ANALYSIS OF RECRUITMENT SOURCING EFFECTIVENESS

iii

ABSTRACT

Recruitment is a process of finding and attracting capable applicants for

employment. Sourcing which is a basic part of recruitment refers to the
identification of candidates through proactive recruiting techniques. It involves
identifying potential talent from the recruitment sources and making preliminary
contact to gauge their interest and schedule interviews.
This project aimed at evaluating the sourcing process of Infosys Ltd and to
suggest ways to improve its effectiveness by identifying areas of improvement.
The population for the study consisted of the candidates who were
scheduled for the interview process at Infosys. For the purpose of the study, the
population was split into candidates who attended the interview and candidates
who did not attend the interview. Sample was chosen through convenient
sampling and the data collection tools were questionnaire for those who attended
the interview and a telephonic interview for those who did not attend the
interview.
The collected data was analyzed with both statistical tools such as
frequency distribution, one way anova, content analysis and graphical tools such
as bar chart, line graph and pie chart and the major problem factors were
identified.
The findings showed that most of the candidates cited a good job
description as the reason for a career change but still did not receive the job

iv

description for which they were being interviewed and faced confusions over their
eligibility for the interview. They were also not informed about the levels in the
interview process and were not told to come prepared for a tough technical
interview.
Based on the findings, suggestions were made to increase the number of
candidates who attended the interview and simultaneously to increase the
effectiveness of the sourcing process. Overall, the sourcing process at Infosys is
moderately effective and can be further improved if the suggestions are
implemented.

TABLE OF CONTENTS

CHAPTER

TITLE

PAGE NO
vi

NO
Abstract

iii

Acknowledgement

List of Tables

ix

List of Figures

xi

List of Abbreviations

xiii

CHAPTER 1
1

INTRODUCTION
1.1
1.2
1.3
1.4
1.5

Introduction to Topic
Company profile
Need for the Study
Scope of the Study
Research Objectives
1.5.1 Primary Objective
1.5.2 Secondary Objective

1
4
7
7
7
7
7

CHAPTER 2
2

LITERATURE SURVEY
2.1 Review of Literature

CHAPTER 3
3
LIST OF
TABLES

METHODOLOGY
3.1 Research Design

14

3.2 Sampling design

14

3.2.1 Population

14

3.2.2 Population size

15

3.2.3 Sample

15

3.2.4 Sample size

16

3.2.5 Sampling Technique

16

3.3 Data Collection

16

3.3.1 Primary data

16

3.3.2 Secondary data

16

vii

4.1.2
4.1.2
4.1.4
4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10
4.1.11
4.1.12
4.1.13
4.1.14
4.1.15
4.1.16
4.1.17
4.1.18
4.1.19
4.1.20
4.1.21
4.1.22
4.2.1
4.2.2
4.2.3
4.3

Calls Are Useful

Calls Are Informative
Received Information
Checked Eligibility
Informed Job Description
Informed Interview Levels
Informed To Be Prepared
Received Follow Up
Received Bulk Mailer
Prefer Personalized Mails
Data Conflict
Data Conflicts Found In the Mail
Received Clarifications
Able To Contact Same Person
Want Better Response
Satisfied With Information
Received Sufficient Reminders
Job Change Reason
Motivating factors to attend interview
Most used Job Portal
One Way ANOVA
Personal Causes and Not Attending Interview
Organizational Causes and Not Attending
Interview
Official Causes and Not Attending Interview
Recruitment Sources- Ratio Analysis

20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
43
44
45
46

viii

LIST OF FIGURES

FIGURE

TITLE

NO
1.1.2
1.2.1
4.1.1
4.1.2
4.1.2
4.1.4
4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10
4.1.11
4.1.12

Sourcing Process at Infosys

SWOT analysis- Infosys
Gender
Calls Are Useful
Calls Are Informative
Received Information
Checked Eligibility
Informed Job Description
Informed Interview Levels
Informed To Be Prepared
Received Follow Up
Received Bulk Mailer
Prefer Personalized Mails
Data Conflict

PAGE
NO
3
6
19
20
21
22
23
24
25
26
27
28
29
30

ix

4.1.13
4.1.14
4.1.15
4.1.16
4.1.17
4.1.18
4.1.19
4.1.20
4.1.21
4.2a
4.2 b
4.2.1
4.2.2
4.2.3
4.3

Data Conflicts Found In the Mail

Received Clarifications
Able To Contact Same Person
Want Better Response
Satisfied With Information
Received Sufficient Reminders
Job Change Reason
Motivating factors
Most used Job Portal
Reasons for not attending interview Complete
Reasons for not attending interview - Grouped
Personal Causes and Not Attending Interview
Organizational Causes and Not Attending
Interview
Official Causes and Not Attending Interview
Recruitment Sources

31
32
33
34
35
36
37
38
39
41
42
43
44
45
46

LIST OF ABBREVIATIONS
1. IT
2. BPO
3. ITES
4. FY
5. Y-O-Y
6. INFY
7. HR
8. ANOVA 9. RFT
10. ConnectInfy
11. PV
-

Information Technology
Business Process Outsourcing
Information Technology Enabled services
Financial Year
Year Over Year
INFOSYS
Human resources
Analysis of Variance
Regional Fast-Track Team (Sourcing team at INFY)
- Employee referral program at Infosys
Placement Vendors

xi

CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION TO TOPIC:

1.1.1

RECRUITMENT:
Recruitment is one of the major functions of the human resource

department. The recruitment process is the first step towards creating the competitive
strength and the strategic advantage for the organizations. It is a process of finding and
attracting capable applicants for employment. The process begins when new recruits are
sought and ends when their applications are submitted. The result is a pool of applications
from which new employees are selected.

1.1.2

SOURCING:
Sourcing in HR generally refers to the identification and uncovering

of candidates through proactive recruiting techniques. The actual act of sourcing for
candidates is performed by either a recruiter (be it an internal corporate recruiter or
agency recruiter) or a dedicated recruiter just focused on the sourcing function.
In addition to this, another recruiter might reach out to the names on the list to
initiate a dialogue with them with the intention of pre-screening the candidate against the
job requirements and gauging their interest level in hearing about new job opportunities.
This activity is called "candidate profiling" or "candidate pre-screening".
The actual act to source candidates can usually be split out into two clearly
defined techniques.

