SHRI RAMSWAROOP MEMORIAL

UNIVERSITY LUCKNOW-DEVA ROAD,

UTTAR PRADESH

SUMMER TRAINING REPORT

ON
“PROFILE MANAGEMENT OF HR IN INNVOLVECONSULTING PVT
LTD”
SUBMITTED
IN PARTIAL FULFILLMENT OF REQUIREMENT FOR THE AWARD OF
DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION
TO
SHRI RAMSWAROOP MEMORIAL UNVERSITY
Session: 2021-22

Under Guidance of: Submitted by:

Dr. Amit Sinha Yash gupta
Institute of Management, Roll No. - 201910702110075
Commerce & Economics
SRMU, Lucknow
 CERTIFICATE OF ORIGINALITY

I Yash Gupta, Roll No 201910702110075 of a fulltime Bonafide Students of third

year of Bachelor of Business Administration (BBA) of Shri Ramswaroop
Memorial University. I hereby certify that for this project work carried out by me
at Innvolveconsulting Pvt Ltd. the report submitted in partial fulfillment of the
requirements of the programme is an original work of mine carried out under the
guidance of the industry mentor Mr. Ankan Dubey and faculty mentor Dr. Amit
Sinha and is not based or reproduced from any existing work of any other person
or on any earlier work undertaken at any other time or for any other purpose, and
has not been submitted anywhere else at any time to the best of my knowledge.

(Yash Gupta)

Date:

ii
 INSTITUTE OF MANAGEMENT, COMMERCE &
ECONOMICS SRMU

CERTIFICATE

This is to certify that the project entitled ” Profile Management of HR in Innvolveconsulting

Pvt Ltd” Submitted by Yash Gupta [Univ. Roll No 201910702110075] and in the partial fulfillment of
the requirement for the award of the DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION
of SHRI RAMSWAROOP MEMORIAL UNIVERSITY to the best of my knowledge it is a record
of student‟s own work carried under our supervision and guidance. The project report embodies result
of original work and the study carried out by the student and the contents do not form the basis for the
award of any other degree to the candidate or to anybody else.

(Project Guide)
Dr. Amit SINHA

iii
iv
 INSTITUTE OF MANAGEMENT, COMMERCE & ECONOMICS SRMU

DECLARATION

I hereby declare that the project entitled “Profile Management of HR in Innvolveconsulting

Pvt Ltd.” submitted by me in the partial fulfillment of the requirements for the award of the
degree of Bachelor of Business Administration of Shri Ramswaroop Memorial University, is a
record of my own work carried under the supervision and guidance of Mrs. Kavita SinghTo
the best of my knowledge this project has not been submitted to SHRI RAMSWAROOP
MEMORIAL UNIVERSITY or any other University or Institute for the award of any degree.

Yash Gupta
University Roll No 201910702110075

v
 ACKNOWLEDGEMENT

While conducting this report, I got support in many ways from many people. First, I am deeply grateful
to my project guide,Dr. Amit Sinha who helped me with full devotion and always supported me
earnestly whenever it was needed. Without his guidance, mental & moral support and academic inputs
this report was not possible.

This Training report could never have seen the light of the day without his co-operation of those Clients
who participated in this. I am thankful to all of them for giving me their valuable time.

I am also thankful to my college guide Dr. Amit Sinha for overall guidance and help.

My friends have been biggest support for me at every juncture of life. They manifested their great
interest in my training work also and always tried to make things easy for me.

A word of gratitude goes to my family members whose love; affection and understanding have enabled
me to complete this endeavour with ease.

At the end, I thank to Almighty for giving me courage and strength to conduct this project report.

vi
 EXECUTIVE SUMMARY

Human Resource Management operates in tune with other essential organizational

requirements and co-exists with the topmost management cadre. Managing human
resources within a company calls for a liaison between the organization‟s management
personnel and the administration of the executive rungs.It thrives on the strength of the
relationship between the management and workers of the company.

Recruiting people who are wrong for the organisation can lead to increased
labour turnover, increased costs for the organisation, and lowering of morale in the existing
workforce. Such people are likely to be discontented, unlikely to give of their best, and end
up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will
not offer the flexibility and commitment that many organisations seek. Managers and
supervisors will have to spend extra time on further recruitment exercises, when what is
needed in the first place is a systematic process to assess the role to be filled, and the type
of skills and abilities needed to fill it.

The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the
strategic advantage for the organizations. Recruitment process involves a systematic
procedure from sourcing the candidates to arranging and conducting the interviews and
requires many resources and time.

vii
 TABLE OF CONTENT

Sl. No. Contents Page No.

Chapter 1 Introduction 1-15

Chapter 2 Company profile 16-38

Chapter 3 Objectives of the study 39-40

Chapter 4 Research Methodology 41-44

Chapter 5 Data Analysis & Interpretations 45-65

Chapter 6 Findings 66-68

Chapter 7 Conclusion 69-70

Chapter 8 Limitations 71-72

Chapter 9 Suggestions/Recommendations 73-74

Chapter Bibliography 75-76

10
Chapter Annexure 77-80
11

viii
 INTRODUCTION

Conceptual Overview

Human Resource Management operates in tune with other essential organizational

requirements and co-exists with the topmost management cadre. Managing human
resources within a company calls for a liaison between the organization‟s management
personnel and the administration of the executive rungs.It thrives on the strength of the
relationship between the management and workers of the company.

Advisors have existed since the beginning of time--often providing

advice based on subjective opinions absent of any structure, facts, expertise or relevant
experience. Unfortunately there continue to be many people who are quite capable of
expressing an opinion on something for which they know nothing about. Charisma and self
confidence, after all, can go a long way!

Recruiting people who are wrong for the organisation can lead to increased
labour turnover, increased costs for the organisation, and lowering of morale in the existing
workforce. Such people are likely to be discontented, unlikely to give of their best, and end
up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will
not offer the flexibility and commitment that many organisations seek. Managers and
supervisors will have to spend extra time on further recruitment exercises, when what is
needed in the first place is a systematic process to assess the role to be filled, and the type
of skills and abilities needed to fill it.

Most recruitment systems will be simple, with stages that can be followed as a
routine whenever there is a vacancy to be filled, and which can be monitored and adapted in
the light of experience.

The recruitment and selection is the major function of the human resource department
and recruitment process is the first step towards creating the competitive strength and the
strategic advantage for the organizations. Recruitment 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:

1
 1. Identifying the vacancy-The recruitment process begins with the human resource
department receiving requisitions for recruitment from any department of the company.
These contain:
 Posts to be filled

 Number of persons

 Duties to be performed

 Qualifications required

 Preparing the job description and person specification.

 Locating and developing the sources of required number and type of
employees (Advertising etc).

 Short-listing and identifying the prospective employee with required characteristics.

 Arranging the interviews with the selected candidates.

 Conducting the interview and decision making

2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making
The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment formalities.

The recruitment procedure of life insurance is very easy. A person with high educating
and well experience can be recruited after a personal interview and group discussion. After the
training program is completed the Insurance Agent has to appear for the pre-examination
conducted by IRDA. As he clear the exam he provides a license, which is the proof of a
legalized insurance Agent, which permits him to deal in his insurance business.

Steps in recruitment of Insurance Agents

 Approach to the likely person


 Appointment as per condition

 Discuss the topic

 Give the documents which includes:-
2
 1. Prospectus of the company
2. Brochure
3. Company‟s plan
4. Questionnaire
 Collect the document after its completion

 Forward it to project manager

 Feed it in the computer as the database

 Follow up as per conditions

Modes of Contact

 Personal Contacts

 References

 Phone Calls

 Guidance as per Unit Manager
E-Recruitment

Many big life insurance organizations use Internet as a source of recruitment. E-

Recruitment is the use of technology to assist the recruitment process. They advertise job
vacancies through worldwide web. The job seekers send their applications or curriculum vitae
i.e. CV through e mail using the Internet. Alternatively job seekers place their CV‟s in
worldwide web, which can be drawn by prospective employees depending upon their
requirements.

Advantages of e-recruitment are:

 Low cost.

 No intermediaries

 Reduction in time for recruitment.

 Recruitment of right type of people.

 Efficiency of recruitment process.

