1.

1 E-RECRUITMENT
E-Recruitment is the provides an on-line solution covering the end-to-end
recruitment process, from the requirement to recruit to the appointment of the successful
candidate, E-recruitment, also known as online recruitment, is the practice of using
technology and in particular Web-based resources for tasks involved with finding,
attracting, assessing, interviewing and hiring new personnel. The purpose of e-
recruitment is to make the processes involved more efficient and effective, as well as
less expensive.
Online recruitment can reach a larger pool of potential employees and facilitate
the selection process. Recruitment through social networking is latest development in e-
recruitment, and is very topical at the moment. Recruiters are increasingly leaning
towards this with the type of use of social media. Social Media is emerging as a tool that
more recruiters rely on in the hiring process. Networks such as LinkedIn, Face book,
Twitter, and Google can provide recruiters with an array of information about potential
candidates, as well as new avenues for reaching passive candidates and advertising the
company's current openings. Many companies with a large web presence build out their
brand not only on their own corporate website, but also on these Social Media sites.
This provides an extended reach whereby companies can further share
information about who they are and the available job opportunities with interested job
seekers. Many of these networks include special job posting pages, making it easier for
visitors to locate those jobs that interest them. Social Media has helped in
communication between candidates and recruiters.

1.2 SOCIAL RECRUITING PROCESS

1.2.1 PICK THE RIGHT SOCIAL NETWORK
It's generally the go-to social media site for social recruiting efforts. However, the
company needs to consider specific target audience. If the type of candidate trying to
reach is more likely to have an active presence or Facebook or Twitter than on LinkedIn,
then it's important to refocus or at least expand.

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1.2.2 TARGET THE RIGHT CANDIDATES
One of the benefits of social media is reaching a potentially very large and varied
audience. Taking a blanket approach can be extremely helpful in recruiting efforts,
particularly if the goals are to use social media efforts to promote company or put out a
broad and general hiring announcement. However, the drawback of this unfocused
method is that while may get a large quantity of applicants, the majority won't
necessarily be from high-quality candidates. There are a number of ways that can fine-
tune social recruitment efforts to target the candidates that the company wants, starting
with using the right keywords. In any social media job posting or announcement, keep
Search Engine Optimization best practices in mind use key phrases and words that
describe both the position and potential candidates, and that would likely be used in a
search. LinkedIn allows creating job postings with specific industry, experience, and
educational requirements, and also gives employers the ability to search for and reach
out to individual, handpicked candidates. Using Facebook ads for job postings are
another option for reaching a very specific audience, as they'll only show up on the
profiles of candidates that match company's specified requirements.

1.2.3 MAKE APPLYING SIMPLE

Don't make the application process their first test in the hiring process. The
recruitment board may have created an exciting job posting that target the ideal
demographic and catches the eye of highly qualified candidates, but if application
process is convoluted and complicated, it may all be for nothing. LinkedIn provides the
opportunity to allow candidates to apply directly from the job posting. Link directly to
an online application in Facebook or Twitter posts (or clearly provide contact info, such
as an email address to submit resumes).

1.2.4 SELL YOURSELF

Interested candidates are going to take the time to research about company before
applying, and candidates reach through social media are likely going to turn to your
social media accounts to learn more. In addition to website; social media profiles need to

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suggest the same, Bare-bones profiles with few details and little activity aren't likely to
create much excitement; use social media profiles to highlight your company's qualities,
achievements and benefits.

1.3 REASONS FOR THE SUCCESS OF SOCIAL MEDIA

RECRUITMENT
 It's Where People Are Social networks were once considered the domain of teens
and twenty-something students.
 With 901 million Facebook users, Twitter accounts numbering over 500 million,
and more than 161 million users on LinkedIn, it's getting more and more difficult
to find someone without a social media presence. It''s hard to imagine a better
way to reach the potential candidates to hire.
 Built-In Network for Referrals
 By reaching the large audience that social media increase chances of getting
company and job
 posting in front of the exact people who want to hire. The vast networks that are
created through social media provide an excellent system of information sharing
that can result in referrals and recommendations that amplify voice and reach. So
even if the company don't reach perfect candidate directly, reaching their friends
or colleagues in their network can result in ultimately getting job posting where it
needs to be.
 Candidates Can Qualify company, Too social recruiting gives potential
applicants the chance to quickly and easily learn more about your company,
determining whether they feel the position would be a good mutual fit.

1.4 BENEFITS OF SOCIAL MEDIA RECRUITMENT

 It raises brand awareness: With millions of internet users on Facebook, Twitter,
LinkedIn and Google+ the visibility of your company will definitely be increased
and so will the jobs, which will be noticed by a big number of qualified

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 candidates. It will also show to the online community that the company is
following trends of social networking.
 It is cost-efficient: In comparison to other traditional job advertisements the
recruiting-related transactional costs are lower. A company can put the money
that would have been spent on using traditional recruitment sources towards
social media recruitment strategies and the implementation of various tactics. It
increases the quality of hire: People who know how to use social media are
considered early adopters and are highly in demand in today's job market as they
are perceived as being more technically savvy and innovative.
 It gives the opportunity to reach passive candidates: There is potential that
candidates who are actually not actively looking for a job (so called "passive
candidates") might consider changing their jobs when coming across an
interesting job ad online. You could get in touch with candidates whom you might
have never found and who may never have found you using other traditional
recruitment methods.
 It improves referrals: If having and encouraging referrals works in business, why
not also using it in the recruitment process? It is a very effective method to use
various social media sites to spread the word about current job opportunities.
 It is quick: The speed at which information travels online is amazing. A job
description can easily be published on the corporate website and employees can
circulate the link on various websites. Job candidates and recruiters can interact
with each other in a quicker, easier and less formal way. Job vacancies can be
filled faster and that helps to lower the time-to-hire considerably.
 It is paramount for both parties (jobseekers and recruiters) to act quickly since
both might have multiple options to choose from.
 It gives employees more company ownership: If every employee is involved in
the recruitment process (regardless of the position and the department) and
allowed to spread the word quicker and wider by tapping into their own social
networks, it will give them more company ownership. There are companies who
introduced referral systems for their employees to reward them if they are able to
find the right candidate

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  It gives a good culture fit for the organization: If the potential candidate would
already a connection with one or some of the company's employees it would help
to ensure that the new hire would be a good culture fit for the organization.
 It gives you a competitive edge: Having a corporate social media presence gives
you a competitive advantage over those companies that are not there yet.
 It gives you a better candidate screening: More and more companies use social
media websites to check their candidates" backgrounds. A survey conducted in
2009 by CareerBuilder showed that 45% of Hiring Managers did so. This
information allows you to shortlist your candidates in a more effective way.
 It increases productivity: According to some research social media websites can
build closer links among employees and potential clients. Furthermore, it can also
boost productivity and innovation.
 It allows sending more impactful messages and getting higher response rates:
Since usually you must be invited before you can send a message to someone,
using social networks to communicate can show better response rates because it is
considered as more credible and authentic than traditional approaches.