The two techniques are:

1.1.2.1 Primary sourcing/phone sourcing
In recruiting and sourcing, this means uncovering of candidate information
via a primary means of calling directly to uncover data on people, their role, title
and responsibilities. It is done primarily through phone calls.
1.1.2.2 Secondary sourcing/Internet sourcing
In recruiting and sourcing, this means the using of techniques (primarily
the Internet) to identify candidates. It is done primarily through usage of forums,
blogs, alumni groups, conference attendee lists, personal home pages, etc.
In some situations a person that "sources" candidates will perform both
'primary' and 'secondary' techniques to identify and profile candidates. At INFY,
there is a similar team responsible for creating a pool of candidates who are
eligible and of a sufficient quality to clear the selection process. The process
adopted by them can be elaborated as below.

Figure 1.1.2 SOURCING PROCESS AT INFY:

REQUIREME
NTS
Task Allocation to
Jobsites
(Monster,
Naukri, Times
RECRUITMENT
SOURCES

SEARCHING
POTENTIAL
CANDIDATES
CANDIDATE
PROFILING

Referrals
and INFY
INTERVIEW
SCHEDULING AND
CONFIRMATION
CANDIDATE
STATUS
ATTENDED

Check Eligibility
(Academics &
Check
Gaps)
Experience
Inform
Venue,
Date, Time,
Inform
Interview
Levels
Send
Confirmation
Mail
DID NOT ATTEND

RESCHED

1.2 COMPANY PROFILE

1.2.1

INFOSYS LIMITED:

Infosys was founded in the year 1981 as one of the software and services
companies in India. Established by N. R. Narayana Murthy who functions as its Emeritus
chairman and Mr. Shibulal who serves as the Chief Executive Officer and Managing
Director, INFY operates in 30 countries with headquarters in Bangalore, India.

Infosys (INFY) is one of the major providers of information technology services.

The company provides a wide range of services including business consulting,
information technology, business process outsourcing, infrastructure, and engineering.
The company has a global presence in 30 countries. It is the largest software exporter in
India and also boasts of the largest software R&D center in the country.
Infosys developed a corporate Research and Development wing called Infosys
Labs. Consisting of a dedicated research and innovation facility, Infosys Labs builds on
the successes of the Software Engineering and Technology Labs (SETLabs), and
envisages a broader mandate. The 600-member technology and domain-focused team
focuses on driving innovation across trends identified by the company to transform the
businesses of clients globally.
In the financial year ending March 2011, the company reported an overall Y-O-Y
revenue growth of 24.3% with international revenue showing a growth of 23.5% and
domestic revenue growth showing 32.2%.
Infosys has a global footprint with 64 offices and 68 development centers in US,
India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland,
Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have
145,088 employees as on December 31, 2011.
Infosys takes pride in building strategic long-term client relationships. 97.4% of
our revenues come from existing customers (FY 12).
INFY focuses on delivery excellence, innovation and talent management all of
which enabled it to weather the economic downturn in 2010 and excel well and above
expectations.
Infosys defines, designs and delivers technology-enabled business solutions for
Global 2000 companies. Infosys also provides a complete range of services by leveraging
domain and business expertise and strategic alliances with leading technology providers.

The HR operations at INFY consist of three major divisions.

They are
1. The Talent Acquisition Group Responsible for recruitment activities such as on
campus recruitment, off campus recruitment, lateral recruitment and head hunting.
2. The Resource Management Group Responsible for major corporate decisions
such as forecasting HR demand and supply, management and allocation of human
resources across offices etc
3. The deployment Team Responsible for all employee welfare activities.
Together they are responsible for the efficient functioning of the company.

Figure 1.2.1 SWOT ANALYSIS: INFOSYS

Strengths

Weaknesses

Strong foundation by extensive

global development
Exceptional financial performance

exceeding expectations
High
employee
satisfaction

International development is
very

high

compared

to

domestic.
Most operational markets are
at maturity and this calls for a

reflected in its low attrition rate (in

need to acquire new potential

comparison with industry average)

Adaptability to global conditions

markets.

Opportunities

Threats

Growth in healthcare and life

sciences
Promising
engineering,

Intense competition from top

competitors such as CTS,

outlook

for

infrastructure

global
and

research and development

Development in domestic market

TCS, Wipro
Multinational companies such
as Accenture are making rapid

inroads.
Economic stagnation and slow
growth

across

its

major

markets North America and

cont Europe.

1.3 NEED FOR STUDY:

The sourcing team is one of the primary sources of recruitment at Infosys. They
are responsible for scheduling candidates for interview for all the recruitment drives

conducted every month. More than half of the candidates scheduled by them for
interview between Oct 2011 and Dec 2011 however, did not attend the interview.
This study aims to understand the effectiveness of the sourcing team and to
suggest ways by which the sourcing team can increase the number of candidates who
attend the scheduled interviews.

1.4 SCOPE OF THE STUDY:

The scope of the study extends to the candidates scheduled for interview, by the
recruiters at the Infosys office in Sholinganallur, Chennai for weekend drives at Chennai,
between October and December 2011. (A total of 10 recruitment drives)

1.5 RESEARCH OBJECTIVES:

1.5.1 Primary Objective:
To identify the most consistent recruitment source in terms of
results and to suggest ways to improve the effectiveness of sourcing, by
understanding the candidates satisfaction with the interview scheduling
process
1.5.2 Secondary Objectives:
1. To identify the major reasons why candidates fail to attend interviews
and to suggest ways to increase the number of candidates who attend the
interviews.
2. To identify the major reasons why candidates look for a new job
3. To understand the major motivation of candidates behind attending an
interview and to identify if gender plays any role in it.

CHAPTER 2

LITERATURE SURVEY
2.1 REVIEW OF LITERATURE:
2.1.1 STRATEGIES FOR HIRING IT PROFESSIONALS:
The study of empirical analysis of employer and job seeker behavior on
the IT labor market (Tobias Keim and Tim Weitzel, 12-31-2006) separated the job market
into the job seekers and employers and did empirical research to understand their
individual requirements. Using analysis on the basis of major factors, the researchers
have identified four kinds of behaviors exhibited by job seekers, namely, reclusive,
success- oriented, value-oriented and social-oriented with an increased orientation
towards using the worldwide web. The employers on the other hand, use two major
approaches of attracting potential candidates and selecting the ideal ones. Their major
similarity lies in the fact that both prefer a hassle free, paperless and IT based
communication regarding interviews.