3
 The buzzword and the latest trends in recruitment is the “E-Recruitment”. Also known
as “Online recruitment”, it is the use of technology or the web based tools to assist the
recruitment process. The tool can be either a job website like naukri.com, the organization‟s
corporate web site or its own intranet. Many big and small organizations are using Internet as a
source of recruitment. They advertise job vacancies through worldwide web. The job seekers
send their applications or curriculum vitae (CV) through an e-mail using the Internet.
Alternatively job seekers place their CV‟s in worldwide web, which can be drawn by
prospective employees depending upon their requirements.

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

 Job portals – i.e. posting the position with the job description and the job specification
on the job portal and also searching for the suitable resumes posted on the site
corresponding to the opening in the organization.

 Creating a complete online recruitment/application section in the company‟s own
website. Companies have added an application system to its website, where the

„passive‟ job seekers can submit their resumes into the database of the organization for
consideration in future, as and when the roles become available.

 Resume Scanners: Resume scanner is one major benefit provided by the job portals to
the organizations. It enables the employees to screen and filter the resumes through pre-
defined criteria‟s and requirements (skills, qualifications, experience, payroll etc.) of the
job.

Job sites provide a 24*7 access to the database of the resumes to the employees
facilitating the just-in-time hiring by the organizations. Also, the jobs can be posted on the site
almost immediately and is also cheaper than advertising in the employment newspapers.
Sometimes companies can get valuable references through the “passers-by” applicants. Online
recruitment helps the organizations to automate the recruitment process, save their time and
costs on recruitments.

Online recruitment techniques

 Giving a detailed job description and job specifications in the job postings to attract
candidates with the right skill sets and qualifications at the first stage.

4
  E-recruitment should be incorporated into the overall recruitment strategy of
the organization.

 A well defined and structured applicant tracking system should be integrated and
the system should have a back-end support.

 Along with the back-office support a comprehensive website to receive and process
job applications (through direct or online advertising) should be developed.

Sources of Recruitment

Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources within the
organization itself (like transfer of employees from one department to other, promotions) to fill
a position are known as the internal sources of recruitment. Recruitment candidates from all the
other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.

Internal Sources

1. Transfer: The employees are transferred from one department to another

according to their efficiency and experience.
2. Promotions: The employees are promoted from one department to another with
more benefits and greater responsibility based on efficiency and experience.
3. Others are Upgrading and Demotion of present employees according to their
performance.
4. Retired and Retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment such
people save time and costs of the organizations as the people are already aware
of the organizational culture and the policies and procedures.
5. The dependents and relatives of Deceased employees and Disabled employees
are also done by many companies so that the members of the family do not
become dependent on the mercy of others.

5
External Sources

1. Press Advertisements: Advertisements of the vacancy in newspapers and

journals are a widely used source of recruitment. The main advantage of this
method is that it has a wide reach.
2. Educational Institutes: Various management institutes, engineering colleges,
medical Colleges etc. are a good source of recruiting well qualified executives,
engineers, medical staff etc. They provide facilities for campus interviews and
placements. This source is known as Campus Recruitment.
3. Placement Agencies: Several private consultancy firms perform recruitment
functions on behalf of client companies by charging a fee. These agencies are
particularly suitable for recruitment of executives and specialists. It is also
known as RPO (Recruitment Process Outsourcing)
4. Employment Exchange: Government establishes public employment exchanges
throughout the country. These exchanges provide job information to job seekers
and help employers in identifying suitable candidates.
5. Labor Contractors: Manual workers can be recruited through contractors who
maintain close contacts with the sources of such workers. This source is used to
recruit labor for construction jobs.
6. Unsolicited Applicants: Many job seekers visit the office of well-known
companies on their own. Such callers are considered nuisance to the daily work
routine of the enterprise. But can help in creating the talent pool or the database
of the probable candidates for the organization.
7. Employee Referrals / Recommendations: Many organizations have structured
system where the current employees of the organization can refer their friends
and relatives for some position in their organization. Also, the office bearers of
trade unions are often aware of the suitability of candidates. Management can
inquire these leaders for suitable jobs. In some organizations these are formal
agreements to give priority in recruitment to the candidates recommended by the
trade union.
8. Recruitment at Factory Gate: Unskilled workers may be recruited at the factory
gate these may be employed whenever a permanent worker is absent. More
efficient among these may be recruited to fill permanent vacancies.

6
Factors Affecting Recruitment

The recruitment function of the organizations is affected and governed by a mix of

various internal and external forces. The internal forces or factors are the factors that can be
controlled by the organization. And the external factors are those factors which cannot be
controlled by the organization. The internal and external forces affecting recruitment function
of an organization are:

Internal Factors

The internal factors i.e. the factors which can be controlled by the organization are:

1. Recruitment Policy: The recruitment policy of an organization specifies the objectives

of recruitment and provides a framework for implementation of recruitment program. It
may involve organizational system to be developed for implementing recruitment
programs and procedures by filling up vacancies with best qualified people.
Factors affecting recruitment policy

 Organizational objectives

 Personnel policies of the organization and its competitors.

 Government policies on reservations.

 Preferred sources of recruitment.

 Need of the organization.

 Recruitment costs and financial implications.

2. Human Resource Planning: Effective human resource planning helps in determining the
gaps present in the existing manpower of the organization. It also helps in determining
the number of employees to be recruited and what qualification they must possess.
3. Size of the Firm: The size of the firm is an important factor in recruitment process. If
the organization is planning to increase its operations and expand its business, it will
think of hiring more personnel, which will handle its operations.
4. Cost: Recruitment incur cost to the employer, therefore, organizations try to employ that
source of recruitment which will bear a lower cost of recruitment to the organization for
each candidate.

7
 5. Growth and Expansion: Organization will employ or think of employing more
personnel if it is expanding its operations.

External Factors

The external forces are the forces which cannot be controlled by the organization. The
major external forces are:

1. Supply and Demand: The availability of manpower both within and outside the
organization is an important determinant in the recruitment process. If the company has
a demand for more professionals and there is limited supply in the market for the
professionals demanded by the company, then the company will have to depend upon
internal sources by providing them special training and development programs.
2. Labor Market: Employment conditions in the community where the organization is
located will influence the recruiting efforts of the organization. If there is surplus of
manpower at the time of recruitment, even informal attempts at the time of recruiting
like notice boards display of the requisition or announcement in the meeting etc will
attract more than enough applicants.
3. Image / Goodwill: Image of the employer can work as a potential constraint for
recruitment. An organization with positive image and goodwill as an employer finds it
easier to attract and retain employees than an organization with negative image. Image
of a company is based on what organization does and affected by industry. For example
finance was taken up by fresher MBA‟s when many finance companies were coming
up.
4. Political-Social- Legal Environment: Various government regulations prohibiting
discrimination in hiring and employment have direct impact on recruitment practices.
For example, Government of India has introduced legislation for reservation in
employment for scheduled castes, scheduled tribes, physically handicapped etc. Also,
trade unions play important role in recruitment. This restricts management freedom to
select those individuals who it believes would be the best performers. If the candidate
can‟t meet criteria stipulated by the union but union regulations can restrict recruitment
sources.

8
 5. Unemployment Rate: One of the factors that influence the availability of applicants is
the growth of the economy (whether economy is growing or not and its rate). When the
company is not creating new jobs, there is often oversupply of qualified labor which in
turn leads to unemployment.
Competitors: The recruitment policies of the competitors also affect the
recruitment function of the organizations. To face the competition, many a times
the organizations have to change their recruitment policies according to the
policies being followed by the competitors

DEFINITION

Recruitment is the process seeking out and attempting to attract individuals in external labor
markets, who are capable of and interested in filling available job

Vacancies .Recruitment is an intermediate activity whose primary function is to serve as a

link between human resource planning on the one hand and selection on the other.

To Recruit Means To Enlist, Replenish Or Reinforce.

Recruitment begins by specifying the human resource requirements, initiating activities and
actions to identify the possible sources from where they can be met, communicating the
information about the jobs, term and conditions, and prospectus they offer, and enthusiast
people who meet the requirement to respond to the initiation by applying for the jobs.

AIM

The aim of recruitment is the information obtained from job description and job specification
along with precise staffing standards from the basis for determinig manpower requirement to
attain the organizational objective.