1.5 RECRUITMENT THROUGH FACEBOOK

Facebook is now the most visited place on the web. Facebook is a relatively
closed network it can make direct sourcing a challenge. Depending on the user's security
settings, visitors are allowed certain access making sourcing on this platform somewhat
difficult. Even still, there are ways to grow candidate pool, source, and fill positions
recruiting on Facebook. Facebook's ad network offers recruiters a unique opportunity to
target job advertisements to Facebook users by keyword, education, location, and even
age. Facebook users are providing detailed information and news about their own
interests, hobbies, education, and activities throughout the day and at staggering rates.
The average Facebook user now spends 15 hours and 33 minutes per month on
Facebook. Facebook's ads capitalize on their members and the information that is
voluntarily submitted by offering advertisers very small and specific areas in which to
target for not a lot of money. To keep up with the competition for top talent, companies

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must recruit with Facebook ads. Facebook Fan Page can serve as a recruiting and
sourcing tool just like a company blog or opportunities to directly engage and educate
target candidate market. Approximately 81% of Facebook's monthly active users are
outside the U.S. and Canada. Facebook has seen a 41% growth in active users from
Russia, South Korea, Japan, India and Brazil during 2012. 70% of Facebook-using job
seekers are male, 63% are under the age of 40, 40% earn more than $75,000 and 36%
are college graduates.

1.6 RECRUITMENT THROUGH LINKEDIN

LinkedIn had more than 187 million members in over 200 countries and
territories.. 63% of LinkedIn members are located outside of the United States new
members sign up to LinkedIn every second. There are more than 1 million LinkedIn
groups. 38% of job seekers use LinkedIn to help find work in 2012,.19% of job seekers
had a contact share a job on LinkedIn, 11% of job seekers searched for jobs on LinkedIn
and 79% of LinkedIn users are 35 or older; the average LinkedIn user is 40.5 years old.
60% of LinkedIn-using job seekers are male, 62% are under the age of 40, 51% earn
more than $75,000 and 50% are college graduates.

1.7 RECRUITMENT THROUGH TWITTER

Recruiters and hiring managers can also leverage recruiting on Twitter as a Social
Media candidate source in a number of different ways. Searching for candidates via
hashtags can net a solid list of job search and recruiting leads long before candidate has
responded to a resume-mining database like CareerBuilder or Monster. Hashtag feeds on
Twitter allow companies to go beyond their audience (followers) when posting, and
when reading hashtagged Tweets, companies can target thought leaders in the industry.
Like any job board or social network, finding top talent is the top priority of e-
recruiting.67% of Twitter using job seekers are male, 69% are under the age of 40, 46%
earn more than $75,000 and 44% are college graduates.

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1.8 RECRUITMENT THROUGH GOOGLE
 Google's social media platform is the fastest growing social network. It provides
recruiters and hiring managers another wide channel to recruit, source, and search.
Google offers a unique opportunity for recruiters to blaze new trails and connect
with candidates in different ways. Users add individuals they wish to engage by
categorizing them into circles, which they create. Through circles, one can contact
individuals or groups privately or publicly to recruit on Google.
 80% of today's jobs are landed through networking:
 According to a report from ABC News, 80% of today's jobs are landed through
networking. This percentage of networkers represents smart jobseekers who
understand that looking for and finding work takes...work.
 They understand that personal networking coupled with online networking will
yield better results than spending the majority of their time on Monster.com,
Indeed.com, Dice.com, CareerBuilder.com, and other job boards.
 Smart jobseekers attend networking events consisting of jobseekers, business
owners, professional associations, meet-ups, etc. However, networking events are
not smart jobseekers' only, or even major, source of networking. They also utilize
their rich network of former colleagues, friends, relatives, neighbors,
acquaintances, and others; or start the building process...and keep it going once
they've landed a job.
 Many experts will tell you that companies want to hire from within first, only
when there are no appropriate internal candidates will they rely on referrals from
employees (who get a bonus for a successful hire) and people who will approach
them through informational meetings. The latter category of jobseekers (you)
have the benefit of getting known before the job is "officially posted."
 "...employees who come to the company known by us' in some way are seen to be
better hires and thought to get up to speed more quickly and stay with the
company longer." Martin Yate, Knock em Dead series, writes. And this includes
you. This is where relentless networking comes in, whether you contact someone
at a company so they can get your résumé to a hiring manager, or you contact a
hiring manager in your desired department to set up a meeting.