This journal helped in understanding that, the internet is the best

way to identify and communicate with the job seekers. Company portal job postings are a
good place to start as it obliterates the possibility of encountering uninterested candidates.
Furthermore, offering an in-depth electronic application form as the first step attracts only
the genuinely interested candidate to apply.
2.1.2 HIRING? QUESTIONS TO ASK ON THE PHONE:
Screening resumes before scheduling an interview is the most important job of
any recruiter (Andi Gray, Published May 28, 2007, Westchester County Business
Journal). The recruiters need to establish a set of criteria that they are looking in the
resumes. While talking on the phone, attention should be paid on the cues the candidate
gives rather than what he explicitly says to understand his current aspirations and if it can
be filled by the role we are offering. Questions can be asked on his experience, reasons

for job change and other significant accomplishments to do a preliminary screening

before meeting the candidate face to face.
This article helped in gaining a better understanding of the sourcing
process and how to go about it to get better results in terms of interview turn out and
selection percentages. A rightly matched candidate has a higher probability of attending
the interview and clearing it.
2.1.3 ATTRACTING QUALITY JOB CANDIDATES:
The study (Max Messmer, Copyright 1999) says that there is a fundamental shift in
the workplace with candidates placing importance on aspects such as a healthy work life
balance, learning opportunities, self empowerment, and corporate culture rather than on
pay scale. These were the results of a survey on fortune 1000 executives.
This study gives an idea on the major aspects that candidates
consider while looking for a new job. The key talent of any recruiter lies in understanding
what a particular candidate lacks in his current job, and providing the same, to ensure his
compliance with interview schedules.
2.1.4 LOCATING TOP JOB CANDIDATES:
Locating and attracting quality job candidates is one of the greatest
challenges (Max Messmer, Published Strategic Finance: June 2004) in the recruitment
process. The author said that there are many sources to locate job candidates such as
employee referrals, internal recruitment, classified ad, job fairs and recruiting firms.
Internal recruitment is also an excellent source of recruitment. Classified ads provide
solid exposure while job fairs help us to reach a niche crowd. Recruitment agencies when
selected appropriately can also be a very good source.
This study gives an idea about the various recruitment sources and
suggests that the first option exercised by a recruiter while sourcing should be the internal
job referrals as they would by far be the best source as per research evidence.
2.1.5 SOLUTIONS AND STRATEGIES FOR IT RECRUITMENT AND
RETENTION:

10

The author (Allen Demers: 2002) studies the preliminary insights into the
the possibility of agencies and forms of governments not having much relationship with
the use of web recruiting. By considering the number of employees, culture and level of
professionalism and employee demographics they determine that web recruiting is the
best method to recruit people.
This journal helped in focusing on the web-recruiting of employees as the
major source of recruitment. It also helped to understand the numerous benefits of webrecruiting.
2.1.6 NEW DIRECTIONS IN INTERNET RECRUITING:
Internet recruiting these days has evolved into a sophisticated (Joe Dysart: July
2006), interactive engine with the ability to automate virtually every facet of the hiring

process. All the new tools, along with the business world's ever increasing reliance on the
Web, has made Internet recruiting big time and big business and, according to some
surveys, the No. 1 recruitment tool for employers. In fact, a survey of leading U.S.
companies released in February by Booz Allen Hamilton found that 51% of all new hires
in 2005 originated on the Internet.
This study helps to improve the number of candidates to attend the scheduled
interview by providing an easy way of applying for the job via online.
2.1.7 SCREENING RESUMES, RECRUITMENT WORKBOOK:
Employers find inundated with resumes every time they place a job
advertisement. Sifting through these resumes to choose the best candidates is an
extremely daunting and time-consuming task (Lauren Bernadi: 1999). One of the biggest
problems is that a large percentage of applicants are not qualified for the positions for
which they apply. The best way to resolve the problems and obtain the benefits of both
resumes and application forms is by using a Career Profile.

11

This journal helped to understand the difficulty in screening the large number of
resumes and suggests an efficient way for both the applicants and the employer to have
the information that is important.
2.1.8 RECRUITMENT, SELECTION AND RETENTION STRATEGIES:
The author of this article (Jenifer David) signifies that while most organizations
are utilizing some form of technology to enhance their recruitment and selection process,
amongst the many successes, is the caution of knowing which strategy is the best for each
organization. A national survey of the changing workplace asked employees what they
considered to be important in their decision to take an employment offer and the answer
to this was found to be balance, meaningful work and open communication. Balance
refers to the balance between the work and family. Meaningful work means having work
with meaning to make a difference in the work that we do is of paramount importance to
employees today.

Managers need to follow the excellence principle of getting out

amongst employees to discuss day-to-day issues.

This article helped to understand the reasons why the people need change in the
job or go for a new job. It also helped to identify key factors for satisfying the candidates
who are searching for the new job.
2.1.9 INTERVIEW EXPECTATIONS: A CANDIDATE PERSPECTIVE:
This article written by Chris Avore identifies the expectations of the candidates
for a job. It says that the estimate of how long the interview will last should be given
beforehand to the candidates. Also the job description should be clearly mentioned in the
advertisements made by the concern. It should be said that jobs are more competitive
than ever in this down market. The interview should be started on time. At the same time,
job candidates today feel freer to drop out of the hiring process if it takes too long. This
trend may man that candidates are sometimes hired in the basis of hanging in there as
much as for their suitability to a position. A few key changes in the interviewing and
hiring process will greatly increase their chances of attracting the top communicators:

12

Treat job candidates more like prospects than applicants. Let them know
you appreciate their time and energy. Keep them informed about how the
process will proceed, where they are in the process, and where they stand

in consideration, if possible. Return phone calls.