Recruitment Needs Are Of Three Types:

1 Planned, anticipated and unexpected planned need arise from changes, in organization
and retirement policy.

2 Resignations, deaths and accidents and illness give rise to unexpected needs.

3 Anticipated needs refer to those movements in personnel which an organization

can predict by studying trends in the internal and external requirements.
9
Features Of Recruitment:

1 Process or series of activities rather than a single act or event.

2 A linking activity as it brings together those with the jobs(employer) and those
seeking jobs(prospective employees).

INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to meet the
specified requirement. It would be desirable to utilize the internal sources before going outside
to attract the candidates. The two categories of internal sources including a review of the
present employees and nomination of the candidates by employees.

Merits and Demerits of Internal Recruitment.

Merits.

Following are the merits of the internal source of recruitment;

1. Increase in Morale

Recruitment through the internal sources, particularly promotion, increases the morale of the
employee. Every body in the organization know that they can be promoted to a higher post,
their morale will be boosted and their work efficiency will increase.

2. Better Selection

The people working in the enterprise are known by the management and for selection higher
post does not carry any risk as the employees are known.

3. Economical Internal

Internal sources is highly economical because no expenditure is involved in locating the source
of recruitment and no time is wasted in the long process of selection. More over, these
employees do not need extensive training because they already know about all the works of the
enterprise.

4. Labor- turnover is Reduced

10
When the employees know that they can be promoted to higher posts, they do not leave the
enterprise. As a result of this policy labour turnover is reduced and the status of the company
increases.

5. Better Labour-Management Relation

When the internal source of recruitment is used the employees remains satisfied which leads
to the establishment of better labour-management relationship.

Demerits

The internal source of recruitment of employees suffer from the following demerits:

1. Check on Young Blood

The defect of the internal source of recruitment is that the young people fully equipped with
the modern technical knowledge remain excluded

from the entry in enterprise. As a result, the old people run the enterprise with the old ideas
and experience.

2.Limited choice.

The internal recruitment of the employees reduces the area of choice. The reduction in the area
of choice means less number of applicants. The choice is to be made out of people working in
the enterprise.

3.Encourages Favoritism.

Internal source encourages favoritism in this system, the superiors usually select their favorites.
Sometimes even a less capable person is selected which harms the enterprise. In this system ,
generally the personal impression of the managers about the employee is given preference for
selection.

EXTERNAL SOURCES OF RECRUITMENT

These sources lie outside the organization.They usally include:

1.New entrants to the labour force.

11
2.The unemployed-with a wide range of skill and abilities.

An external source of Recruitment is considered from the combination of consultant and

Advertisement

Merits and Demerits of External Recruitment

Merits.

The external recruitment has the following merits:

1. Entry of young blood.

Recruitment through external source brings in new persons with modern ideas which can be
profitable for the organization.

2. Wide choice.

The use of external source of recruitment increases the number of candidates and widen the
choice. The managers judge the capabilities of the applicants and select the best ones for
appointment.

3. Less Chances of Favouritism.

All the candidates, under this system of recruitment, are new for the managers and this
exclude the possibility of favouratism.

Demerits.

In spite of many merits, the system of recruitment from external sources is not free
from defects. Its chief demerits are:

1. Decrease in Morale of Existing Employees.

By adopting the system of external recruitment the chances of promotion of the present
employees come to an end. Since there is no hope of any promotion the morale of the employee
decreases and they do not perform their work with dedication.

12
2. Chances of Wrong Selection.

There are chances of wrong selection due to non-availability of information in case of external
recruitment. If the wrong selection will upset the working condition of the organization.

3. Costly Source.

The external source of recruitment involves expensive advertisement, long selection process
and training after selection which increases organizational expenditure.

4. Increase in Labour-turnover.

When the employees know that they cannot be appointed on high posts in the enterprise, they
leave the organization at the first available opportunity, and as a result an increase in the
labour-turnover which lowers the prestige or the reputation of the enterprise.

5. Detorioration in Labour-Management Relationship.

Making use of the external source of recruitment affects the present employees and there is an
increase in the incidents of strikes and lock-out.

OBJECTIVES OF RECRUITMENT

 To attract people with multidimensional skills and experiences that suits the present
and future organizational strategies.

 To induct outsiders with a new perspective to lead the company.

 To infuse fresh blood at all levels of the organization.

 To develop an organizational culture that attracts competent people to the company.

 To search or head hunt/head pouch people whose skills fit the company‟s Values.

 To devise methodologies for assessing psychological traits.

 To seek out Non Conventional development grounds of talent.

 To search for talent globally and not just within the company.

13
  To design entry pay that competes on quality but not on quantum.

 To anticipate & find people for positions that do not exist yet.

Steps on Recruitment Process

The recruitment process consist of the following steps:

 Generally begins when the personnel department receives requisitions for recruitment
from any department of the company the personnel requisitions contains detail about
the positions to be filled. number of persons to be recruited, required from the
candidate, terms and conditions of employment and at the time by which the persons
should be available appointment etc.

 Locating and developing the sources of required number and type of employees.

 Identifying the prospective employees with required characteristics.

 Communicating the information about the organization, the job and the terms and
conditions of service.

 Encouraging the identified candidates to apply for jobs in the organization.

 Evaluating the effectiveness of recruitment process.

LEGAL & POLITICAL CONSIDERATIONS

The constitution provides for the following as the fundamental rights of a citizen:

“ Article 16 (1): No citizen shall, on ground of religion, race, caste, sex, descent, place of birth,
residence or any of them, be negligible for an discriminated against in respect of any
employment or office under the state.”

“ Article 16 (3): Nothing in this article shall prevent parliament from making any law
persuading, in regard to a class or classes of employment on appointment to an office (under

14
the govt. of or any local or other authority within a state or union territory), any requirement as
to residence within that State or Union Territory prior to such employment or appointment.

The constituent ensures, in the directive principles of state policy, certain safeguards for
scheduled castes, scheduled tribes & other weaker sections. Except in cases which are covered
by Article 46 of the constitution, there can be no discrimination in the matter of employment
anywhere in the country for any citizen.

15
COMPANY PROFILE

16
 COMPANY PROFILE

INNVOLVE CONSULTING PRIVATE LIMITED

Innvolve Consulting Private Limited is a Private incorporated on 27 April 2015. It is classified

as Non-govt company and is registered at Registrar of Companies, Kanpur. Its authorized share
capital is Rs. 1,000,000 and its paid up capital is Rs. 100,000. It is inolved in Data processing.
[This includes the processing or tabulation of all types of data. Provision of such services on (i)
an hourly or time -share basis, and (ii) management or operation of data processing facilities of
others on a time sharing basis; on a fee or contract basis].

Innvolve Consulting Private Limited's Annual General Meeting (AGM) was last held on 30
September 2019 and as per records from Ministry of Corporate Affairs (MCA), its balance
sheet was last filed on 31 March 2019.

Directors of Innvolve Consulting Private Limited are Ankan Dube, Kshitij Chaudhary and .

Innvolve Consulting Private Limited's Corporate Identification Number is (CIN)

U72300UP2015PTC070366 and its registration number is 70366.Its Email address is
innvolveconsulting@gmail.com and its registered address is 1010/A, Levana Cyber Heights
TC-G-2/2 and TC-G-5/5, Vibhuti Khand, Gomti Nagar Lucknow Lucknow UP 226010 IN , - , .

Current status of Innvolve Consulting Private Limited is - Active.