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  Pam Lassiter. The New Job Security, understands that networking can be
daunting, particularly for Introvert types, but encourages jobseekers to do it,
"Using your networking wisely is a muscle you can exercise and develop if you
haven't already. Outplacement and alumni career services surveys report that 65
to 85 percent of jobseekers find their jobs through networking...."
 Some jobseekers misunderstand the purpose of networking. They think it's all
about them. They constantly ask without giving, which is the quickest way to
drive away potential allies. People who have the true networking mindset realize
that they should first help others, before thinking of themselves.
 The bottom line is that helping other jobseekers will help you. Paying it forward
increases your odds of landing a job. And, there are plenty of great networkers
who will help you, as they realize they'll eventually get help from others. They are
patient and determined.
 Here's what one of my customers, who recently got a job, told me about proper
networking: "Have a conversation with people [as opposed to] giving them a 30
second commercial. It's not about 'I need a job. Have a really good conversations
with a few people at an event and listen to what their needs are. Think of how you
can really connect with them and support them vs. just getting a business card."
 Networking only makes sense, so I'm perplexed as to why some jobseekers don't
embrace it. I know that personal networking means going outside one's comfort
zone, particularly if you're an Introvert (as an Introvert, I know the feeling).
Developing the attitude that "I just have to do it" will help you over the hump

1.9 ORGANIZATION
Organization is a social unit of people, systematically arranged and managed to
fulfil a need or needs and or to pursue collective goals that are mutually beneficial to the
organization as a whole and its units."Human resources" is a term in which many
organizations describe the combination of traditionally administrative personnel
functions with performance management, employee relations and resource planning. The
field draws upon concepts developed in Industrial/Organizational Psychology. Human
resources have at least two related interpretations depending on context.

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1.10 IMPORTANCE OF HR IN AN ORGANIZATION
Human resource is an integral part of any organization. Great stress is laid on
implementing an effective human resource system in an organization. There are lots of
department in an organization that makes use of human resource to setup strategic
planning and means to process officials assignments. The companies that do not have a
proper human resource department suffer from official disorders and lack of
management in office activities.
A Human Resources Department is responsible for coordinating the activities of
employees within an organization. Obviously, the first thing that comes to mind, in the
presence of a HR department, is that, there is a greater probability of the organization
yielding profits in the future. The human resources department provides guidance and
leadership qualities to various departmental heads. In addition, it helps other
departments within the same company carrying out effective decision making, and
monitors and evaluates the recruitment of employees into the organization.

1.11 ACCORDING TO (ANAND J, 2016) THE FUNDAMENTALS OF

E-RECRUITMENT ARE AS FOLLOWS
1.11.1 TRACKING
It is helpful in tracking the status of candidate with respect to the jobs applied by him/her.
 Employer’s Website
Provides details of job opportunities and data collection for same.
 Job portals
Like Career Age, Indeed, Monster, Naukri, times jobs, etc. these carry job
advertisements from employers and agencies
 Online Testing
Evaluation of candidates over internet based on various job profiles to judge them
on various factors.

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  Social networking
Sites like Google, twitter, Face book, LinkedIn, etc. helps in building strong
networking and finding career opportunities.
Source of Recruitment:
Recruitment or Hiring is a process of finding and attracting the right people to
hire them for vacant jobs in the organization. There are two sources of rent, internal and
external sources.

1.12 OVERVIEW OF E-RECRUITMENT

 Online hiring is considered a new concept in many organizations, with e-
recruitment recruitment first appearing in the mid-1980s. However, it was not
until about ten years later during the 1990s that systematic and robust literature
and research on E-employment began to appear in labor-related journals.
Recruiting or hiring online means the practice of advertising vacancies online, as
well as the official availability of information about online jobs. The increase in
the number of E-recruitment employment letters was initially due to the sudden
increase in the use of online employment by IT companies and universities,
although as the technology sector is constantly changing and evolving, much of
what has been discussed in the literature. Now it has expired. It is therefore
important to note that new research on E recruitment is regularly published to
report new developments as it emerges from the sector.
 In developed countries it is reported that approximately 85% of Labor
Professionals use online hiring methods in line with standard hiring methods, such
as newspaper advertisements and staff transfers etc. Among job seekers, it is
estimated that one will use the Internet as a source. Job opportunities (Smith et al,
2004). Increasing use of the Internet as a source of employment has occurred in
many ways as identified by the rented center for staff and development, cited in
the Galanaki article. The three most common methods of web hire are:
 Use of a specialized employment website that acts as a link between organizations
and potential applicants such as online job boards, job sites, job centers and online
employers.

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  With the addition of rental pages to the existing organization's website, this
approach is becoming more and more common due to the rising costs and
inconsistency of using alternative rental methods and traditional media.
 Use of social media which includes placing an ad on mainstream media such as a
newspaper that also has its own website and places the same ad on the website,
usually for free. Organizations also promote and encourage the use of online
employment by integrating it with all marketing companies and brands by
incorporating their online address into key and differentiated advertisements.
Online hiring also extends to interactive hiring tools, creating a way to build their
relationships between job seekers and organizations.

1.13 ADVANTAGES OF E-RECRUITMENT

 Quick and easy access to information.
 Reduced cost, compared to print advertising.
 Less or no manual intervention…..
 Wide range of job opportunities
 Flexibility of internet as an attractive source.
 For organizations, it provides an opportunity for jobs to be advertised in global,
local or niche markets.
 Utility in attracting high quality people who are not actively searching for job,
also known as passive job seekers.

1.14 USE OF JOB PORTALS

The use of various job portfolios is increasing day by day with the candidates.
Provides easy job application. Moreover, as internet usage has increased in recent years,
it is one of the easiest ways to use it. Candidates can apply for suitable jobs and at the
same time apply at home for work. Often these workplaces are affiliated with the
Association and by examining the profile of candidates and considering the needs of the
Association, job sites refer to candidates with the appropriate application profile.

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1.15 VARIOUS JOB PORTALS IN INDIA ARE
 www.naukri.com
 www.shine.com
 www.monesterindia.com
 www.Linked.in
 www.clickjobs.com
 www.killerlaunch.com
 www.fresherworld.com
 www.indeed.com
 www.Govtjobsdaily.com

1.16 TRADITIONAL RECRUITMENT METHODS

 Local Page Ads: The best way to spread the word of new jobs through ads in local
newspapers. One could argue that this is the easiest way to hire and yet the most
effective method as well.
 Post Office Employee Postings: Many organizations use recruitment methods
based on referrals to unemployed local offices, where there will definitely be job
seekers and you may find all types and types of employees.
 Temporary Agencies: One of the most widely used methods of recruitment is to
use temporary employment agencies that can screen potential candidates for
companies and find experienced professionals in the field easily.
 Internal Employment: One of the most successful recruitment strategies over the
years has been the internal recruitment process, in which the company tends to
motivate and transfer employees. This is one of the safest ways to hire, as you
know everything about the employee and the level of work you get from him.