Establish a strategy early in the process that is known and followed by all
who meet with job candidates. Be certain that interviewers- particularly
when human resources people do the interviewing- are fully briefed on the
position, the expectations, the salary range, and the timing or a decision.
Avoid having more than one person at a time of interviewing the

candidate, if possible.
When interviewing communicators, good communication skills really
count. Interviewers should be straight forward and as specific as
p[possible. They can gain points with prospects if they are willing to hold
an initial telephone conversation briefly outlining the job and the hiring
process, and the assessing the prospects interest. Eighty-two percent
(82%) of the respondents felt an initial telephone conversation was

helpful.
Remember that interviewer is selling the company.

2.1.10 PHONE INTERVIEWING TIPS: A CANDIDATES PERSPECTIVE:

Telephone interview is a part of selection criteria to select the consultant or
contractor. Ninety percent of the time, clients or vendors short list the candidates based
on the telephone interview. A successful telephone interview will usually lead to a
personal interview. Advance purchasing Dynamics (APD) talked with several high
potential candidates who did not make it through their prospective employers screening,
to put together a lot of interviewing tips. It is important to conduct a safe, legal interview
that also enables to select the best candidate for your open positions. The interview is one
of the significant factors in hiring. Perhaps the traditional interview is accorded too much
power in selection. The HRs should learn more interviewing tips and interviewing
techniques to make the interviews a powerful tool and process to evaluate candidates.

13

This article provided an insight of the dos and donts of a telephonic interview
and also the candidates expectations in the telephonic interview. Only if the candidates
are satisfied in the telephonic interview, they will tend to attend the scheduled interview
in person.

14

CHAPTER 3

METHODOLOGY
3.1 RESEARCH DESIGN:
Descriptive research design is used in this project.
Descriptive research describes data and the characteristics about the population or
phenomenon being studied. The term descriptive research refers to the type of
research question, design, and data analysis that will be applied. The description is
used for frequencies, averages and other statistical calculations. Descriptive
statistics utilize data collection and analysis techniques that yield reports
concerning the measures of central tendency, variation, and correlation. The
combination of its characteristic summary and correlational statistics, along with
its focus on specific types of research questions, methods, and outcomes is what
distinguishes descriptive research from other research types.
3.2 SAMPLING DESIGN:
3.2.1 Population:
A population can be defined as including all people or items with the
characteristic one wish to understand. Because there is very rarely enough time or
money to gather information from everyone or everything in a population, the
goal becomes finding a representative sample (or subset) of that population.
The population in this study consisted of the candidates lined up for
interview by the sourcing team at INFOSYS between Oct 2011 and Dec 2011. For
the purpose of the study the population was divided into two. The candidates who
attended the interview and those who failed to attend.

15

1. Total population :

1689

1. Attended
:
1. October 2. November 3. December -

662
105
244
313

2. Not attended
:
1. October 2. November 3. December -

987
119
347
521

3.2.2 Population Size:

The number of entities available in the defined population is the size of the
population. The population size in this case is thousand six hundred and eighty
nine.
3.2.3 Sample:
In this study the sample consists of 90 people who turned up and 100
people who did not turn up. The samples can be further split on the basis of the
months in which they were lined up as follows.
1. Sample size- 190
1. Attended
90
1. October 2. November 3. December 2. Not attended
1. October 2. November 3. December -

14
33
43
100
12
35
53

3.2.4 Sample size:

The appropriate sample size for a population-based survey is determined
largely by three factors: (i) the estimated prevalence of the variable of interest, (ii)

16

the desired level of confidence and (iii) the acceptable margin of error. The
sample size in this project is one hundred and ninety.
3.2.5 Sampling Technique:
The sampling technique used here is Convenience sampling. It is a type of
nonprobability sampling which involves the sample being drawn from that part of
the population which is close to hand. That is, a population is selected because it is
readily available and convenient. It may be through meeting the person or including
a person in the sample when one meets them or chosen by finding them through
technological means such as the internet or through phone.

3.3 DATA COLLECTION:

3.3.1 Primary data:
Original data derived from a new research study and collected at source is
known as primary data. Primary data can be collected using observation method,
interview method and questionnaire method.
For this project, primary data was collected through questionnaire to analyze
the satisfaction of the candidates with the interview scheduling process. There was
also a telephonic interview conducted for the candidates who did not attend the
interview to identify the major factors that prevented them from attending
interviews.
3.3.2

Secondary data:
Secondary data are those that are gathered from existing company records

such as policies, procedures, rules and other data already available.

For this study the trackers such as weekend line up trackers (consisting of
the data about the candidates lined up for interview every weekend) and drive
trackers (consisting of information about the candidates who attended the interview

17

for every weekend drive) were used to identify the population and the best
recruitment source.
3.4 DATA COLLECTION TOOLS:
3.4.1 Questionnaire:
A questionnaire is a pre-formulated written set of questions to which
respondents record their answers, usually within rather closely defined
alternatives.
The questionnaire for the study was distributed to the candidates who
attended the interview in order to analyze their satisfaction with interview
scheduling process followed by the sourcing team and to identify the areas for
improvement.
3.4.2 Telephonic structured interview:
Structured interviews are those conducted when it is known at the outset
what information is needed. The same questions will be asked of everybody in the
same manner and in this case it was done over the phone.
The telephonic survey was conducted for the candidates who did not
attend the interview. This was done to identify the major reasons why the
candidates did not attend the interview.
3.5 DATA ANALYSIS TOOLS:
3.5.1 STATISTICAL TOOLS:
3.5.1.1 Frequency distribution:
A frequency distribution is a tabulation of the values that one or
more variables take in a sample. Each entry in the table contains
the frequency or count of the occurrences of values within a particular
group or interval, and in this way the table summarizes the distribution of
values in the sample.

18

3.5.1.2 One way ANOVA:

One-way ANOVA is a technique used to compare means of two or
more samples (using the F distribution). Typically the one-way ANOVA is
used to test for differences among at least three groups.
3.5.1.3 Content analysis:
Content analysis is a method for summarizing any form of content
by counting various aspects of the content. This enables a more objective
evaluation than comparing content based on the impressions of a listener.
Content analysis, though it often analyses written words, is a quantitative
method. The results of content analysis are numbers and percentages.