Company Details

CIN U72300UP2015PTC070366
COMPANY INNVOLVE CONSULTING PRIVATE LIMITED
17
CIN U72300UP2015PTC070366

Name
Company Active
Status
RoC RoC-Kanpur
Registration
Number 70366
Company Company limited by Shares
Category
Company Sub Non - govt company
Category
Class of Private
Company
Date of 27 April 2015
Incorporation
Age of 5 years, 7 month, 13 days
Company
Activity Data processing. [This includes the processing or
tabulation of all types of data. Provision of such
services on (i) an hourly or time -share basis, and (ii)
management or operation of data processing
facilities of others on a time sharing basis; on a fee
or contract basis].
CIN U72300UP2015PTC070366

18
Shares Capital & Number Of Employees

₹1,000,00
Authorised Capital 0

Paid capital ₹100,000

Listing and Annual Compliance Details

Listing status Unlisted

Date of Last Annual General Meeting 30 September 2019
Date of Latest Balance Sheet 31 March 2019

Financial Report
Balance sheet
Paid-up Capital
Reserves & Surplus
Long Term Borrowings
Short Term Borrowings
Trade Payables
Current Investments
Inventories
Trade Receivables
Cash and Bank Balances

19
Profit & Loss
Total Revenue (Turnover)
Total Expenses
Employee Benefit Expenses
Finance Costs
Depriciation
Profit Before Tax
Profit After Tax

20
Contact Details

Email ID: innvolveconsulting@gmail.com

Address:1010/A, Levana Cyber Heights TC-G-2/2 and TC-G-5/5, Vibhuti
Khand, Gomti Nagar Lucknow Lucknow UP 226010 IN

Director Details

DIN Director Name Designation Appointment

Date

07711590 ANKAN DUBE Director 01 January 2018

03479628 KSHITIJ CHAUDHARY Director 27 April 2015

Past Director

An organization is made up of four resources, namely men, material, money and

machinery. Of these, the first one id living one, i.e. human resource and other
three are non-living i.e.non human. It is the human/people that make use of non
human resources. Hence, people are the most significant resources in an
organization. It is man who makes all the difference in organizations. L.F.Urwick
had remarked that “business houses are

21
made or broken in the long run not by markets or capitals, patents or equipments, but by men”.
According to Peter F.Drucker, “ man, of all the resources available to man, can grow and
develop.”

The main objective of this chapter is to present a perspective for human capital management in
the Indian context. Accordingly the meaning, objectives, scope and functions become the
subject matter of this chapter.

Before we define HRM, it seems pertinent to first define the term “human resources.” In
common parlance, human resources mean people. OR Personnel means the persons employed.
Personnel management is the management of people employed.

Organization may be a manufacturing firm, a business concern, an insurance company, a

governmental agency, social organizations, hospital, a university and even families. It may be
small or large, simple or complex. An Organization is a human grouping in which work is
done for the accomplishment of some specific goals, or missions.

MEANING & DEFINITION OF HUMAN RESOURCE MANAGEMENT

Human Resource Management means:

“The management of human resources is viewed as a system in which participants seeks to

attain both individuals of group goals”.

If an analysis is made of this definition it will be seen that personnel management involves
procedures and practices through which human resources are managed (i.e. organized and
directed) towards the attainment of the individual, social and organizational goals. By
controlling and effectively using manpower resources, management tries to produce goods and
services for the society.

Definitions:
Human Resource Management involves all management decisions and practices that
directly affect or influence the people, or human resources, who work for the Organization. An
organization‟s employees enable an Organization to achieve its goals, and the management of
these human resources is critical to an organization‟s success.
According to Process Systems View Human Resource Management means:

22
“ Human Resource Management is the systematic planning, development, and control of
a network of inter related process affecting and involving all members of an Organization”.
Key Terms used in this definition:
Process: Process is an identifiable flow of interrelated events moving towards some goal,
consequence and end. An example of the human resource management is the staffing process,
a flow of events that results in the continuous filling of positions within the Organization.
These events include such activities as recruiting applicants, making hiring decisions, and
managing career transitions such as transfers and promotions.

 Flow: Flow implies movement through time and in the direction of a result;

 Inter-related: implies interaction within the process and between events;

 
Goal and Consequence (Purpose): suggest a human objective;
 
Events: are activities, happenings or change;

End: implies some conclusion or consequence that may not necessarily be sought

or planned by man.
System: System is a particular set of procedures or devices designed to control a process in
a predictable way. For e.g. Staffing System of an Organization.

 
Human Resource Planning;

 Job and Work Design;

 Staffing;
 
Training and Development;
 
Performance Appraisal and Review;

 Compensation and Reward;
 
Employee protection and representation;
 
Organization Improvement.

“Human Resource Management is the planning, organizing, directing and controlling of the
procurement, development, compensation, integration, maintenance and separation of human
resources to the end that individual, organizational and societal objectives are accomplished".
Edward Flippo

23
 This definition is a comprehensive and covers both the management functions and the
operative functions. The purpose of all these functions is to assist in the accomplishment of
basic objectives.

General Definition:

“Personnel Management is the recruitment, selection, development, utilization of and

accommodation to human resources by organizations. The human resources of an organization
consists of all individuals regardless of their role, who are engaged in any of the organizations
activities”.
Three aspects of Human Resource Management:

Welfare Aspect: concerned with working conditions and amenities such as 
 canteens, crèches, housing, personal problems of workers, schools and recreations;

Labor or Personnel Aspect: concerned with recruitment, placement of
 employees, remuneration, promotion, incentives, productivity etc.;


Industrial Relations Aspect: concerned with trade union negotiations, settlement of
industrial disputes, joint consultation and collective bargaining.
Table: 1:Difference between Personnel Management and Human Resource Management

Dimensions PM HRM
Nature of relations Pluralist Unitarist or neo-unitarist
Perception of conflict Conflict is institutionalized Conflict is pathological
Contract Emphasis on compliance Beyond contract commitment
Role of procedures Rules dominated Culture and values dominated
Planning perspective Adhoc, reactive Integrated, proactive
Acceptability of unions Acceptable Non desirable
Level of trust Low High
Key relation Labour management Customer
Management‟s Role Transactional Transformational
Basis of job design Division of labour Teams
Key people PM/IR specialist Line people and general mangers
Skills acquisition Training and Development Learning Organization

24
Reward Management Standardized job evaluation Performance related
Characteristics of Human Resource Management

1. Human Resource Management is concerned with managing people at work. It covers all
levels of personnel, including blue collared employees and white collared employees;
2. It is concerned with employees, both as individuals as well as group;
3. Human Resource Management is concerned with helping the employees to develop their
potentialities and capacities to the maximum possible extent, so that they may derive great
satisfaction from their jobs;
4. It is a major part of the general management function and has roots and branches extending
throughout and beyond each Organization;
5. Human Resource Management is of a continuous nature;
6. Human Resource Management attempts at getting the willing co-operation of the people for
the attainment of the desired goals.

HRM can be of full value to an Organization only when it is consistently throughout out and
applied at all levels and to all management functions; in corporate policies, in the systems,
procedures and in employment practices, etc. this integrative aspect of HRM is, therefore,
of vital importance.

Personnel
Employee HRM
Administration
Relations
Industrial

Relations

Figure, 1

Objectives of Human Resource Management

Objectives are pre-determined ends or goals at which individual or group activity in an
Organization is aimed. Objectives can be divided in to two parts:

25
Primary Objectives:

HRM‟s main goal is the creation of a workforce with the ability and
 motivation to accomplish the basic organizational goals;

They relate to the satisfaction of the personal objectives of the
members of
 an Organization through monetary and non monetary devices;

They relate to the satisfaction of community and social objectives, such as
serving the customers honestly, promoting a higher standard of living in the
community, bringing comfort and happiness to the society, protecting
women and children and providing for aged personnel;
 
 To utilize human resource effectively;

  self respecting relationship
To establish and maintain a productive and
among all members of an Organization;
 
 To establish and maintain an adequate organizational structure;

To bring aboutmaximum individual development of the members of an
 Organization;

to maintain a high morale and better human relations inside an Organization
by sustaining and improving the conditions which have been  established so
that employees may stick to their jobs for a longer period;

Secondary Objectives:

The secondary objectives aim at achieving the primary objectives
economically, efficiently and effectively.

Functions of Human Resource Management

According to different authors HRM functions can be divided in to different categories.

Some of the categories are as follows:
1. General and Specific functions;
2. Personnel administration and Industrial relations functions.
3. Managerial and Operative functions

26
 General and Specific functions:
General Functions:
 
To conduct personnel research;
 
To assist in the programmes of personnel administration;
 
To develop appraisal plans;

 To launch education and training programmes;

 To develop a competent work force;
 
To establish and administer varied personnel services delegated to personnel department.
Specific Functions:
 
Employment;
 
Safety;

 Wage and salary;
 
Benefit Schemes;

 
Community relations and
 
Advice and counseling the employees.