1.17 E- RECRUITMENT METHODS

The 21st century has seen an important rise in technology and has seen modern day
recruitment methods growin influence and make a difference in landing candidates for
organizations all over the Globe.

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1.17.1 MODERN METHODS
 Using the organizations Reputation product image, online technology and other
methods to draw as manyas possible to the organizations websites. (Searching
Candidates)
 Using state-of-the-art, state-of-the-art online tests to evaluate candidates, and
completing the applicant group at a manageable number (Testing)
 Using an automated hiring management system to communicate with a much-
needed person immediately, before being taken over by another company.
(Internet Chat)
 Calling, meeting planning and shaking hands (Placement Order by email)

1.18 THE POWER OF SOCIAL MEDIA

It is quite common to use the services of social media, when you are recruiting
today, since it is both inexpensive and allows us to form a vast pool of capable
candidates, within a very short period of time. Social media websites such as LinkedIn,
Face book and Twitter have communities where potential employees submit their
resumes and credentials in the hope of lending a job.

1.19 TOOLS OF DIGITAL RECRUITMENT

 Applicant tracking systems (ATS)
 Mobile recruiting tools
 Gamification
 Collaborative tools
 Location technology
 Video interviewing
 Internet sourcing

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1.20 NEED FOR E-RECRUITMENT IN ORGANIZATION
Many businesses have used different types of digital methods for several years
and will continue to do so increasingly in the years to come. Especially in IT companies
the online recruitment of new employees has become a common and widespread issue as
evidenced by many recent surveys. In addition, job seekers are increasingly using the
newly acquired internet. Although E-employment and pre-candidate candidates online
appear and appear to be modern, well-established and cost-effective, at least direct
correspondence with applicants is still considered necessary and desirable. Although the
list of online questions and online tests still reveals high-level recognition, the frequency
of use of these digital methods is less significant.

1.21 STATEMENT OF THE PROBLEMS

Online recruitment may not reach all potential candidates, particularly those who
are not active on job search websites or social media. Technical problems such as slow
internet speed, server crashes, and glitches in recruitment software can impede the
effectiveness of online recruitment. Online recruitment methods may not always allow
for effective screening and assessment of candidates, leading to potentially poor hiring
decisions. Online recruitment may not always match the required skills and
qualifications of the job with the available pool of candidates, leading to an ineffective
hiring process.

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2.1 REVIEW RELATED TO E-RECRUITMENT

Ms. Koudagani Mamatha, Dr. Kiran Kumar Thoti, Arshiya Sultana, Ms.
Koudagani Mamatha (2022) e- recruitment and e- selection process improves the e-
human resource management activities in information technology companies in
hyderabad The study objectives were to interview the relationship between the E-
Recruitment and E-Selection process in the Information Technology (IT) MNC
Companies in Hyderabad. E- Recruitment primary process starts with identify the job
needs, Job analysis, job specification, job description, attracting the applicants to apply
for the job screening the profile of the job applicants or seekers and interview the
application according to the needs of the organization. The process of E-Recruitment
process is length in the 2000 to 2010 due to manual process. After 2010 onwards, the
process of the recruitment easier by adopting the E- Recruitment strategies for the
Information Technology. At present in 2020 onwards, the recruitment process become
must be easier by involving the Artificial Intelligence (AI) in the E- Recruitment process.
The E- Recruitment and E- Selection process is work together for the effective function
of the E- Human resource management. The research is based on the two independent
variables E- Recruitment process and E- selection process on the dependent variable E-
Human resource management process with the special study on the Information
Technology companies i.e., Multinational Companies (MNC) located in the capital of
Telangana, Hyderabad. The scholar collected the research data from the employees
working in software companies in Hyderabad. The scholar prepared the questionnaries
was using five-point Likert scale. The scholar uses the reliability test, validity test and
factor analysis test to find the relationship between the e-recruitment and e-selection
process on e-hrm process in IT MNC companies in Hyderabad from 190 samples.

Hossain, Md. Nayeem(2022) This report begins with information about the internship,
including employment roles and responsibilities, as well as outcomes and difficulties
encountered throughout the internship. Second, it explains the organization in general,
including its history and various activities, as well as the company's financial standing.

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Finally, it includes a research project on the organization, which highlights the benefits of
transitioning to an online-based recruiting approach. Based on the aforementioned aim,
this study examines the cost-effectiveness of converting to an online testing platform, as
well as candidates' reactions to the change. Finally, it suggests strategies to improve the
entire recruiting and selection process. The research does not offer substantial data,
because it was prepared by only observing the organization for three months. Similarly,
due to confidentiality concerns data was not used extensively in this report. Finally, it is
recommended that the recruiting and selection process be continued utilizing online
testing platforms such as iMocha.

Islam Md ,Safiqul ayan md, Isratul islam(2022) One of the prime functions of Human
Resource Management is Recruitment. A recruitment process that enables a business to
attract the right people for the right position. In this era of globalisation, businesses are
constantly expanding. Online recruitment typically specifies the use of technological
knowledge and web-based capital for inviting, screening, cross-examining and choosing
the best candidates. Organisations prefer online-recruitment to reach a diverse pool of
candidates with less cost and time to reduce workload. According to Khan et al. (2013),
online recruitment brings effectiveness and efficiency for employers in finding the right
candidates for the right positions. The main objective of the study is to measure the
effectiveness of online recruitment in the context of Bangladesh so that many
organisations that haven't adopted online recruitment can be encouraged. A survey
questionnaire was designed to measure the effectiveness of online recruitment from a
recruiter's perspective.

Judy F. Chen (2021) The advancement of technology and the popularity of the Internet
have significantly improved the operation of the human resources department.
Understanding e-recruitment interface attributes will enable recruiters to better attract
potential job seekers to apply for jobs online. Accordingly, this research employed an
experimental design method with a questionnaire approach to explore and evaluate the
effects of aesthetic forms, recruitment information, interactive functions, and information
fitness interface attributes on job applicants. Research results indicate that the average

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related importance for high aesthetic, specific information, high interaction, and high fit
is: 19.720%, 33.134%, 24.417%, and 22.729%, respectively. The most important
attribute in determining preference is specific information, followed by high interaction.
Moreover, there is a significant level of differences across educational levels toward high
interaction. Results of this research can provide a reference to recruiters for designing the
optimal e-recruitment interface to attract the desired candidates to apply for the position.