3.5.2 GRAPHICAL TOOLS:

A bar chart is a chart with rectangular bars with lengths proportional to the
values that they represent. The bars can also be plotted horizontally. Bar charts
are used for plotting discrete data i.e. data which has discrete values and is not
continuous.
A line chart or line graph is a type of graph, which displays information as
a series of data points connected by straight line segments. It is a basic type
of chart common in many fields.
A Pie Chart (or a circle graph) is a circular chart divided into sectors,
illustrating proportion. In a pie chart, the arc length of each sector (and
consequently its central angle and area), is proportional to the quantity it
represents
CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

19

4.1 FREQUENCY ANALYSIS:

4.1.1 GENDER:
Table 4.1.1 Gender

Valid

Valid

Cumulative

Percent

Percent

65.6

65.6

65.6

31

34.4

34.4

100.0

90

100.0

100.0

Frequency

Percent

male

59

female
Total

Figure 4.1.1

Inference:
From the table it is inferred that 65.6% of the sample was male and 34.4%
of the sample was female
4.1.2 CALLS ARE USEFUL:

20

Table 4.1.2 Calls Are Useful

Valid

Valid

Cumulative

Percent

Percent

88.9

88.9

88.9

10

11.1

11.1

100.0

90

100.0

100.0

Frequency

Percent

yes

80

no
Total

Figure 4.1.2

Inference:
From the table it is inferred that 88.9% of the candidates find the interview
calls from INFY to be useful.

4.1.3 CALLS ARE INFORMATIVE:

21

Table 4.1.3 Calls Are Informative

Frequency

Valid

Percent Valid Percent

Cumulative
Percent

yes

60

66.7

66.7

66.7

no

30

33.3

33.3

100.0

Total

90

100.0

100.0

Figure 4.1.3

Inference:
From the table it is inferred that 66.7% of the candidates find the interview
calls from INFY to be informative.

4.1.4 RECEIVED INFORMATION ABOUT INTERVIEW:

22

Table 4.1.4 Received Information

Valid

Cumulative

Percent

Percent

95.6

95.6

95.6

4.4

4.4

100.0

90

100.0

100.0

Frequency

Percent

yes

86

no
Total

Valid

Figure 4.1.4

Inference:
From the table it is inferred that 95.6% of the candidates received information
about interview like venue, date, time.

4.1.5 CHECKED ELIGIBILITY:

23

Table 4.1.5 Checked Eligibility

Valid

Valid

Cumulative

Percent

Percent

82.2

82.2

82.2

16

17.8

17.8

100.0

90

100.0

100.0

Frequency

Percent

yes

74

no
Total

Figure 4.1.5

Inference:
From the table it is inferred that 82.2% of the candidates feel that the
recruiters checked their eligibility before scheduling the interviews.

4.1.6 INFORMED JOB DESCRIPTION:

24

Table 4.1.6 Informed Job Description

Valid

Valid

Cumulative

Percent

Percent

38.9

38.9

38.9

55

61.1

61.1

100.0

90

100.0

100.0

Frequency

Percent

yes

35

no
Total

Figure 4.1.6

Inference:
From the table it is inferred that 61.1% of the candidates were not
informed about the job description.

4.1.7 INFORMED INTERVIEW LEVELS:

25

Table 4.1.7 Informed Interview Levels

Frequency Percent Valid Percent

Cumulative
Percent

Yes

32

35.6

35.6

35.6

Valid No

58

64.4

64.4

100.0

90

100.0

100.0

Total

Figure 4.1.7

Inference:
From the table it is inferred that 64.4% of the candidates were not
informed about the levels in the interview.
4.1.8 INFORMED TO BE PREPARED FOR INTERVIEWS:

26

Table 4.1.8 Informed To Be Prepared

Frequency Percent Valid Percent

Valid

Cumulative
Percent

Yes

37

41.1

41.1

41.1

No

53

58.9

58.9

100.0

Total

90

100.0

100.0

Figure 4.1.8

Inference:
From the table it is inferred that 58.9 % of the candidates were not
informed to come prepared for a technical round of interview.

4.1.9 RECEIVED FOLLOW UP WITH MAILS:

27

Table 4.1.9 Received Follow Up

Frequency Percent Valid Percent

Valid

Cumulative
Percent

Yes

79

87.8

87.8

87.8

No

11

12.2

12.2

100.0

Total

90

100.0

100.0

Figure 4.1.9

Inference:
From the table it is inferred that 87.8% of the candidates received a proper follow
up with email.

4.1.10 RECEIVED BULK MAILER:

28

Table 4.1.10 Received Bulk Mailer

Valid

Valid

Cumulative

Percent

Percent

36.7

36.7

36.7

57

63.3

63.3

100.0

90

100.0

100.0

Frequency

Percent

Yes

33

No
Total

Figure 4.1.10

Inference:
From the table it can be inferred that 63.3% of the candidates did not
receive bulk mailers.

4.1.11 PREFERS PERSONALIZED MAILS:

29

Table 4.1.11 Prefer Personalized Mails

Valid

Valid

Cumulative

Percent

Percent

76.7

79.3

79.3

18

20.0

20.7

100.0

87
3
90

96.7
3.3
100.0

100.0

Frequency

Percent

Yes

69

No

Total
Missing System
Total

Figure 4.1.11

Inference:
From the table it has been inferred that 79.3% of the candidates prefer to
receive personalized mails.
4.1.12 FOUND DATA CONFLICT BETWEEN CALL AND MAIL:

30

Table 4.1.12 Data Conflict

Valid

Valid

Cumulative

Percent

Percent

27.8

28.7

28.7

62

68.9

71.3

100.0

87
3
90

96.7
3.3
100.0

100.0

Frequency

Percent

Yes

25

No

Total
Missing System
Total

Figure 4.1.12

Inference:
From the table it is inferred that 71.3 % of the candidates did not find any
conflicts between the data informed over the phone and sent on the mail.
4.1.13 Among the 28.7%, who said that they found conflicts, the content was
analyzed and the following data was obtained.
Table 4.1.13 Data Conflicts Found In the Mail
Comments

Number

31

I was not mailed a job description

16

The relevant experience informed over the phone was 9

64
36

different from that in the mail and I was not eligible

according to the mail.
Total

25

100

Figure 4.1.13

Inference:
From the table it can be inferred that 64% feel that they wanted the job
description to be sent over the mail and 36% was confused with the eligibility
conditions
4.1.14 RECEIVED APPROPRIATE CLARIFICATIONS:

32

Table 4.1.14 Received Clarifications

Valid

Valid

Cumulative

Frequency

Percent

Percent

Percent

Yes

82

91.1

91.1

91.1

No

8.9

8.9

100.0

Total

90

100.0

100.0

Figure 4.1.14

Inference:
From the table it is inferred that 91.9% of the candidates received
appropriate clarifications over the phone.
4.1.15 ABLE TO CONTACT SAME PERSON:

33

Table 4.1.15 Able To Contact Same Person

Valid

Valid

Cumulative

Percent

Percent

33.3

33.3

33.3

60

66.7

66.7

100.0

90

100.0

100.0

Frequency

Percent

Yes

30

No
Total

Figure 4.1.15

Inference:
From the table it is inferred that 66.7% of the candidates are unable to
contact the same recruiter who scheduled the interview again in case of queries.