Personnel Administration and Industrial Relations Functions:

Personnel Administration:
These functions relate to the function of managing people from the lower to the upper level
of the Organization and embraces policy determination as well as implementation of policies
by the personnel at the lower levels;
Industrial Relations Functions:
These functions relate to interactions between the management and the representatives of the
unions. Such functions involve all activities of employer employee relationship, such as
Organization of the union members, negotiations of contracts, collective bargaining,
grievance handling, disciplinary actions, arbitration etc- the purpose of all these being to
prevent conflict between two parties.
Managerial and Operative Functions;
Managerial Functions:
Management is Personnel administration. It is the development of the people and not the
direction of the things. Managing people is the heart and essence of being a manager. Thus, a

27
Human Resource Manager is a manager and as such he performs the basic functions of
management.

Directing
Inputs Planning Organizing Controlling
Stimulation and
Human and Determination Development Assurance that
motivation of
Economic directed action is
of short to long of the Orgn. Organization
Resources taking place
personnel according
interacting with
range plans to Structure according to
to predetermined
Outputs

Goods and services

needed by the

organization customers

Figure: 2 Feedback of significant deviations from

planned performance(Managerial Functions)

Operative Functions:
These functions are concerned with the activities specifically dealing with procuring, developing,
compensating and maintaining an efficient work force. These functions are also known as service
functions.

 Procurement Function;
 
Development function;
 
Compensating function;
 
Integrating function;
 
Maintenance function.

Managerial Functions:

Planning: Is a predetermined course of action. Planning is a hard job, for it involves the
ability to think, to predict, to analyze and to control the actions of its personnel and to cope
with a complex, dynamic fluid environment. They bridge the gap from where we are to
 
where we want to go. The two important features of planning are research and forecasting.

The task of forecasting personnel needs in relation to changes in production or seasonal
28
 variations and the leveling out of differences in the production extremely important, both
for employees and for management. Therefore, planning and decision making has to be
undertaken much in advance of an action so that unforeseen or anticipated problems and
events may be properly handled. This as also stressed by the saying: “ Good managers
make things happen”.

Organizing: An Organization is a means to an end. It is essential to carry out the determined
course of action. Complex relationships exist between the specialized departments and the
general departments as many top managers are seeking the advice of personnel manager.
Thus, Organization establishes relationship among the employees so that they can

 collectively contribute to the attainment of company goals.

Directing: Direction is an important managerial function in building sound industrial
relations besides securing employee contributions. Co-ordination deals with the task of
blending efforts in order to ensure successful attainment of an objective. The personnel
manager has to coordinate various managers at different levels as far as personnel functions
are concerned. Personnel management function should also be coordinated with other

 functions of management like management of money, machine, and material.

Controlling: Controlling involves checking, verifying and comparing of the actualize with
the standards, identification of deviations if any and correcting of identified deviations.
Thus, action and operation are adjusted to predetermined plans and standards through

 control.
Operative Functions:

The operative functions of human Resource Management are related to specific activities of
personnel management e.g. employment, development, compensation & Relations. All
these functions are interacted by managerial functions.

Employment: Employment is concerned with securing and employing the people
possessing required kind and level of human resources necessary to achieve the
organizational objectives. It covers the functions such as job analysis, human resource
 planning, recruitment, selection, placement, induction and internal mobility.

Human Resource Development: It is the process of improving, molding and changing the skills,
knowledge, creative ability, aptitude, attitude, values, commitment etc. based on present and

future job and organizational requirements. This function includes Performance

29
 Appraisal, Training, Management Development, Career Planning and Development,
Internal Mobility (Promotion, Demotion), Organizational Development.

Compensation: It is the process of providing adequate, equitable and fair remuneration to
the employees. It includes job evaluation, wage and salary administration, incentives,
 
bonus, fringe benefits, social security measures etc.

Human Relations: Practicing various human resource policies and programmes Loire employment,
development and compensation and interaction among employees create a sense of relationship

between the individual worker and management, among workers and trade unions and
management. It is the process of interaction among human beings. Human relations is an area of
management in integrating people in to work situation in a way that motivates them to work 
together productively, cooperatively and with economic, psychological and social satisfaction.

Human Resource Management Environment

HR manager can‟t perform his job in a vacuum as a number of environmental factors affect
the HRM. In fact, these factors influence the Organization through human resources.

Environment (with special reference to Human Resource Management): means the totality
of all factors, which influence both the Organization and HRM sub system.

Figure. 4: Environmental Scanning of HRM

HRM

ECONOMIC LEGAL MAN CUSTOMERS

POLITICAL
POWER
GOVERNMENTALTECHNOLOGICAL IN
SOCIAL COUNTRY
TRADITION OTHER
AND
ORG.
CULTURE
TRADE
UNION
IN
OTHER
30 ORG.
The environment furnishes the macro context and the Organization is the micro unit. The
external environment is comprised of those factors, which affect an organization‟s human
resources from outside the Organization. Important among them are:
 
 Economic;
 
 Social;
 
 Political;
 
 Governmental;
 
 Legal;
 
Technological;

31
 
 Manpower in the country;
 
 Tradition and culture;
 
 Customers;
 
 Other organizations;
 
Trade Unions in other organizations.

Internal Environment:

The internal environment also affects the job of a personnel manager. The internal
environmental factors include Organization objectives, policies, organizational structure, and
the functional areas of the Organization with which the personnel manager works continuously
like finance, marketing and production. Impact of internal environment factors is profound as
they frequently and closely interact with HRM function in an Organization.

External Environment:

The influence of external environment on HRM is also equally important, though the severity
is comparatively less. People are essentially self-managing. In other words, while people
manage other resources, themselves manage personnel. People themselves decide about the
nature, time, and place of their employment. And people react to the changing conditions and
to the techniques of management unlike money, material and machine. The changes includes in
the external environment are:
 
 Technological obsolescence;
 
 Cultural and social changes;
 
 Changes in the policies of govt.;
 
Politics and the like.

With the result, the work environment changes thereby affecting their productivity level.

Considering the complexities and the challenges in the HRM now and in near future
management has to develop sophisticated techniques and efficient specialists to among the
personnel on sound lines

32
Functional Areas/ Scope of Human Resource Management
1. Organizational planning, development and task specification;
2. Staffing and Employment;
3. Training and Development;
4. Compensation, Wage and Salary administration;
5. Motivation and Incentives;
6. Employee services and Benefits;
7. Employee records;
8. Labor and Industrial Relations;
9. Personnel Research and Personnel Audit.

Role of HR Practitioner

The coordination and integration of activities in an organization just not happen, it has to be
worked out. People tend to head off in different directions- to go their own sweet way. They
will jot necessarily cooperate with one another. Thus, to begin with, the HR manager should
have three main objectives in mind:
1. To gain the commitment and cooperation of all the members in his work group;
2. To get the group into action to achieve agreed objectives;
3. To make the best use of the skills, energies and talents of all the members.

In the modern era, the personnel manager typically performs a variety of the roles, such as a
role of a conscience, of a counselor, a mediator, a company spokesman, a problem solver and a
change agent. He performs many roles as per needs of the situation. Such as:
I. The conscience role is that of humanitarian who reminds the management of its
moral and ethical obligations to its employees;
II. The personnel manager plays the role of a counselor to whom the employees
frequently go for consultation and with whom they discuss their marital, health,
mental, physical and career problems;
III. As a mediator, he plays the role of a peacemaker, offering to settle the disputes
that may arise among individuals or groups. He acts a liaison and communicating
link between an individual and a group and between labour and management;

33
 IV. The personnel a manger has always been a frequent spokesman for or
representative of the company because he has a better overall picture of his
company‟s operation, since he deals intimately with many key organizational
activities and functions;
V. The personnel manager also acts as a problem solver with respect to the issues that
involves human resources management and overall long range organizational
planning;
VI. He works as a change agent within the organization because he is best suited to
introduce and implement major institutional changes. He takes initiative for
installing organizational development programmes and convinces the top
management of their need. It is he who alerts the top management regarding
managerial obsolescence in his organization;
VII. The personnel manager plays many other roles as well. Any matter which need
someone‟s attention and which no body wants to deal with is, often handled by the
personnel department. Such activities may be peripheral but important and crucial
to the efficient and effective operation of an organization.

