into account all the results of the research , it can be generally concluded that

the HR managers in the companies in the republice of Macedonia generally consider

that they do their work professionally and employ the best personnel without any

influence of prejudice and discrimination on any grounds during the recruitment and

selection process while the opinion is different among the people who have

experience these processes and they consider that this concept has not been enough

preserved .

23
Chapter 3

24
 COMPANY PROFILE

HOLOGRAD COMPANY

25
 Holograd Company

Holograd is an EdTech company based in Ayodhya, India established in 2024. The

company focused on reshaping the education landscape by blending traditional and

modern teaching methods, such as pre- recorded modules, live virtual classes,

interactive webinars, and personalized doubt-solving sessions. Their aim is to make

learning more engaging and customized for students.

Holograd also emphasizes social responsibility by supporting marginalized

communities, particularly in rural areas of Uttar Pradesh, through various charitable

and commitment highlights their focus on making education accessible to everyone.

The company has a team of forward – thinking educators, tech experts, and creators,

all working to leverage outcomes. Holograd offers a range of interships and career

opportunities , including roles in HR and marketing. In addition to their core

educational mission , holograd has a strong commitment to social responsibility ,

particularly focusing on marginalized and rural communities.

HoloGrad leads the charge in the EdTech wave, fueled by a drive to give students

easy, fun, and tailored learning paths. Our crew is made up of forward-thinking

teachers, techies, and makers who aim to use tech to elevate learning outcomes.

26
Headquarters Ayodhya Uttar Pradesh

Industry Educational training

Founded 2024

Area served India

Owner Mr Nimish deep

Number of employee 200

Service Educational / training

Type partnership

Websites https://holograd.in/

27
MISSION

As an educational technology enterprise, our mission at holograd transcend mere

instruction we are dedicated to sculpting immersive learning on their educational

journey

Through an electric fusion of pre- recorded modules , live lecture , virtual seminar

and practical skill , our endeavour is to unleash the boundless capabilities inherent in

each learner.

VISION

At holograd, we aim to make learning open to all by removing blocks in the way.

We aspire to sculpt a global sphere where each learner can flourish , regardless of

their origins or adversities

Holograd is anchored in the conviction that education wields the potential to

metamorphose individuals and societies alike.

28
OBJECTIVE OF THE COMPANY

Making learning accessible

Holograd’s mission is to make learning accessible to all people. They aim to create

immersive learning experiences that go beyond traditional instruction.

Revolutionizing learning

Holograd’s goal is to revolutionize the world of learning by providing easy , fun and

tailored learning paths.

Supporting marginalized communities

Holograd supports marginalized communities , especially in rural areas of uttar Pradesh

, through charitable programs and community outreach.

Using technology to elevate learning

Holograd uses technology to improve learning outcomes. They offer a variety of

resources , including pre- recorded modules,live virtual classes , interactive webinars,

and personalized doubt – solving sessions.

29
OVERVIEW OF THE DIFFERENT DEPARTMENT WITH ITS FUNCTION

OF VARIOUS DEPARTMENT OF THE COMPANY

Every organization is made up of different department. Each department contributes

to the running of the business. The most common departments are:

 Marketing & sales

 Human resource

 Some cases, information technology department

Human resource department

The role of human resource department is in charge of

recruiting, training and the dismissal of employees in an

organization.

 Recruitmentand selection

 Training programmes

Training programs are held by the HRD to improve the empolyees skills as well as

to motivate them.

 Induction training

 On – the- job training

 Off- the- job training

Manpower planning

The hr department needs to think ahead and establish the number and skills of the

workforce required by the business in the future.

30
Failure to do this could lead to fewor too many staff or staff with inappropriate needs.

31
 Dismissal and redundancy

Dismissal is where a worker is told to leave their job due to unsatisfactory work or

behavior.

Marketing department

These are the main section of the market departments:

Sales department

Is responsible for the sales and distribution of the products to the different regions.