4.1.16 WANT BETTER RESPONSE FROM RECRUITERS:

34

Table 4.1.16 Want Better Response

Valid

Valid

Cumulative

Frequency

Percent

Percent

Percent

Yes

61

67.8

67.8

67.8

No

29

32.2

32.2

100.0

Total

90

100.0

100.0

Figure 4.1.16

Inference:
From the table it is inferred that 67.8 % of the candidates want to receive a
better response from the recruiters when they call with queries.
4.1.17 SATISFIED WITH THE OVERALL INFORMATION RECEIVED:

35

Table 4.1.17 Satisfied With Information

Valid

Valid

Cumulative

Frequency

Percent

Percent

Percent

Yes

50

55.6

55.6

55.6

No

40

44.4

44.4

100.0

Total

90

100.0

100.0

Figure 4.1.17

Inference:
From the table it is inferred that 55.6 % of the candidates are satisfied with
the information they receive before attending the interview.

4.1.18 RECEIVED SUFFICIENT REMINDERS ABOUT INTERVIEW:

36

Table 4.1.18 Received Sufficient Reminders

Valid

Valid

Cumulative

Frequency

Percent

Percent

Percent

Yes

73

81.1

81.1

81.1

No

17

18.9

18.9

100.0

Total

90

100.0

100.0

Figure 4.1.18

Inference:
From the table it is inferred that 81.1 % of the candidates are satisfied with
the reminders they received regarding the interview.
4.1.19 MAJOR REASONS FOR JOB CHANGE:

37

Table 4.1.19 Job Change Reason

Valid

Cumulative

Frequency

Percent

Percent

Percent

48

53.3

53.3

53.3

Increase In Pay

27

30.0

30.0

83.3

Relocation

5.6

5.6

88.9

Others

10

11.1

11.1

100.0

Total

90

100.0

100.0

Valid

Career
Progression

Inference:
From the table it can be inferred that career progression is the major
reason why candidates look for a new job followed by pay hike.

4.1.20

FACTORS

INTERVIEW:

MOTIVATING

PERSON

TO

ATTEND

AN

38

Table 4.1.20 Motivating factors to attend interview

N

Minimum Maximum

Mean Std. Deviation

Job Description Imp

90

4.04

1.244

Pay Hike Imp

90

3.79

.893

Reputation Imp

90

4.22

1.178

Quick Interview Imp

90

3.49

1.318

Accessible Interview
Location Imp

90

3.62

1.379

Valid N (List wise)

90

Inference:
From the table it can be inferred that good reputation of the company is
the first motivating factor to attend an interview followed by a challenging job
description. A quick interview process or an accessible interview location does not
make a difference to candidates who wants to attend an interview.
4.1.21 MOST USED JOB PORTAL:

39

Table 4.1.21 Most used Job Portal

N
Monster
Naukri
Times job
others
Valid N (list
wise)

90
90
90
83

Minimum Maximum
1
1
1
1

5
5
5
5

Mean

Std. Deviation

3.34
4.26
2.41
1.87

1.317
1.157
.970
.880

83

Inference:
From the graph it is inferred that Naukri is the most used job portal by the
candidates followed by Monster.
4.1.22 ONE WAY ANOVA-GENDER INFLUENCE:

40

Table 4.1.22 One Way ANOVA

Sum
Squares
Job

of

Mean
df

Square

3.658

2.399 .125

134.164

88

1.525

Total
137.822
Between .618

89
1

.618

Groups
Within 70.371

88

.800

Groups
Total
70.989
Between .832

89
1

.832

Groups
Within 122.724

88

1.395

Groups
Total
123.556
interview Between 3.849

89
1

3.849

Groups
Within 150.640

88

1.712

Groups
Total
154.489

89

description Between 3.658

imp

Sig.

Groups
Within
Groups

pay hike imp

reputation imp

quick
imp

.773

.382

.596

.442

2.249 .137

Null hypothesis: There is no significant difference in the mean of samples.

Alternate hypothesis: There is some significant difference in the mean of
samples.
Inference:

41

From the table it is seen that none of the sig values are less than .05.
Therefore we reject the alternate hypothesis and accept the null hypothesis.
Gender does not have any significant influence on the factors that
motivate a person to attend interview.
4.2 CONTENT ANALYSIS:
After a content analysis of the data obtained through the telephonic
interview, the following major factors were identified as the reasons why
candidates do not attend interviews.

Figure 4.2 a - Reasons for not attending interview Complete

Figure 4.2 b Reasons for not attending interview Grouped

42

Inference:
From the above tables, the following can be inferred.
1. 40% of the candidates who did not turn up for the interview gave personal
causes as the reason.
2. 38% of the candidates who did not turn up for the interview gave
organizational causes as the reason.
3. 22% of the candidates who did not turn up for the interview gave official
causes as the reason.

4.2.1 PERSONAL CAUSES AND NOT ATTENDING INTERVIEW:

The following comments were given by the candidates as personal causes
for not having attended the interview.
Table 4.2.1 Personal Causes and Not Attending Interview

43

COMMENTS
I had to leave out of station due to personal
circumstances
I was not feeling well so I couldnt attend the
interview
I had some personal work which I could not get
out off
I am not interested in attending an interview right
now
Total

NUMBER %
11

27.5

20

11

27.5

10

25

40

100

Figure 4.2.1 Personal Causes and Not Attending Interview

Inference:
From the table it can be inferred that going out of station and having
personal work are the major personal reasons why candidates do not attend
interviews.