It has been now fully recognized that the basic role of the personnel manager if “the
management of the manpower resources.” Such management is concerned with “leadership”
both in-group and individual relationship, and labour management relations. It effectively
describes the process of planning, and directing the application, development and utilization is
now considered as one of the four main functions, viz. finance, production, marketing, and
human relations.

The ideal personnel manager is not a “decision maker” but a counselor not “collector of
responsibilities” but an “advisor” to help the management make more reliable personnel
decisions. In any organization it is these “line man” who determine the “personnel climate” for
the entire organization. If the personnel man can meet the challenge of “staff role” he would
make the effective contribution to industry.

34
Personnel Role
Welfare Role Administrative Role Fire Fighting/Legal
Role

Advisory: advising Research in Time keeping Grievance handling

management on personnel and
effective use of organizational
human resources problems

Manpower Managing Salary andwage Settlement of disputes

planning: services- administration
Recruitment, canteens,
selection etc. transport etc.

Training and Group Human engineering: Handling disciplinary

development of line dynamics: group man machine actions
man counseling, relationship
motivation,
leadership,
communication
etc.

Measurement and - - Collective bargaining

assessment of
individual and
group behavior

- - - Joint consultation

Table 2:- Role of HR Practitioner

35
Evaluating HR Function

Organizations can promote human excellence by offering a potential site for the flowering most
forms of human excellence. Within an organization, if there is meritocracy, people compete for
promotion and other rewards on the basis of good work rather than on the basis of “pull.”
Recognition and rewards for creative ideas, discoveries, inventions, innovations etc. promote
creative excellence. The human resource development movement in industry is aimed at
facilitating organizationally useful individual growth and development. The more an
organization promotes individual or team excellence, the more the organization itself is likely
to excel because the work of any organization is dependent on the work of its individual
members and employee groups.

The human factor across all organizations comprises three basic elements:

1. The people themselves who work in the organization; the skills and capabilities
they possess and their attitude towards the company;
2. The management style prevalent in the organization, which usually stems from
the top. The style may be aggressive, authoritarian, democratic or laissez faire
and each type has a different impact on the way people work as individuals or in
groups;
3. The organizational climate i.e. the work atmosphere in the company, as
determined by the degree of interpersonal cooperation, the types of conflict
resolution, the amount of trustworthiness, the prevalent organizational politics
etc.;

The quality of HRM practices prevalent in a particular organization can be rated by scrutinizing
the following factors:

36
Organization Climate:
1. Do people feel they are giving enough responsibility?
2. Do people know what is expected of them in the shape of objectives and standards of
performance?
3. Do people see themselves being fairly rewarded for their work and feel that
promotion policies are fair?
4. Do the employees feel that they belong to a worthwhile company and are
valuable members of working teams?
5. Is there adequate feedback to people on their performance, whether it is good, bad
or indifferent?
6. Is there sufficient to challenge in their jobs?
7. Are people given enough support by their managers or supervisors in the shape
of guidance or help?

Type of Management Style:

1. Does it tend to be Autocratic?

2. Does it tend to be Task centered or people centered?
3. Do managers tend to be distant or cold or approachable and friendly?
4. Do managers tend to be hard or soft on people?
5. Thus, an amalgamation of all the factors throws some light as an indicator of the
quality of HRM practiced in an organization.

PERSONNEL POLICIES

The dictionary meaning of “policy” is a “planned action” and that “plan” is a policy. Policy
making and planning are, therefore, synonymous. “A policy,” says Flippo, “is a man made rule
of pre-determined course of action that is established to guide the performance of work toward
the organization objective it is a type of standing plan that serves to guide

37
subordinates in the execution of their tasks.” According to Calhoon, personnel polices
constitute guides to action. They furnish the general standards or base on which decisions
are reached. Their genesis lies in an organization‟s values, philosophy, concepts and
principles.” “Policies are statements of the organization over all purpose and its objective
in the various areas with which its operation are concerned –personnel finance production
marketing and so on.”

38
OBJECTIVE OF THE
STUDY

39
 OBJECTIVE OF THE STUDY


To describe the factor to be considered while
evaluating recruiting efforts at Innvolveconsulting Pvt Ltd..
  To know the various source and method of recruitment at Innvolveconsulting Pvt Ltd..

To explain the value of different type of employment test and interview
 at Innvolveconsulting Pvt Ltd..
 
To reduce the number of under qualified and over qualified applicants at a specified cost.
 
To evaluate the effectiveness of recruiting sources and evolution techniques.
 
To recruit , retain and mininmise the turnover of human resources.

40
 RESEARCH
METHODOLOGY

41
 RESEARCH METHODOLOGY

Research in common parlance refers to a search for knowledge. The advanced learner‟s
dictionary of current English lays down the meaning of research as “a careful investigation of
enquiry especially through search for new facts in any branch of knowledge.”
The systematic approach concerning generalization and the formulation of a theory is also
research. The purpose of research is to discover answers to questions through the application of
scientific procedures.

“A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.”
- JOHN.W.BEST
Research may be defined as “any organized inquiry designed and carried out to provide
information for solving a problem”.
- EMORY
“Research is essentially an investigation, a recording and an analysis of evidence for
the purpose of gaining knowledge”.
- ROBERT ROSS

DURATION OF STUDY

 
The study was conducted for period of 60 days.

DESCRIPTIVE RESEARCH DESIGN

Descriptive research design studies are those studies, which are concerned with describing
the character of a group.

42
The researcher makes a plan of the study his research work. That will enable the researcher to
save and resources such a plan of study or blue print or study is called a research design.

DATA COLLECTION

The study was based on questionnaire method. The study was about the Recruitment and
Selection System.
There are two types of data collection:
 
 Primary data
 
Secondary data

Primary data
The primary data are those, which are collected a fresh and for the first time happen to
be original in character. It has been collected through a Questionnaire and personal interview.

Secondary data
Secondary data are those which have already been collected by someone else and which
have already been passed through the stratified process. It has collected through the books,
journals & Internet.

RESEARCH INSTRUMENT
 
Questionnaire containing closed ended questions.

SAMPLE DESIGN:
POPULATION
 
It covers the 70 employees working in Innvolveconsulting Pvt Ltd...

SAMPLE UNIT
Sample unit is 70 Innvolveconsulting Pvt Ltd...

SAMPLE PROCEDURES
43
 In this study convenient sampling method was adopted. First the each
organization was divided into different departments like Operations, Customer
Services, Human Resources, Internet Marketing and under writing departments.
From this department, the respondents were selected on the basis of
convenience.

CONTACT METHOD
 
Respondents were contacted personally.

INTERVEIW SCHEDULE


The interview schedule has been used to collect the data. Information  can be
gathered even when the respondents happen to be literate or illiterate.

TABULATION


It is the arrangement of classified data in an orderly manner. This involves
creating table for recording the filled in interview schedule. These tables are of
immense help to analysis by using the statistics tools help to analysis by using

the statistical tools.

TOOLS USED FOR ANALYSIS

Simple percentage analysis


It is simple analysis tool. In this method, based on the opinions of the
respondents,percentage and bar chart is calculated for the respective scales of
each factor.
Formula:
Simple percentage = No of Respondents
Total No of Sample Size

44
 Data Analysis

TABLE NO: 1

Q1. What is your age?

S.NO DESCRIPTION NUMBER OF PERCENTAGE

RESPONDENTS (%)
1. Below-25 10 14.29
2. 25-30 35 50
3. 30-35 18 25.71
4. 35-40 7 10
TOTAL 70 100

INTERPRETATION:
The above table depicts that 50% of the respondents are below the age group of 25-30 years
age`, 25.71% of the respondents are between the age group of 30-35 years, 10% of the
respondents are comes under the category of 35-40 years age group and 1% of the respondents
are comes under category of above below-25 years of age group.

45
 TABLE NO: 2
Q2. What is your Gender?

S.NO DESCRIPTION NO OF PERCENTAGE

RESPONDENTS %
1. Male 55 78.57

2. Female 15 21.43

TOTAL 70 100

INTERPRETATION
The above table reveals that 78.57% of the respondents are male and 21.43% of the
respondents are female.

46
 TABLE 3

Q3. Recruitment procedure followed in your Innvolveconsulting Pvt Ltd. are good.

PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF RESPONSE

S.NO.