Research & department

Is responsible for market research and testing new products to make sure that they

are suitable to be sold.

Promotion department

Decides on the type of promotion method for the products arrange advertising

media used.

Distribution department

Transports the products to the markets

32
HR POLICY & COMPLIANCE

Recruitment process

Details

Holograd is hiring !

Responsibities:

 Talent acquisition

Assist in sourcing candidates, screening resumes, and scheduling

interviews. Contribution to developing innovative strategies to attract top

talent.

 Onboarding and training

Support the onboarding process for new hires to ensure a smooth transition.

Collaborate with team members to develop and deliver training programs

aligned with company goals and values.

 Employee engagement

Organize activities and events to promotes a positive work

Culture and boost employee morale.

Gather feedback from employees and propose initiative

to Enhance satisfaction and retention.

 Performance management

Assist in implementing performance management systems, including goal

setting and performance evalutions.

33
 Support mangers and empolyees in setting and achieving performance

objectives.

 HR administrations

Handle administrative taskes such as maintaining employee records ,

processing payroll and managing benefits enrollment.

Ensure compliance with relevant laws and regulations

REQUIREMENTS:

Education: currently enrolled in a bachelors or masters degree program in

human resources management ,business administration,or a related field.

SKILLS :

Strong analytical and research skills

Excellent written and verbal communication skills

Ability to work independently and as part of a

team Proficiency in Microsoft office suite

Experience with HRIS systems is a plus

PERKS:

Opportunity to gain valuable experience in the HR

field Work with a team of experienced HR

professionals Flexible work schedule

Job offer upon successful completion of the intership

34
Certificate of completion

Letter of recommendation

ELIGIBILITY:

Open to students from all academic backgrounds

No prior experience required

Freshers and recent graduates are encouraged to apply

35
 COMPETITORS ANALYSIS

Holograd operates in the EdTech sector , focusing on interactive and digital

education tools likevirtual classes and webinars .

In this field, their main competitors would include other EdTech companies

that provides similar services.

Some notable competitors could be :

These companies , like holograd are making use of technology to enhance

education but differ in scale , focus and delivery methods.

Top competitors of Holograd Company

Byju’s – 2011 founded, private company

Unacademy – 2015 founded, private company

Khan academy – 2006 founded, private company

36
 HOLOGRA UDEMY UNACADEM KHAN

D Y ACADMY

Competitive

rank 5,850 615 7500 1252

Holograd is Provider of a A prominent A globally

Descriptive an EdTech marketplace indianEdTech recognized

company it offering online Company that platform

focuses on courses. It offers offers live providing

providing courses in various classes ,video free

innovative discipline such as tutorials and educational

educational business, IT and quizzes for content

solution software, students across a

through a photography, preparing for wide range

blend of pre- marketing, music, competitive of subjects.

recorded finance and more. exams

modules, live

virtual

classes.

Founded year 2024 2010 2015 2006

location Ayodhya Bangalore Bangalore Delhi

Type of Partnership public Private private

company

35
 Norwest venture

Top investor partners , Tiger global Google

harmony venture Deepindergoya Elon musk

partner l

Raveendran Gaurav munjal Salman

owner Nimesh deep Divya gokulnath Hemesh Singh khan(Sal

khan)

36
 Competitor analysis of Holograd Company

Holograd Company has not raised any funding rounds yet. Also there are no
institutional or angel investors in holograd.

Competitor analysis of holograd

How much funding have holograd’s competitor’s raised?
Holograd’s competitors have raised a total of $3.64B funding across 410
funding rounds. See the distribution of funded competitors of holograd below

2500

2000
2010 2015 2006

1500

1000

875
500

273 267
0
udemy unacademy khan academy
total funding 273 875 267
founded year 2010 2015 2006

total fundingfounded year

37
PRODUCT /SERVICE OFFERED BY THE COMPANY

Holograd is an EdTech company that focuses on revolutionizing the educational

landscape through innovative technologies. Their core offerings include:

 pre- recorded modules and virtual classes

They provide students with a combination of pre- recorded lessons

Quizzes, and live virtual sessions to create flexible and tailored learning

experience.