4.2.2 ORGANIZATIONAL CAUSES AND NOT ATTENDING INTERVIEW

The following comments were given by the candidates as organizational
causes for not having attended the interview.
Table 4.2.2 Organizational Causes and Not Attending Interview

44

COMMENTS
I did not receive any confirmatory mail regarding the
interview so I did not come in.
The confirmatory mail specified a different relevant

NUMBER

13

34.21

experience criteria which made me think that I was 7

18.42

not eligible
I did not receive the job description through the email
and did not want to waste time in the interview 10
without knowing the job profile
I came to the venue but left without attending the
interview because I was not given a proper response.
Total

26.32

21.05

38

100

Figure 4.2.2 Organizational Causes and Not Attending Interview

Inference:
From the table it can be inferred that 34.21% of the candidates, who
specified organizational causes, did not attend interview because they did not get
any confirmatory emails and 26.32 % did not attend interview because of not
receiving a job description.
4.2.3 OFFICIAL CAUSES AND NOT ATTENDING INTERVIEW

45

The following comments were given by the candidates as official causes

for not having attended the interview.
Table 4.2.3 Official Causes and Not Attending Interview
COMMENTS

NUMBER

I had to attend office on the interview date

12

54.55

I had to attend an important client meeting at office

27.27

18.18

22

100

I had to complete targets by the end of the week so I

couldnt come in for the interview
Total

Figure 4.2.3 Official Causes and Not Attending Interview

Inference:
From the above tables it can be inferred that 54.55% of the candidates who
specified official reasons could not attend interview because they had to be in
office on that particular day.
4.3 RATIO ANALYSIS:

46

The secondary data was analyzed to identify the most consistent source of
recruitment.
Table 4.3 Recruitment Sources- Ratio Analysis

TECH

TECH
YIELD
RATIO (%)

SELECTION
RATIO (%)

RFT

662

602

90.94

28.74

CONNECTINFY

341

311

91.20

31.19

PV

743

641

86.30

24.02

DIRECT

211

171

81.05

20.50

Figure 4.3 Recruitment Sources

Inference:
From the above table it can be inferred that employee referral programs
have the most successful selection ratio of 31.19% and a comparatively better
yield ratio of 91.20%.

47

CHAPTER 5

FINDINGS, SUGGESSTIONS AND CONCLUSION

48

5.1 FINDINGS:
From Frequency distribution:
1. 55.6% of the candidates are satisfied with the information received from
recruiters before attending interview. (Table 4.1.17)
2. 61.1% of the candidates were not informed of the job description.
(Table 4.1.6)
3. 64.4% of the candidates were not informed about the levels in the
interview. (Table 4.1.7)
4. 58.9% were not informed to come prepared for the technical round.
(Table 4.1.8)
5. 66.7% are not able to contact the same person who scheduled the
interview in case of queries. (Table 4.1.15)
6. 67.8% want a better response from the recruiters when they call
regarding doubts in the interview process. (Table 4.1.16)
7. Good reputation of the company is the first motivating factor to attend
an interview followed by a challenging job description. A quick interview process
or an accessible interview location does not make a difference to candidates who
wants to attend an interview. (Figure 4.1.20)
8. The major reason why candidates look for a new job is career growth
with a good job description. (Table 4.1.19)
9. NAUKRI is the most used job portal (Table 4.1.21)
From content analysis:
10. Among the people who did not attend the interview 38% claim that
organizational causes such as not receiving a mail, unclear data on the mail,

49

contradictions about eligibility and poor response at the interview location are the
major factors. (Figure 4.2a and Figure 4.2b)
11. 34.21% of the candidates, who specified organizational causes, did not
attend interview because they did not get any confirmatory emails and 26.32 %
did not attend interview because of not receiving a job description. (Table 4.2.2)
12. Among the 25 who attended the interview but found data conflicts
between what was informed over the phone and what was sent over the mail, 64%
feel that they did not receive the job description and 36% was confused with the
eligibility conditions. (Table 4.1.13)
From ratio analysis:
13. Employee referral programs have the most successful selection ratio of
31.19% and a comparatively better yield ratio of 91.20%. (Table 4.3)
From one way anova:
14. Gender does not have any significant influence on the interview
attending factors. (Table 4.1.22)
5.2 SUGGESTIONS
1. Candidates should be informed about their prospective JD while scheduling
interviews so that it will motivate them to attend. Through observation of the calls
made it was indeed found that the job description was not informed to the
candidates. This should be corrected. (Findings 2, 8).
2. Candidates should be encouraged to come prepared for the interview and also
informed of the levels so that they have a better prospect of getting selected. It
was observed in the venue that the candidates felt that they were not adequately
prepared for the technical round of the interview. They wanted a second chance
for the interview after a week but it was not possible as per company policy. This
can be avoided if they were informed to come adequately prepared in advance.
(Findings 3, 4).

50

3. Candidates should be provided a personal number/email where they can reach

their respective recruiters in case they have any queries. This will enhance their
satisfaction with the response from recruiters. (Findings 5, 6)
4. The major organizational causes such as not receiving confirmatory emails, no
proper response in the venue, eligibility concerns and no job description which
constitute 38% of why candidates fail to attend the interviews (Findings 10, 11,
12) can be avoided if proper measures are undertaken.
a. To avoid this, the email has to be formatted individually for each
candidate because each individual has different proprieties, rather than
forwarding the same mail to all. Confirmation mails regarding interviews
should be sent without fail.
b. As per observation, it was found that the mails forwarded to the candidates
follow a generalized format with minimum adjustments. There are some
conflicts regarding the total experience and relevant experience with
candidates being informed one thing over the phone and another through
mail. This if corrected can greatly increase the turn out ratio.
5. Employee referral program has the best selection percentage and a good yield
ratio. The recruiters can utilize this as the primary source of recruitment while
lining up candidates. (Finding 13) Similarly Naukri has a higher user percentage
and the recruiters can use that job portal while hunting candidates. (Finding 9)

5.3 CONCLUSION
The project was aimed at evaluating the sourcing process of Infosys Ltd
and to suggest ways to improve its effectiveness. The population for the study
consisted of the candidates who were scheduled for the interview process at INFY.
For the purpose of the study the population was split into those who attended the

51

interview and those who did not. Sample was chosen through convenience
sampling and the data collection tools were questionnaire and telephonic survey.
The collected data was analyzed with both statistical tools such as
frequency distribution, one way anova, content analysis and graphical tools such
as bar chart, line graph and pie chart and the major factors were identified. The
findings proved that the sourcing process is moderately effective and suggestions
were made to improve it further.