Shahad M. Dokey Malak Abunar (2021) the effectiveness of e-recruitment in attracting

talented employees Recruitment is one of the most important practices of Human
Resource Management (HRM) as it performs the essential function of drawing important
resources human capital into the organization. In the recent years, online recruitment,
also known as Electronic Recruitment (E-recruitment) is one of the worldwide trends for
HRM functions. The aim of this study is to determine the influence of E-recruitment on
attracting and recruiting talent in Saudi private organizations. Primary data was collected
through online survey from 82 managers across private sector organizations of Saudi
Arabia. The findings point out that the E-recruitment had an obvious effect on the whole
recruitment process in the private organizations of Saudi Arabia. The investigation
disclosed that the most of the Human Resource (HR) managers were using E-recruitment
in their organizations. This online system allows HR Managers to attract and recruit more
talents efficiently.

Celine D’Silva (2020) has done an “a study on increase in e-recruitment and selection
process”. This study talks about the increase in the Recruitment and selection process in
the organization , this paper concentrate on how internet play an major role in doing
online recruitment and selection, this study shows that digital recruitment reduce the time
and also the money for both the organization and job seekers, the main objective of the
study is to understand the impacts of online recruitment, also the research shows that
organizations prefers online recruitment than the offline recruitment and select right
candidates too, the study used primary method and questionnaire and survey method is
used to collect data, from the age group of 19- 59

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Collin Weigel (2020) To develop evidence-based agricultural policies, researchers
increasingly use insights from economic field experiments. These insights are often
limited by the challenges of recruiting large and representative samples of farmers. To
improve the effectiveness and cost efficiency of farmer recruitment, researchers should
apply the same experimental methods to the recruitment process that they apply to their
main research questions. Here we experimentally evaluate ten recruiting strategies in two
large-scale, high stakes experiments. We find that monetary incentives and reminders are
effective, but costly. Costless strategies, such as prominently citing a well-known
institution as the sponsor, had positive but small, effects on recruitment.

Catarina Brandao (2019) online recruitment in portugal theories and candidate profiles
Online Recruitment (OR) is a growing trend. It takes place online, using tools that enable
the receipt of applications, the search for professionals, a quick triage and provision of
feedback to applicants. This exploratory research aims to describe perceptions of this
tool, gathering data from potential job candidates and personnel stakeholders. Data was
gathered using a survey and interviews. Results show that 46% of participants had
already used OR and that for 42% of the applicants it took less than a week to receive
feedback from the recruiting organization. Qualitative data suggests a dominant positive
appraisal of this type of recruitment. It is considered a fast method and is able to reach a
wide audience. However, it is impersonal and there are doubts regarding the control over
the process and the veracity of the job ads. Organizations should consider the perceptions
of different stakeholders in order to optimize the process of OR.

Salifu Mohammed (2019) has conducted a study on “the introduction and use of
recruitment (e-recruitment) on the recruitment process in organizations”. This paper talks
about recruitment and e-recruitment methods used in the organization and also the
benefits of the e-recruitment also talks about employer brand, human resource
management, the study says that e-recruitment sends an positive response among people
also tells the e-recruiting reduce the financial expenses that are spent for the process of
recruitment and also reduce the works of recruiter and save more time , also this paper
talks about the impacts of web based recruitment , this paper tells that e-recruitment

18
reduces the HR burden ,also paper tells that e-recruitment helps to hire people all over the
world and make the human resource department into effective one. also tells the
opportunities for future research, about job seekers, also tells that e-recruitment reduce
time, cost, work etc.

Harinatha, G. S. Arundathi, K. L(2018) a study on effectiveness of online recruitment

at leaftree software llp, bangalore enlistment allowed to the way towards drawing ,
screening and choosing qualified individuals for a vocation or firm . for a few parts of the
enrollment procedure , mid and expansive size associations regularly hold proficient
selection representatives or outsource someof the procedure to recruitment offices. The
enlistment business has five kinds of offices work offices enrollment websites and quest
for new employment ,talent scouts" for official and expert enlistment, specialty offices
which have practical experience in a specific zone of staffing and in house recruitment.
The phases in enlistment incorporate base competitors by promoting or different
strategies , screening and choosing valid applicants utilizing examine or meetings.

Muhammad Hafeez (2018) The study aims to investigate the effectiveness of an online
recruitment system and its impact on organizational attraction among fresh graduate job
seekers. A sample comprised of 302 fresh graduate job seekers from well-known HEC
recognized business schools in the Lahore region is selected using Stratified Random
Sampling. Since the data is not normal, the Kruskill Wall is a test of mean differences is
applied to compare the effectiveness of e-recruitment with traditional methods of
recruitment. Furthermore, the Macro process tool of Regression analysis is used to
examine the matter of cost-effectiveness, ease of use, and website quality. Findings of
regression results confirm that e-recruitment has a positive influence on organizational
attraction and cost-effectiveness and easy to use mediate the relationship between e-
recruitment and organizational attraction. However, the positive relation between e-
recruitment and organizational attraction depends on the quality of the recruitment
website which depicts that Sitequal (Website Quality) moderates the relationship between
e-recruitment and organization attraction. Thus, this study offers valuable findings for
managers that aim to adopt E-recruitment systems in their hiring process.

19
Thirupathi Chellapalli,D.V.S.Kumar (2018) has done a study on “online recruitment
(e-recruitment) portals adoption (usage): Role Of Demographics In Kolkata” This study
tells that the concept online recruitment was came into action at the early 1990’s when
internet usage is more, this study talks about the awareness, frequency and strategies used
in e-recruitment and the various job portals used to do e-recruitment by an customer in
Kolkata city and their demographic details too, also the study talks about the benefits of
online recruitment over traditional recruitment method, the objective of the research is to
study the awareness, usage of portals and demographic variables in e-recruitment, also
the study tells that there is a significant difference in online recruitment through gender,
age, and qualification, this is an quantitative and descriptive research, the study tells that
the major source of e-recruitment is social media, the study also tells that e-recruitment
play a significant role in both job seeker and job givers.