 Interactive webinars and personalized doubt – solving

To enhance learning, holograd hosts interactive webinars and

Offers personalized sessions to address individual doubts.

 Practical skill development

The platform emphasizes real – world skills to help students prepare for

future career challenges.

They cover areas like digital marketing, full –stack development and data

science.

 Community support

Beyond education, holograd is involved in outreach initiative, particularly

focused on marginalized communities in rural area.

Holograd infinity learning pass team holograd is thrilled to unveil

38
The revolutionary holograd infinity learning pass this summer!

This innovative membership promises to be a pivotal milestones in your

career development journey.

Benefits of holograd infinity learning pass

Seize this unique chance to elevate your learning experience by honing

essential skills and broadening your knowledge base. Unlock new

opportunities and capabilities , lighting the path toa more promising future.

Globally recognized (ISO&IAF

certified) Lifetime and unlimited access

Authenticated certificate

More than 200 hours of learning

Enhance your skills with assessments

39
 Introduction of topic
RECRUITMENT

“The art of choosing men is not nearly as difficult as the art of enabling those one has

chosen to attain their full worth”.

Definition:-

Recruitment is the process of recruiting potential personnel to fill up the existing

requirement of the organization. It is the process of discovering potential applicants

for actual or anticipated job vacancies. Recruitment involves encouraging individuals

with the needed skills to make applications for employment with the firm.

Objective:-

The main objective of recruitment is to increase the number of applications for the

job available in the organization, to select the best applicant who is the best fitted to

the job.

Need for recruitment:-

It makes possible to choose the right person in the right time at the right place. It also

makes it possible to acquire the number and type of people necessary to ensure the

continued operation of the organization.

40
  Planned needs: - Such needs arise from changes in the organization policies.

 Anticipated needs: - It refers to those movements in personnel which an

organization can predict by studying trends in internal or external need.

 Unexpected needs: - Such need arises due to illness, death and resignation.

Recruitment follows HR planning and goes hand in hand with selection process by

which organizations evaluate the suitability of candidates. With successful recruiting

to create a sizeable pool of candidates, even the most accurate selection system is of

little use.

Recruiting begins when a vacancy occurs and the recruiter receives authorization to

fill it. The next step is careful examination of the job and enumeration of skills,

abilities and experience needed to perform the job successfully. Other steps follow:

 Creating an applicant pool using internal or external methods

 Evaluate candidates via selection

 Convince the candidate

 And finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and

appointing personnel on the permanent rolls of an organization.

Authorization:

41
 S.No. Authorized Signatory

1 Head- Human resource

2 Managing director

Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by the

Head-human Resources and the Managing Director.

Exclusions:

The policy does not cover the detailed formalities involved after the candidate joins

the organization.

42
SELECTION

Personnel Selection Best Practices:

Personnel selection practices (e.g., interviews, ability and personality tests) continue to

capture the most attention from staffing scholars. There are several comprehensive

reviews of selection practices, as well as discussions of research and practical

applications. Rather than review all this research, the present review summarizes the

major new developments.

43
1: Pre-selection:

1. The selection of candidates for membership of the Scientific Committee of FRA

shall be advertised through a call for expressions of interest in accordance with the

present procedures. The call for expressions of interest shall be published in the EU

Official Journal (OJ), in relevant leading academic publications as well as the

Agency’s website. The closing deadline for submission of candidates’ expressions of

interest shall be fixed six weeks after the above mentioned publication.

2. The Director of the Agency shall prepare and organize the work for the pre-

selection of the members of the Scientific Committee. He or she shall chair a pre-

selection panel, composed of the Heads of Unit of the Agency and a person appointed

for the purpose by the Council of Europe. Two members of the FRA Management

Board may attend the pre-selection panel as observers.