1 Excellent 25 73

2 Good 6 20

3 Average 4 7

4 Poor 0

TOTAL 35 100

INTERPRETATION
From the above table it is evident that 73% of respondents were strongly agree with this
statement and 20% of respondents agree with this statement and 7% of respondents were
disagreed with this statement. So from the above graph it can be inferred that the employees in
the Innvolveconsulting Pvt Ltd. are satisfied with the Recruitment procedure followed in the
organization.

47
 TABLE NO: 4
Q4. What are your current salary particulars which are given by Innvolveconsulting Pvt
Ltd.?

S.NO DESCRIPTION NO OF PERCENTAGE

RESPONDENTS
1. Below 5000 3 4.28
2. 5000-10000 30 42.86
3. 10000-15000 26 37.14
4. Above 15000 11 15.72
TOTAL 70 100

INTERPRETATION:
The above table depicts that 43.3% of respondents are earned comes the salary of 5000-10000,
36.6% of the respondents have got RS 10000-15000 per month, 16.6% are fall in the income
group of above 15000 and 3.3% of the respondents comes under the 5000 level of category.

48
 TABLE NO: 5

Q5. Are you satisfied with your current job?

S.NO DESCRIPTION NO OF PERCENTAGE

RESPONDENTS

1. Yes 49 70

2. No 21 30

TOTAL 70 100

INTERPRETATION:
The above table depicts that 70% of respondents are says that they are satisfy with their
current job while 30% of respondent are not satisfy their job.

49
 TABLE NO: 6
Q6. Are you satisfied method of current salary particulars which are given by
Innvolveconsulting Pvt Ltd.?

S.NO DESCRIPTION NO OF PERCENTAGE

RESPONDENTS
1. Good 31 44.28
2. Fine 35 50.00
3. Bad 4 5.72
TOTAL 70 100

INTERPRETATION:
The above table depicts that 50% of respondents are says that recruitment process is fine,
44.28% of respondent says that recruitment process is good and 5.72% respondent says
recruitment process is bad.

50
 TABLE NO: 7
Q7. Is there training requires for improve the performance of a employee of
Innvolveconsulting Pvt Ltd.?

S.NO. DISCRIPTION NO. OF PERCENTAGE

RESPONDENTS

1. YES 49 70

2. NO 21 30

TOTAL 70 100

INTERPRETATION
The above table shows that 70% of respondents are says that training is require for
improvement in performance of a employee of Innvolveconsulting Pvt Ltd. while 30% of
respondents are not agree for arrange the training session for improve in a employee of
Innvolveconsulting Pvt Ltd. performance.

51
 TABLE NO: 8
Q8. According to you, which quality plays important role in recruitment and selection
process of a employee of Innvolveconsulting Pvt Ltd.?

S.NO. QUALITY NO. OF PERCENTAGE

RESPONDENTS

1. Leadership 21 30

2. Qualification 14 20

3. Communication 35 50

Total 70 100

INTERPRETATION:
The above table shows that 50% of respondents are says that communication skill is an
important quality for agent while 30% of respondents are says that leadership is important skill
for an agent, and 20% of respondents are says qualification is important in recruitment and
selection process.

52
 TABLE NO: 9
Q9. According to your perception „referrals‟ is the best source for recruitment

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF RESPONSE

1 Excellent 30 40

2 Good 12 20

3 Average 22 30

4 Poor 6 10

TOTAL 70 100

INTERPRETATION:
From the above table it is evident that 40% of respondents were strongly agree with this
statement and 20% of respondents agree with this statement and 30% of respondents were
disagreed with this statement and 10% of the respondents strongly disagree with the given
statement in Innvolveconsulting Pvt Ltd.. So from the graph it can be inferred that we got two
equal proportions of acceptance is there according to your perception „referrals‟ is the best
source for recruitment in Innvolveconsulting Pvt Ltd.

55
 TABLE NO: 10
Q10. Would you like to change the recruitment process of the Innvolveconsulting Pvt
Ltd.?

S. No. DISCRIPTION No. OF PERCENTAGE

RESPONDENTS

1. Yes 32 46

2. No 7 9.33

3. May be 31 44.67

TOTAL 70 100

35
30
25
20 Yes
15 No
May be
10
5
0
No. OF RESPONDENTS

INTERPRETATION:
The above table shows that 46% of respondents were interest in supplementary income source
while 44.67% of respondent are not sure about supplementary income source and remaining
were not interested for that.

56
 TABLE NO: 11

Recruitment and selection is given adequate importance in your Innvolveconsulting

Pvt Ltd..

a) not at all true b) a little true c) some what true d) true to a great extent

e )very true

Percentage

a) Not at all true 4%

b) A little true 12%

c) Somewhat true 16%

d) True to a great extent 28%

e ) Very true 40%

Total 100 %

INTERPRETATION:

40% Employees are satisfy for Recruitment and selection process is given
adequate importance for organization.

57
 TABLE NO: 12

Recruitment and selection process is well-planned.

Percentage

a) Not at all true 4%

b) A little true 4%

c) Somewhat true 12%

d) True to a great extent 32%

e ) Very true 48%

Total 100 %

INTERPRETATION:

48% Employees are satisfy that the Recruitment and selection process should be well planned.

58
 TABLE NO: 13

Recruitment and selection process is of sufficient duration?

Percentage

a) Not at all true 4%

b) A little true 12%

c) Somewhat true 20%

d) True to a great extent 16%

e ) Very true 48%

Total 100 %

INTERPRETATION:

48% Employees are satisfy that the Recruitment and selection process should be suffecient
duration.

59
 TABLE NO: 14

Recruitment and selection provides an excellent opportunity for HR manager of

Innvolveconsulting Pvt Ltd. to learn comprehensively about the HR process.

Percentage

a) Not at all true 4%

b) A little true 12%

c) Somewhat true 16%

d) True to a great extent 32%

e ) Very true 48%

Total 100 %

INTERPRETATION: 48% Employees are satisfied that Recruitment and selection provides
an excellent opportunity for HR manager of Innvolveconsulting Pvt Ltd. to learn
comprehensively about the HR process.

60
TABLE NO: 15

Senior management takes interest and spends time with the new staff during
recruitment and selection.

Percentage

a) Not at all true 4%

b) A little true 8%

c) Somewhat true 8%

d) True to a great extent 20%

e ) Very true 60%

Total 100 %

INTERPRETATION:

60% Employees told that Senior management takes interest and spends time with the new
staff during recruitment and selection

61
 TABLE NO: 16

The new recruits find Recruitment and selection process very useful in
your Innvolveconsulting Pvt Ltd..

Percentage

a) Not at all true 12%

b) A little true 20%

c) Somewhat true 16%

d) True to a great extent 16%

e ) Very true 36%

Total 100 %

INTERPRETATION:

36% new employees find that Recruitment and selection process is very useful in
the Innvolveconsulting Pvt Ltd..

62
 TABLE NO: 17

The Recruitment and selection process is periodically evaluated and improved.

Percentage

a) Not at all true 4%

b) A little true 12%

c) Somewhat true 8%

d) True to a great extent 32%

e ) Very true 40%

Total 100 %

INTERPRETATION:

40%, Employees are finding that the Recruitment and selection process period is require
for improvement and evaluated him or herself.

63
 TABLE NO: 18

The HR Manger are helped to acquire technical knowledge and skills through new
and advance recruitment and selection process.

Percentage

a) Not at all true 12%

b) A little true 8%

c) Somewhat true 20%

d) True to a great extent 32%

e ) Very true 20%

Total 100 %

INTERPRETATION:

The HR Manger are helped to acquire technical knowledge and skills through new
and advance recruitment and selection process

64
TABLE NO: 19

There is adequate emphasis on developing managerial capabilities of the managerial

staff through new and advance recruitment and selection process.

Percentage

a) Not at all true 16%

b) A little true 20%

c) Somewhat true 32%

d) True to a great extent 16%

e ) Very true 12%

Total 100 %

INTERPRETATION:

32% Employees emphasis on developing managerial capabilities of the managerial

staff through Recruitment and selection process.