REFERENCES
Journals
1. Allen Demers (2002), Solutions and strategies for IT Recruitment and
Retention, Public Personnel Management, Volume 31 No 1, Page 27-40
2. Andi Gray (May 28, 2007), Hiring? Questions to ask on the phone,
Westchester County Business Journal, Page 8.

52

3. Joe Dysart (July 2006), New Directions in Internet Recruiting, Contractor,

Page 33- 36.
4. Lauren Bernadi ( 1999), Screening Resumes, Recruitment Workbook,
Manager Canadien, Page 16-19
5. Max Messmer (1999) Attracting Quality Job Candidates , Personnel Matters
6. Max Messmer (June 2004), Locating Top Job Candidates, Strategic
Finance, Page 11-12.
7. Tobias Keim (Johann Wolfgang Goethe University) ,Tim Weitzel (12-312006) Strategies For Hiring IT Professionals: An Empirical Analysis Of
Employer And Job Seeker Behavior On The IT Labor Market, Americas
Conference on Information Systems (AMCIS), Paper 438
Websites
8. Business portal of India - Business Knowledge Resource (Online) Industry
and Services (www.business.gov.in)
9. Government of India, Department Of Information Technology, Overall
Performance Reports, Statistical Performance Reports, Future Prospects, Task
Force Report-2009 (www.mit.gov.in)
10. Statistical Reports- The IT-BPO Sector in India - Strategic Review 2009,
2011- ( www.nasscom.in)
11. Infosys official website (www.infosys.com), Analyst presentations, annual
report 2009, 2010, and Investor presentations.
12. http://www.onecaribbean.org/content/files/RecruitmentstrategiesJeniferDavid.
pdf
13. http://www.erova.com/blog/index.php/2009/01/16/interview-expectations-acandidates- perspective/
14. http://www.apurchasingd.com/files/InterviewingTipsCandidatesPerspective.pd
f
Books

53

15. Uma Sekaran (2010) Research Methods for Business- A Skill building
approach, Wiley India, 450 pages

APPENDIX 1

ANALYSIS OF RECRUITMENT SOURCING EFFECTIVENESS

Questionnaire Covering letter:
Dear Respondent,
I am a student doing my MBA at Anna University, Chennai. I am
conducting a study about the sourcing process at software organizations and
through your participation I eventually hope to understand its effectiveness and to
suggest steps to bring about a positive change in it.
Please give your honest opinion and help me complete my research.
Nothing you say on the questionnaire will in any way influence your present or
future employment with the company.
Thanks and Regards,

54

Nirmala Devi .K

1. Name:
2. Gender:
Male
Female
3. Age :
o Less than 25
o Between 25 and 35
o More than 35
4. What is your current designation?
o Software Engineer
o Senior Software Engineer
o Technical Lead
o Project manager

5. Period of service:
o Less than a year
o 1 to 3 years
o 3 to 5 years
o 5 to 8 years

55

o More than 8 years

6. What is the main reason you are looking for a job change?
o Career progression
o Increase in pay
o Relocation
o Others- please specify__________________________
Rate the following attributes depending on the importance you give while
deciding to attend an interview
(1 Very High, 2 High, 3 Moderate, 4 Low, 5 Very Low)
Q. No

Particulars

7.

A good job description

8.

A promise in pay hike

9.

Good reputation of the company

10.

A quick interview process

11.

Easily accessible interview location

12.

Long term career perspective

13.

Personal interaction of HR before the

interview
14. Rate the following job portals individually depending on your level of usage
(1 Very High, 2 High, 3 Moderate, 4 Low, 5 Very Low)
Particulars
Monster

56

Naukri
Times job
Others
If others, please specify the name of the website_____________________
15. Please rate the following with respect to the calls you receive from the
recruiters:
S No

Particulars

YES

The calls regarding job openings are very useful

The calls are informative and provide all the

NO

information that I require

16. Please rate the following depending on whether you received these
information from the recruiters during interview calls
S No
1

Particulars
YES
I received information like, the interview date, venue

NO

and timings.
The

recruiters

checked

my

eligibility

before

scheduling the interview

I was informed about the job description

I was informed about the levels in the interview

I was informed to come adequately prepared for the

technical round

17. Please rate the following depending on the mails you received for
confirmation of the scheduled interview

57

S No
1

Particulars
YES
I received proper follow up with mails after being

NO

informed of the interview

2

I received a bulk mailer as a follow up

I would prefer to receive personalized mails addressed

directly to me rather than bulk mailers

a) Some of the information in the mail conflict with what I was informed over the
phone.
o Yes
o No
If yes, please specify the discrepancies you find __________
18. Please rate the following depending on the calls you received for
confirmation of the scheduled interview:
S No
1

Particulars
YES
I received proper call reminder on the day before the
interview

I received call reminder on the day of the interview

I would prefer to receive call reminders the day before

the interview rather than on the day of interview.

NO

58

19. Please rate the following depending on the response you received from the
recruiters:
S No
1

Particulars

YES

NO

I received proper clarifications for all my queries

during the call

I am able to contact the same person who called me

in case I need clarifications

I would like to receive a better response from the

recruiters

I am satisfied with the response from the recruiters

when I call in with queries relating to the interview

20. Please rate the following with appropriate pointers.

a) I am satisfied with the information I receive through mails/calls before I
attend the interview
a. Yes
b. No
If no, what else would you like to know?

Please specify

_______________________
b) I receive sufficient reminders about the interview scheduled.
a. Yes
b. No
c) I would like to receive interview calls from software companies in future.
a. Yes
b. No
If yes, what is your
1. Preferred day for receiving calls Weekday/Weekend
2. Preferred time to receive calls
a. If weekday - _______________
b. If weekend- ________________
3. Preferred day to attend interview- Weekday/Weekend
4. Preferred time to attend interview
a. If weekday - _______________
b. If weekend- ________________

59

Thanks a lot for participating in this survey and thereby helping me in doing my project.