3. The pre-selection panel shall verify the eligibility of the candidates, in accordance

with the eligibility requirements. Failure to comply with one of these requirements

will result in the exclusion of the concerned candidate from the next steps of the

selection process.

4. The pre-selection panel shall then assess each eligible candidate according to the

requirements for selection. It will draw up an ‘Individual Assessment Form’ for each

candidate which will include a short comment, highlighting the specific

values/shortcomings of the person.

5. The Director shall present the results of the pre-selection process to the FRA

Executive Board, including information on the candidates deemed ineligible.

44
2: Selection:

1. The Executive Board shall assess all the candidates on the basis of the established

selection requirements.

2. In this assessment the Executive Board shall take into account:

• The work of the pre-selection panel;

• The need that the specialist fields of the members of the Scientific Committee shall

cover the most relevant scientific fields linked to fundamental rights, in accordance

with the mission and objectives of FRA;

• The need to ensure even geographical and gender balance.

3. The Executive Board shall submit to the Management Board a list of most eligible

candidates. This list should include more than eleven and fewer than twenty-two

names. This list will also include merit points and a conclusion concerning the

suitability as a member of the Scientific Committee for each candidate.

4. The Chair of the Executive Board shall present the results of the selection process

to the Management Board, including a record of the candidates not included in the

lists mentioned above as well as on candidates deemed ineligible.

5. The Agency services shall provide technical and logistic support for the selection

process.

45
Appointment:

1. On the basis of the list submitted by the Executive Board, the Agency’s

Management Board shall appoint the members of the Scientific Committee,

after having consulted the competent committee of the European Parliament.

The candidates not appointed shall be put on a reserve list.

2. Members will be appointed for a five-year term, which shall not be renewable.

3. The reserve list shall be valid for the duration of the term of the appointed

Scientific Committee. In case of a vacancy, the Management Board shall

appoint a new member from the reserve list. The filling in of a vacancy shall

be for the rest of the duration of the term of the Scientific Committee.

46
RECRUITMENT AND SELECTION

Recruitment and selection are the two phases of the employment process.

The recruitment is the process of searching the candidates for employment and

stimulating them to apply for jobs in the organization WHEREAS selection involves

the series of steps by which the candidates are screened for choosing the most

suitable persons for vacant posts.

The basic purpose of recruitments is to create a talent pool of candidates to enable

the selection of best candidates for the organization, by attracting more and more

employees to apply in the organization WHEREAS the basic purpose of selection

process is to choose the right candidate to fill the various positions in the

organization.

47
RECRUITMENT AND SELECTION PROCESS

Recruitment and selection process involves a systematic procedure from sourcing the

candidates to

arranging and conducting the interviews and requires many resources and time. A

general recruitment process is as follows:

 Identify vacancy

 Prepare job description and person specification

 Advertising the vacancy

 Managing the response

 Short-listing

 Arrange interviews

 Conducting interview and decision making

48
49
 Process Cycle

• Purpose of the Procedure:

Recruiting and selecting the right people is paramount to the success of the IPCC and

its ability to retain a workforce of the highest quality. This Recruitment and Selection

Procedure sets out how to ensure as far as possible, that the best people are recruited

on merit and that the recruitment process is free from bias and discrimination.

Job Analysis

Form

Request to Fill

Job description

Person Specification

Recruitment and Selection Framework

Overview of Process

• Assess the need for the job and ensure there is adequate funding for it.

• Review the job description to ensure that it meets the present and future requirements.

Review the person specification to ensure it meets the requirements of the job

description.

• Design the selection process.

• Draft the advertisement and select the advertising media.

• Short list using the person specification only.

50
• Interview and test short-listed candidates.

• Validate references, qualifications and security clearances.

• Make appointment.

Managers hold the responsibility for ensuring this framework is followed. HR is

available for advice and will assist in general administration of the recruitment

process.