B. Raghavendra, C. priyanka, G. chaithanya,(2018) has undertaken a study on “A

study on E recruitment”. this study tells that all type o organization using e-recruitment
method and its an advantage to organization in saving time, cost, quality, fast process,
effectiveness, the study discuss about the recent trends, elements and challenges of e-
recruitment. The objective of study is to find trends, elements, challenges in online
recruitment, this study tells that no intermediate has involved in e-recruitment process
also its 24*7 access as a benefit and mostly well qualified candidates are using e-
recruitment more, and the lack of confidentiality involved in e-recruitment as a
challenges, also tells that online communication is vital process in erecruitment and it
depends on technology or network or internet related.

V.Indira, S.Rathika (IRJET)(2018) has conducted a research on a “study on e-

recruitment and its present condition towards job seekers” the study talks about e-
recruitment is a giant platform to hire right candidate to right job, it is also helps to recruit
job seekers all over the world, also this research speak about the trust worthy of internet
among job seeker and job givers, this is an descriptive research and use probability
sampling technique, the research talks about the trustworthiness of e-recruitment,

20
availability of resources through internet for e-recruitment are concentrated, this research
tells that the expenses of e-recruitment is in satisfactory level and its trust worthy too, and
job seeker were utilizing the e-recruitment process to get their desired job.

Manju.M.(2017) has done a research on “the impact of e-recruitment in hrm

effectiveness”. This research tells that traditional recruitment method is revolutionized
through internet, also this research tells that most of the organization are using internet
and emails to recruit and verify the resumes and shortlist the candidates, this study also
tells that e-recruitment has made the recruitment process into more effective and
efficient, this research concentrate on importance and disadvantages of e-recruitment, and
the impact of e-recruitment among organizations, this study tells that online recruitment
is convenient method of recruiting or both company and job seekers, the objective of the
study is to performance process, impact on organization and effectiveness of e-
recruitment, also this study tells e-recruitment reduce time, cost, and work of company,
the study talks about many disadvantages of e-recruitment and its challenges.

Impa .B.J(2017) has done an study on “recruitment through digital platforms Impa .b.j
"recruiting through digital platforms" Social media Recruiting is a term used for
recruitment through social networking sites. Social Recruiting is gaining popularity all
over the world. Social media has more to do with sociology and psychology than
technology. The purpose of this article is to learn how organizations can use social
networking sites to conduct their recruitment process. Social networking sites are used to
facilitate and 24 improve process of recruitment method in HR management. Social
Media in employment process is a beneficial tool for both companies and potential
candidates. Social networks can give recruiters a competitive edge in locating and
engaging the best candidates available to fulfil company’s recruiting objectives. This
paper will focus on the most popular social media platforms like LinkedIn, Facebook and
Twitter. The purpose of this study is to develop an understanding of how recruiting has
evolved that social recruitment has on the recruitment process. This paper also shows the
advantages and limitations of recruitment through social media for employers as well as
jobseekers. Key words: Recruitment, Social recruitment, social networking sites.

21
Anand J and Dr. Chitra Devi S (2016) e-recruitment and its perceived benefits
Universal struggle in fashionable market provides a business to overwhelm the
competitors by looking out for a mixed bag of strategy, So many organizations
purposefully in implementing e recruitment for their growth and sustainability, to source
right person for right time with right cost. The superiority of real-time communication
over the Internet is a reason why e-recruitment becomes the main podium for HR
Professionals to think and use e-recruitment. Many companies use e-Recruitment to post
jobs and accept resumes on the Internet, and correspond with the applicants by e-mail.
The main success factors of e-Recruitment are the value-added services provided by the
job sites, cost effectiveness, speed, providing customized solutions, this helps to establish
relationships with HR managers with applicants and facilitate brand building of the
companies. Nowadays HR professionals in an organization cannot work smoothly if it’s
not electronically adopted properly. This research helps to identify and analyze HR
professional’s behavioral intention and acceptance of e-recruitment system. This study
investigates the adoptions of E-Recruitment by HR Professionals in Chennai. The study
covers the impact of E-Recruitment system by HR Professional and also identifies the
attitude, usefulness, easiness, intention to use, barriers of E-Recruitment system. : The
aim of this paper is to study the perceived benefits of e-recruitment from the viewpoint of
the HR managers. The purpose of this paper was to develop a scale to measure the
perceived benefits of e-recruitment from the viewpoint of the recruiter. E-Recruitment
helps organizations to be equipped with competent staff and thus it is linked with many
HR activities of organization. E Recruitment has proved to be important part of the
recruitment strategy. It can be used to keep track and maintain candidate applications,
mostly among larger organizations. E-Recruitment has provided some remarkable
benefits in terms of cost and efficiency. In addition to the above discussion, a continuous
improvement in considering the technological issues related to E-Recruitment is highly
recommended.

Adele Ladkin, Dimitrios Buhalis (2016) online and social media recruitment:
hospitality employer and prospective employee considerations This paper aims to reflect

22
on issues concerning online and social media recruitment in hospitality organisations. It
considers the implications for employers and prospective employees, discussing areas of
mutual relevance the paper draws on existing research to examine the subject of online
and social media recruitment. Secondary sources are used to provide a framework for the
consideration of online and social media recruitment for hospitality organisations. A
model for understanding online- and social media-empowered hospitality recruitment is
proposed. Considerations for employers include website attributes, issues of fairness in
the recruitments process and brand reputation. For prospective employees, the
considerations centre on public and private online profiles. Considerations common to
both include the value of an online presence, the blurring of boundaries in online
information and legal implications,This is a discussion paper drawing on evidence from
previous research to explore recruitment issues in the hospitality industry. It raises the
profile of recruitment issues, mapping the field and providing the basis for further
exploration.The paper provides a basis for understanding the impact of online and social
media recruitment trends and issues and considers the implications for hospitality
employers and prospective employees the paper’s contribution is its reflection on debates
from different disciplines and in offering the dual perspective of employers and potential
employees from which to consider emerging themes as they relate to online- and social
media-empowered recruitment.