65
FINDINGS

66
 FINDINGS

1. 50% of the respondents are below the age group of 25-30 years age`, 25.71% of the
respondents are between the age group of 30-35 years, 10% of the respondents are
comes under the category of 35-40 years age group and 1% of the respondents are
comes under category of above 30 years of age group.
2. 78.57% of the respondents are male and 21.43% of the respondents are female.
3. The above pie chart shows that 37% of the respondents has pursuing professional job,
while 24% of respondents are doing private service, 23% of respondents are self
employed 12% of the respondents are in public service and 4% are in other sectors.
4. 43.3% of respondents are earned comes the salary of 5000-10000, 36.6% of the
respondents have got RS 10000-15000 per month, 16.6% are fall in the income group of
above 15000 and 3.3% of the respondents comes under the 5000 level of category.
5.70% of respondents are says that they are satisfy with their current job while 30% of
respondent are not satisfy their job.
6.50% of respondents are says that recruitment process is fine, 44.28% of respondent says
that recruitment process is good and 5.72% respondent says recruitment process is bad.
7.70% of respondents are says that training is require for improvement in performance of a
employee of Innvolveconsulting Pvt Ltd. while 30% of respondents are not agree for
arrange the training session for improve in a employee of Innvolveconsulting Pvt Ltd.
performance.
8.50% of respondents are says that communication skill is an important quality for agent
while 30% of respondents are says that leadership is important skill for an agent, and
20% of respondents are says qualification is important in recruitment and selection
process.
9.30% of respondents was suggested govt. employees and retired person are the best option
for recruit as an a employee of Innvolveconsulting Pvt Ltd. and 15% respondents says
that businessman and fresher while 10% respondents says that house wife are the best
option for recruit as a employee of Innvolveconsulting Pvt Ltd..
10. You should keep the right person at the right job.

11. Object of Innvolveconsulting Pvt Ltd.$ Recruitment and selection process should be
clear.

67
12. Designing effective Recruitment and selection process programme keeping in mind the
entire budget of the Recruitment and selection process & considering Recruitment and
selection process policy.

13. If the employee not satisfies their Recruitment and selection process period then also
provide for some time Recruitment and selection process.

14. Recruitment and selection process is imp in Innvolveconsulting Pvt Ltd. so the
employee easily achieves the Innvolveconsulting Pvt Ltd. goal.

15. Employee should improve their skill knowledge, efficiency & knowledge.

16. Recruitment and selection process should be sufficient time.

17. Recruitment and selection process should be 3 week to 6 months.

18. Do not try too many different techniques of Recruitment and selection process at same
time.

19. There should be sufficient budget for Recruitment and selection process.

68
CONCLUSION

69
 CONCLUSION

We come at the conclusion that :

• Recruitment process is fine and it is according to company‟s policies for recruit

experienced and more skilled employees and they take interest in supplementary income
sources.
• Respondents want to arrange the training session for improve their communication and
convince skills. Because they says communication skills is the quality which plays
important role in recruitment and selection process of a employee of Innvolveconsulting
Pvt Ltd.. And Dynamic and growth-oriented Innvolveconsulting Pvt Ltd. recognizes
Communication as an important aspect of the Recruitment and Selection system for
managerial function in a rapidly changing and economic environment.
• Mostly respondents prefer insurance sector for the source of supplementary income as a
part time income. But they does not interested in the supplementary income which offers
flexible working hours and unlimited earning opportunity.

70
LIMITATIONS OF THE
STUDY

71
 LIMITATIONS OF THE STUDY
 
The study is focused only in one sector.

Thus the respondents are not come forward to provide their feedback regarding

their organization than the result is bias.

In this study the sample size is 70. The result might vary when the sample size
 
values changes it.

Researcher fined the difficulty in searching the appropriate advisor and
 
respondent throughout the city.
 
The research was limited to the Bhopal city.

72
SUGGESTIONS

73
SUGGESTIONS

In this concluding chapter, an attempt is made is consolidate the suggestion of present study .


 
Try to reduce recruitment and selection cost by adopting common communication
for advertisement
 
 Recruitment policy should be modified with changing environment
 
Virtual interviews can be provided as an alternative methods

 
 Adequate facility should be provided to the candidates during the training period
reasonable numbers have should provide leave for medical, marriage etc.

74
BIBLIOGRAPHY

75
 BIBLIOGRAPHY

• Rao P. Subba, “Essentials of Human Resource And Management Relations”,

Himalaya Publications, Second edition and Revised print 2007.
• Decenzo David A., “Personnel /Human Resource Management” Publisher:
Prentice Hall India, page 50.
• Agrell Tina, “Recruitment Techniques For Modern Managers”
• Memoria C.B. “Personnel Management”
• Aswathappa K. “Human Resources and Personnel Management”
• C. B. G “Human Resource Management”
• Robbins Stephen “Organizational Behavior” 9th edition by Prentice Hall
International.
• Armstrong Michael And Murlis Helen “The art of HRD, reward
management”, volume 9.
• Bhatia S.K. “Performance management, concepts, practices and strategies for
organization success”.
• Memoria, C.B., “ Personnel Management”, New Delhi , Himalaya Publishing
House , 1997
• GHOSH, Human Resource Management, Sunrise Publication, New Delhi
• Literature on “PRIVATE & PUBLIC SECTOR FIRMS”
• Kothari, C.R. Research Methodology, New Delhi, Vices Publishing House
Pvt. Ltd.1978.

76
 ANNEXURE

Q1. What is your age?

1. Below-25 2. 25-30
3. 30-35 4. 35-40

Q2. What is your Gender?

1. Male
2. Female

Q3. Recruitment procedure followed in your organization are good.

Excellent b) Good c) Average d) Poor

Q4. What are your current salary particulars which are given by Innvolveconsulting Pvt Ltd.?
1. Below 5000 2. 5000-10000
3. 10000-15000 4. Above 15000

Q5. Are you satisfied with your current job?

1. Yes
2. No

Q6. Are you satisfied method of recruitment of the company ?

1. Good
2. Fine
3. Bad
Q7. Is there training requires for improve the performance of a employee of
Innvolveconsulting Pvt Ltd.

1. Yes
77
 2. No

Q8. According to you, which quality plays important role in recruitment and selection
process of a employee of Innvolveconsulting Pvt Ltd.?
1. Leadership
2. Qualification
3. Communication

Q9. According to your perception „referrals‟ is the best source for recruitment

a) Excellent b) Good c) Average d) Poor

Q10. Would you like to change the recruitment process of the Innvolveconsulting Pvt Ltd.?

1. Yes

2. No

3. May be

Q1 1) Recruitment and selection is given adequate importance in your Innvolveconsulting

Pvt Ltd..

a) not at all true b) a little true c) some what true d) true to a great extent

e )very true

Q 12) Recruitment and selection is well-planned.

a) not at all true b) a little true c) some what true d) true to a great extent

e )very true

78
Q 13) Recruitment and selection is of sufficient duration

a) not at all true b) a little true c) some what true d) true to a great extent e

)very true

Q1 4) Recruitment and selection provides an excellent opportunity for HR manager

of Innvolveconsulting Pvt Ltd. to learn comprehensively about the HR process.

a) not at all true b) a little true c) some what true d) true to a great extent e )

very true

Q1 5) Senior management takes interest and spends time with the new staff during
recruitment and selection..

a) not at all true b) a little true c) some what true d) true to a great extent e

)very true

Q 16)The new recruits find induction Recruitment and selection process very useful in
your Innvolveconsulting Pvt Ltd..

a) not at all true b) a little true c) some what true d) true to a great extent e

)very true

Q1 7) The recruitment and selection is periodically evaluated and improved.. a)

not at all true b) a little true c) some what true d) true to a great extent e )very

true

79
Q 18) The HR Manger are helped to acquire technical knowledge and skills through new
and advance recruitment and selection process.

a) not at all true b) a little true c) some what true d) true to a great extent

e ) very true

Q1 9) There is adequate emphasis on developing managerial capabilities of the managerial

staff through new and advance recruitment and selection process.

a) not at all true b) a little true c) some what true d) true to a great extent

e ) very true

Q 20) Human relations competencies are adequately developed in your Innvolveconsulting

Pvt Ltd. through HR process in human skills.

a) not at all true b) a little true c) some what true d) true to a great extent

e ) very true

Q 21) Recruitment and selection process is given adequate importance in

your Innvolveconsulting Pvt Ltd..

a) not at all true b) a little true c) some what true d) true to a great extent

e ) very true

80