51
 Chapter-4
RESEARCH METHODOLOGY

52
RESEARCH METHODOLOGY

The study will be conducted to achieve the aforesaid objectives including both

exploratory and descriptive in nature and involve personal interviews that will be

based on the questionnaire format. A Research Methodology defines the purpose of

the research, how it proceeds, how to measure progress and what constitute success

with respect to the objectives determined for carrying out the research study.

The research process that will be adopted in the present study consists of the

following stages:-

RESEARCH DESIGN: Exploratory Research

A research design is the specification of methods and procedures for acquiring the

information needed to structure or solve the problem. It is the overall operational

pattern or framework of the project that stimulates what information is to be collected

from which source and by what procedure. On the basis of major purpose of our

investigation the EXPLORATORY RESEARCH was found to be most suitable.

This kind of research has the primary objective of development of insights into the

problem. It studies the main area where the problem lies and also tries to evaluate

some appropriate courses of action.

53
DATA COLLECTION SOURCES:

 PRIMARY SOURCES-

The data required for the study has been collected from-

QUESTIONNAIRE survey among the official’s employees.

PERSONAL INTERVIEWS with the company representative

regarding Recruitment and Selection.

 SECONDARY SOURCES-

The secondary data has been collected from:

 Internet, websites

 Organizational Reports

 Case Studies

 Books

 Journals on e-learning Industry.

54
SAMPLING METHOD

Survey was done by random sampling method.

SAMPLE SIZE

Sample size can be 50 or as per project sampling requirement.

SAMPLE AREA

LUCKNOW

MODE OF ANALYSIS

The instrument used for data collection was in the form of questionnaire. The

questionnaire was used as it facilitates the tabulation and analysis of the data to be

collected. The data collected was subjected to simple frequency distribution and

percentage analysis.

55
Tools and techniques

SWOT ANALYSIS OF HOLOGRAD COMPANY

 Strength:

Holograd’s innovative use of technology in education, like pre-recorded

modules and live virtual classes.

 Weaknesses

Analyze areas where the company might lack, such as market penetration or

technological barriers in rural areas.

 Opportunities:

Explore potential markets, such as expanding outreach program in other

states or internationally.

 Threats:

Consider competition from other EdTech companies and market change.

Financial ratio analysis

Although financial data on holograd might be limited, you could analyse

profitability, growth rates, and capital utilization if their financial reports are

accessible

56
Chapter- 5

57
DATA ANALYSIS & INTERPRETATION

Recruitment & selection process in effective for the organizational objective

Column2

Strongly agreedisagreeneutralstrongly disagree

No .of respondent

Measures

Strongly agree 30

disagree 6

neutral 12

Strongly disagree 2

58
INTERPRETATION

this graph represents about company structure and profile

the majority of respondents i.e.30 % are in strongly agree , 2% falls under strongly

disagree , 6% falls under undecided and disagree and 12% are not aware.

59
Recruitment & selection process increase efficiency in the organization activities

15

21

10
6

strongly agreeneurtaldisagreestrongly disagree

Measure Number of response

Strongly agree 21

neutral 6

disagree 10

other 15

60
Interpretation

This graph represents about company structure and profile

The majority of respondents: 21% are in strongly agree, 6 % are in neutral and 10%

falls under disagree, 15% are in agree other.

61
Do you think best source increase the efficiency on all organization department ?

1.2

11

20

strongly agreeneutraldisagreestrongly disagree

measures No of response

Strongly agree 20

disagree 9

neutral 11

Strongly disagree 10

62
INTERPRETATION

This graph represents about the company structure and profile

The majority of respondents: 20% are in strongly agree , 9% falls under disagree and

11% falls under neutral and 10% are in strongly disagree

63
Recruitment and selection process depends on source of recruitment

1.2

0 5

40

internalconsultantsprint mediaelectronic media

Measures No of response

Internal 40

consultants 0

Print media 0

Electronic media 10

64
INTERPRETATION

This graph represents about company structure and profile

The majority of respondents 40% agree internal and 10% of respondent agree

electronic media.