Aseel B. Kmail, Mohammed Maree, Mohammed Belkhatir(2015) The growth of

online recruitment has spurred the need for more effective automated systems. On the one
hand, traditional approaches based on keyword-based matching techniques suffer from
low precision, i.e. a large fraction of the systems' suggestions are irrelevant. On the other
hand, the newer semantics-based approaches are penalized by limitations of the exploited
semantic resources, namely semantic knowledge incompleteness and limited domain
coverage. In this paper, we present an automatic semantics-based online recruitment
system that reuses knowledge captured in multiple existing semantic resources to match
between candidate resumes and job posts. In addition, we use statistical-based concept-
relatedness measures to alleviate the problem of semantic knowledge incompleteness in

23
the exploited resources. An experimental instantiation of the proposed system has been
installed to validate its effectiveness in matching job applicants to job posts.
Aloisa Narlusi (2015) e-recruitment systems a theoretical model The rapid development
of modern Information and Communications Technology (ICT) has resulted in an
increasing number of job-seekers turning to the Web for information. This has motivated
the use of electronic recruitment (e-recruitment) systems, also known as online
recruitment which is one of the emerging worldwide trends in electronic human resource
management (E-HRM) functions. E-HRM is a way of implementing HRM strategies,
policies and practices in an organization through a directed support of Web technology
based channels. The Internet can facilitate the selection of employees and other HR
functions related to recruitment, especially where long distances are involved. This has
dramatically changed the way business is conducted and this use of technology is clearly
demonstrated by the number of organizations and individuals who utilize the Internet and
electronic media. In terms of HR management, the Internet has changed the recruitment
perspective for both organizations and job seekers.

Maureen Sills(2014) has done an study on “e-recruitment: comparison with traditional

recruitment and the influences of social media” The purpose of this study was to assess
whether the traditional recruitment process has declined and the effect that social media
has had on it. In this paper, the author sees the need for quality analysis and volume
analysis to benefit the eagle's eye on the topic. Using secondary research to support and
prove many of the findings of the in-depth research, the author was able to draw
conclusions about the ideas made during the research. The study revealed many findings,
opening up some of the research recommendations. Electronic rental current and future
rental, but other aspects of traditional rental will remain here. Keywords: E-rent, hiring,
social media, hiring process.

Dr. Bhupendra Singh Hada, Swati Gairol (2015) has done an study on opportunities &
challenges of e- recruitment. Nowadays the traditional hiring method has been changed to
the internet wave. E -Recruitment is a recent trend and has been adopted by organizations
large and small. The importance of the internet can be seen as the search for the most

24
suitable job is just a click away. Job sites, corporate websites and social media platforms
all make hiring faster and help to find the best fit for vacant positions. E-Recruitment
becomes fashionable among employers and job seekers because of its benefits such as
time, cost and quality 25 etc. With the click of a mouse or the click of a mouse or a tablet,
a person can get jobs according to his abilities. , education and work experience. The
main purpose of this study was to find out the different online employment options and to
calculate the opportunities and challenges job seekers and employers face when doing E-
Recruitment. Keywords:- E-Recruitment; trends , Internet and recruitment, Job portal,
Online Recruitment

Haque, Nusrat (2014) effectiveness of online recruitment system : evidence from augere
wireless broadband bangladesh limited (qubee)" Augere was established in September
2007 by an experienced team of global telecoms executives with the vision of delivering
'broadband for all'. Augere's first commercial network launched in Pakistan in July 2009
and was closely followed by the Bangladesh network in October 2009 under the brand
name QUBEE. Working as a HR Executive for QUBEE, I have enriched my knowledge
and skills and have got the opportunity to submit a report on “Effectiveness of Online
Recruitment System: Evidence from Augere Wireless Broadband Bangladesh Limited”
as assigned by my academic supervisor during my internship period. The purpose of a
hiring event is to reach out to prospective employees and bring the specific kind of skills
and experiences in the organization especially those which cannot be built from within.
For external recruitment QUBEE posts job advertisement in the BDJOBS website and
recruits the best possible candidate from the pool of applicants who applied for the
position. BDJOBS online recruitment system can shortlist the application forms
according to years of experience, skills, and educational attainment relevant to the job
vacancy. Besides this, QUBEE also offers the contractual employees a chance to face the
interview if their qualification and job match is similar to the position applied. Also other
external referral candidates may apply through employees of our company. In such cases,
the line managers send the resumes to the HR department for shortlisting. Then channels
of interview are conducted before making the final selection. This report makes a
comparison of BDJOBS online recruitment system with the internal recruitment system

25
of QUBEE. The effectiveness of online job recruitment system is based on Performance,
Reliability, Security and Cost-effectiveness. Speaking about the performance of BDJOBS
software, it could facilitate efficient filtering of qualified candidates and could provide a
well-matched shortlist of qualified applicants compared to the manual process of Internal
Recruitment. In terms of Reliability, BDJOBS system could produce the required results
with precision and could filter out applicants’ forms without anomalies and any form of
discrimination while internal recruitment also provides correct results but with more
expenditure of time and effort. BDJOBS had the mechanism to protect and control
programs and data, and it provided its users passwords as security against unauthorized
users while the internal recruitment system of QUBEE is not capable to control any kind
of mechanism. Recruitment through BDJOBS requires certain amount money to be paid
for each job posting no matter the desired candidates has been hired or not. Lastly, it can
be said that online recruitment is more efficient compared to internal recruitment. Online
Recruitment is capable of reaching potential employees at a shorter span of time. It is
recommended that QUBEE should develop online recruitment system through their own
web portal which is more cost effective and also it can build our own talent pool to
source for future job opportunities

Sinha and Thaly (2013) organization applies two or more combination of recruitment
methods (employee referral, campus hiring, placement agencies, corporate website,
online job portals and social media) in their recruitment practices. Choice of recruitment
channel is dependent upon the vacancy position, location, availability of sources of
recruitment, employer brand and the money the company is willing to spend. Each
channel of recruitment is associated with pros and corns, thus it is important for the
recruitment department of an organization to figure out which channel is applicable in
each situation of hiring. To gain success organization should analyze its past practices
and efforts undertaken, this will help them to make better decision for recruiting.