65
Better results of recruitment and selection can be increase by recruitment source

25

15

strongly agreeneutraldisagreestrongly disagree

Measures No of response

Strongly agree 25

disagree 6

neutral 15

Strongly disagree

66
Interpretation

This graph represents about company structure and profile

The majority of respondents 25% are in strongly agree , 6% falls under disagree and

15% are neutral and 4% are strongly disagree.

67
Recruitment and selection depend on interviews?

1.2

10

36

strongly agreedisagreeneutralagree

Measures No of response

Strongly agree 36

disagree 2

Neutral 10

Strongly disagree 2

68
INTERPRETATION

This graph represents: 30% are in strongly agree , 2% are in disagree and 10% are in

neutral and 2% are in strongly disagree.

69
Interviews are the basic filter of the recruitment and selection process?

10
20
5

15

strongly agreeneutraldisagreestrongly disagree

Measures No of response

Strongly agree 20

Neutral 16

disagree 4

Strongly disagree 10

70
Interpretation

This graph represents about company structure and profile

The majority of respondents :20% are in strongly agree , 16% are in neutral and 10%

falls under strongly disagree and 4% are in disagree.

71
Different methods of interviews should be used?

5
5

26
12

strongly agreeneutraldisagreestrongly disagree

Measures No of response

Strongly agree 26

neutral 12

disagree 5

Strongly disagree 7

72
Interpretation

This graph represents about company structure and profile

The majority of respondents: 26% are in strongly agree , 12% falls under neutral and

5% are in disagree and 7% are in strongly disagree.

73
Which methods should be used for recruitment?

0 1.2

10

40

structuredunstructuredproblem questioncase study q

Measure No of response

Structured 40

Unstructured 10

Problem question 0

Case study question 0

74
Interpretation

This graph represents about company structure and profile

The majority of respondents:40% are agree in structure way and 10% are agree in

unstructured .

75
Better results of recruitment & selection can be increase by interview?

17%
0%
21%
62%

structured unstructuredproblem questionother

Measures No of response

Structured 38

Unstructured 3

Problem question 0

other 9

76
Interpretation

This graph represents about company structure and profile

This majority of respondents: 38% are agree in structure way, 3% are in unstructured
and 9% are in neutral.

77
Recruitment and selection process end results can be because of recruiters.

17

16

strongly agreeagreeneutraldisagree

Measures No of response

Strongly agree 17

Agree 8

Neutral 16

Disagree 9

78
Interpretation

This graph represents about company structure and profile

The majority of respondent 17% are strongly agree , 8% are agree and 16% falls

under neutral and 9% are in disagree.

79
Recruiters should be knowledgeable and experience?

6
0

43

strongly agreedisagreenetrualagree

Measure No of response

Strongly agree 43

Disagree 0

Neutral 0

Agree 7

80
INTERPRETATION

This graph represents about company structure and profile

The majority of respondents 48% are in strongly agree , 7% are in agree.

81
Recruitment & selection behavior depends on recruiter?

1.2
6

18

16

strongly agreeneutraldisagreeagree

Measure No of response

Strongly agree 18

neutral 16

disagree 6

agree 10

82
Interpretation

This graph represents about company structure and profile

The majority of respondents: 18% are in strongly agree, 16 % are in neutral and 6%

falls under disagree, 10% are in agree.

83
Identify the source from where you came to know about the job.

19 17

5
9

advertisementconsultantcampusother

Measure No of response

Advertisement 17

Consultant 5

Campus 9

Other 19

84
Interpretation
This graph represents about company structure and profile

The majority of respondents: 17% are in strongly agree in advertisement, 5 %are

in consultant and 9% are in college campus and 19 % in other.

85
What are the sources for recruitment and selection?

0
10

9
31

internalexternalbothother

Measures No of response

Internal 31

External 9

Both 10

Other 0

86
Interpretation
This graph represents about company structure and profile

The majority of respondents: 31% are in strongly agree internal recruitment and
selection, 9% are in external and 10% falls under both, 0% are in other.

87
How satisfied were you with the overall recruitment process?

22

10

agreediagreeneutralother

Measures No of response

Agree 22

Disagree 9

Neutral 10

Other 9

88
Interpretation
This graph represents about company structure and profile

The majority of respondents: 22% are in strongly agree, 10% are in neutral and
9% falls under disagree, 9% are in agree other.

89
Please rate the clarity and accuracy of the job description.

1.2
9

19

22

excellentgoodaveragepoor

Measures No of response

Excellent 19

Good 22

Average 9

Poor 0

90
Interpretation
This graph represents about company structure and profile

The majority of respondents: 19% are in strongly agree excellent, 22 % are in

good and 9% falls under average, 0% are in agree poor.

91
Chapter – 6

92
 FINDINGS
The findings during the work carried out by me can be categorized into two

A) Positive findings:-

1. A majority of employees feel that recruitment process carried out in their

companies are satisfactory. Management is also satisfied with the process of

recruitment to some extent.

2. Most of the employees feel that the HR department is good. About 58% of the

managers say that they prefer both internal as well as external source for recruitment

and selection.

3. Almost all the employees are satisfied with the training activities conducted in the

organization. 68% of the employees have achieved their training objectives.

4. Superiors are very supportive and helps their sub-ordinates in achieving their

objectives

5. The management has understood the importance of systematic appraisal system &

they are taking every effort to implement it properly.

6. The training programme arranged for performance appraisal is good. The trainer is

also very effective to make the employees understand the concept.

7. The performance appraisal training programme is appreciated by the employees &

they are really benefited by it.

B) Negative findings:-

1. Some employees were moderately or not much satisfied with the process of

recruitment.

93
2. Since rules and regulations are very dynamic, so most of the employees face

difficulty to adjust with them.

3. Most of the candidates do not turn up when they are called up for the interview.

4. Regional behaviour and language influence is higher during training and even after

delivering their language; the desired effects .

94
Chapter -7

95
 CONCLUSION

This study suggest that when Recruitment and Selection Process is properly

established and implemented then organization will must grow because all the

employees will be according to the requirements Recruitment and Selection Process

affects a lot on the organizational activities regarding its growth because if the people

will be according t the requirements and skilful then cost will reduce and organization

must grow. All the study has proven the fact there is directly and indirectly

relationship is present between these variables and these variables effect on the

Recruitment and Selection Process. All the independent variables are Recruitment

sources, Interviews and Recruiters are all very important in the Recruitment and

Selection Process because by the missing of any one factor there is chance the whole

Recruitment and Selection Process will be affected by these factors. There are no

doubt others factors also effect on the Recruitment and Selection Process but these

are main and require more attention. That is why I choose these variables.

96
Chapter -8

97
 RECOMMENDATON

1. Ensure Proper Division of Labor and man power

2. Ensure proper promotional activities

3. Ensure employee satisfaction

4. More Gifts, Rewards, Recognitions for employee motivation

5. Recruitment for any job should be more attractive and have brief information

about the job and organization.

6. Recruitment sources, we should have to decide according to the job and existing

employees’ conditions. Process of selection should be totally planned, like who will

take interview, which test will be taken, which date will be given to all applicants etc.

it will increase the smoothness in the process

7. Process of selection should be totally planned, like who will take interview, which

test will be taken, which date will be given to all applicants etc. it will increase the

smoothness in the process.

8. There should be proper setting for conducting interview. The setting is required

for physical and mental nature. This physical setting for the interview should be

comfortable and free from any physical disturbance.

9. The mental setting means both the interviewer and the interviewee must be

mentally prepared for the interview. Interviewer should listen to carefully when the

candidate is furnishing the information. This gives an impression to the candidate that

interviewer is quite serious about him and he will do his best.

98
10. By the help of these things we can make this process easy and systematic for

organization as well as for the candidate

99
Chapter - 9

100
 BIBLIOGRAPHY

WEBSITES REFERRED

Websites :

https://holograd.in

https://doi.org/10.3390/challe10020035

Lievens, Filip, and Derek Chapman. "Recruitment and selection." The SAGE
handbook of human resource management (2019):

Hussain, T., Channa, K. A., & Bhutto, M. H. (2024). Impact of recruitment

practices on organizational commitment: mediating role of employer image.
Journal of Economic and Administrative Sciences,.

Uma, V. R., Velchamy, I., & Upadhyay, D. (2023). Recruitment analytics: Hiring in
the era of artificial intelligence. In The Adoption and Effect of Artificial Intelligence on
Human Resources Management, Part A (pp. 155-174). Emerald Publishing Limited.

Swamy, C. J., Kethana, A., & Pradeep, M. P. (2023). A Study on Recruitment and
Selection process in the Manufacturing Industry. Advances In Management.

Abdalla Hamza, P., Jabbar Othman, B., Gardi, B., Sorguli, S., Mahmood Aziz, H.,
Ali Ahmed, S., ... & Anwar, G. (2021). Recruitment and selection: The relationship
between recruitment and selection with organizational performance. Hamza, PA,
Othman, BJ, Gardi, B., Sorguli, S., Aziz, HM, Ahmed, SA, Sabir, BY, Ismael, NB, Ali, BJ,
Anwar, G.(2021). Recruitment and Selection: The Relationship between Recruitment and
Selection with Organizational Performance.

Pham, Do Dieu Thu, and Pascal Paillé. "Green recruitment and selection: an
insight into green patterns." International journal of manpower 41, no. 3 (2020):
258-272.

101
 QUESTIONNAIRE

Name of the employee………………………………………………………...

Designation……………………………………………………………………

Department…………………………………………………………………....

Contact no…………………………………………………………………….

Recruitment & Selection Process is Effective for the Organizational objectives?

Strongly Agree

Agree

Strongly Disagree

Disagree

R & S Process increase efficiency in the organization activities?

Strongly Agree

Agree

Strongly Disagree

Disagree

102
Do you think best source increase the efficiency on all organization department?

Strongly Agree

Agree

Strongly Disagree

Disagree

R & S Process depends on sources of Recruitment?

Strongly Agree

Agree

Strongly Disagree

Disagree

which is the best source for R & S Process?

a) Internal

b) Consultants

c) Print Media

d) Electronic Media

e) Others

103
Better Result of R & S can be increase by Recruitment sources?

Strongly Agree

Agree

Strongly Disagree

Disagree

R & S Process depend on Interviews?

Strongly Agree

Agree

Strongly Disagree

Disagree

Interviews are the basic filter of the R & S Process?

Strongly Agree

Agree

Strongly Disagree

Disagree

104
Different methods of Interviews should be used?

Strongly Agree

Agree

Strongly Disagree

Disagree

Which methods should be used for Recruitment

a) Structured

b) Unstructured

c) Problem questions

d) Case Study questions

e) others

Better Result of R & S can be increase by Interviews?

a) Structured

b) Unstructured

c) Problem questions

d) Case Study questions

e) others

105
Q.1 R&S process depend on recruiter

Strongly Agree

Agree

Strongly Disagree

Disagree

Q.11) R & S Process end results can be because of Recruiters?

Strongly Agree

Agree

Strongly Disagree

Disagree

Q12) Recruiter should be Knowledgeable and Experience?

Strongly Agree

Agree

Strongly Disagree

Disagree

106
R & S behaviour depends on recruiter?

Strongly Agree

Agree

Strongly Disagree

Disagree

End Result of R & S process can be wrong because of Recruiters?

Strongly Agree

Agree

Strongly Disagree

Disagree

Signature

107