Avinash S. Kapse, Vishal S. Patil, Nikhil V. Patil (2012) E-recruitment has been an
issue of interest over the past ten years. Internet is considered as the latest tool in hiring.
It is a real revolution spreading over the world of job hunting & hiring. The term online

26
recruitment, e-recruitment, cyber cruting, or internet recruiting, imply the formal sourcing
of job information online. The first references to e-recruitment Appear in articles of the
mid-1980s E-recruitment can be divided into two types of uses: corporate web site for
recruitment and commercial jobs boards (such as monster.com) for posting job
advertisements .Corporate websites are a company’s own website with a link for job
posting/career options where candidates can log into for current openings. If the company
advertises its vacant positions on other website that specialize in recruitment such as -
naukri.com, timesjob.com, monster.com, etc., the companies would be adopting
commercial job boards for recruitment Traditional methods should not be replaced by the
e-recruitment, it should supplement. The loopholes of e-recruitment can be covered by
the traditional methods and recruitment process will be faster, global due to e-
recruitment. One method should not replace the other. When two vacancies are there and
two candidates are available the companies do not have much choice, thus they prefer to
widen their search and attracts numerous applications. But when for two vacancies a
company receive 2000 application, the in depth screening process is not possible. While
other methods like campus interview, internal search has a personal touch. But receiving
application in hand, communicating with candidates becomes time consuming without
internet. Job Portals are the most popular and widely used tool by companies and
recruitment teams to facilitate the smooth flow of recruitment process in the competitive
world. Job Portals provide a platform for the employers to meet the prospective
employees.

27
3.1 GENERAL OBJECTIVE
Effectiveness of online recruitment among IT companies in chennai.

3.2 SPECIFIC OBJECTIVES

 To notice the socio demographic feature of the respondents (HR).
 To sense the respondents opinion on online recruitment process.
 To the impact of online recruitment on employee (HR).
 To understand the challenges of online recruitment.

3.3 NEED FOR E-RECRUITMENT IN ORGANIZATION

Many businesses have used different types of digital methods for several years
and will continue to do so increasingly in the years to come. Especially in IT companies
the online recruitment of new employees has become a common and widespread issue as
evidenced by many recent surveys. In addition, job seekers are increasingly using the
newly acquired internet. Although E-employment and pre-candidate candidates online
appear and appear to be modern, well-established and cost-effective, at least direct
correspondence with applicants is still considered necessary and desirable. Although the
list of online questions and online tests still reveals high-level recognition, the frequency
of use of these digital methods is less significant.

3.4 SCOPE OF THE STUDY

Scope of research to understand E-employment strategies and tools adopted by
companies. In addition to getting an idea of the strategies and methods within the hiring
process in the IT sector that includes the online enrollment component suitable online
registration for the various jobs and positions and facilities they use for the company and
the success of digital hiring.

28
3.5 CONCEPTUAL DEFINITIONS
3.5.1 RECRUITMENT
The E-Recruitment, also called as Online Recruitment, is the process of hiring
the potential candidates for the vacant job positions, using the resources, particularly
through internet.

3.5.2 E-RECRUITING
The digital platform has brought a new dimension to the world of recruiting. The
World Wide Web, shortened the research time, costs and offered a transparent method of
information for candidates. In the early 2000s, companies only had their career websites
running as their main source of communication about their organization’s news: current
open vacancies, contact details and changes in the organization. Those candidates that
did find the vacancies on an organizations’ website and had interest sent an initial e-mail
with their CV and a cover letter attached to the contact person listed on the website or
still through Post.

3.6 RESEARCH DESIGN

The researcher has adopted Descriptive research with Quantitative design which
is used to describe characteristics of a population being studied.

3.7 UNIVERSE & SAMPLING DESIGN

Non probability sampling is a sampling technique where the samples are gathered
in a process that does not give all the individuals in the population equal chances of
being selected. The researcher had collected data from the Hr. mangers and Hr.
recruiters, Executives in IT Companies in Chennai where the universe in the study. The
researcher used convenience sampling method.
Universe: HR in IT companies in Chennai.

29
3.8 FIELD OF STUDY
The field of study is Human Resource Department of IT sector organizations. The
organization group will be HR Recruiters.

3.9 SAMPLING SIZE

The sample size of the research is 60 from IT sectors.

3.10 DATA COLLECTION METHOD

Questionnaire method was used to collect data from the respondents, the
researcher used Google form to collect data.

3.11 TOOLS OF DATA COLLECTION

Self-prepared questionnaire was used to collect data, which includes socio
demographic details ,and recruitment details.

3.12 LIMITATION OF THE STUDY

 The study is limited only to Chennai District.
 Due to time consumption the sample size has been restricted to 60 HR.
 The questionnaire is based in the research objectives.

3.13 STATISTICAL ANALYSIS

 The researcher used Google form and SPSS for statistical analysis
 The researcher used Percentage Analyzing

30
3.14 CHAPTERIZATION

 Chapter I deals with an Introduction and brings out the importance of the study

 Chapter II contains previous reviews.

 Chapter III deals with objectives, Research design, and field of study, sampling
Techniques,Tools of Data collection limitation and capitalization.

 Chapter IV deals with Data Analysis, Interpretation and Main Findings

 Chapter V deals with Suggestions and Conclusion, followed by references.

31
 PART – A Question Related to socio demographic profile of the respondents.

TABLE – 4.1

Respondent’s By Age

S No Age Frequency Percent

1 18-23 38 63
2 24-29 19 32
3 30-35 3 5
Total 60 100

Table 4.1 shows that 63% of the respondents are in the age group of 18-23, 32%
of the respondents are in the age group of 24-29, 5% of the respondents are between the
age group of 30-35.
This finding shows many of the respondents are in age group of 18-23. The
youngster is more working in IT sector more than respondent 30-35.

32
 TABLE –4. 2
Respondent’s By Gender

SI Gender Frequency Percent

No
1 Male 42 70
2 Female 18 30
3 Others - -
Total 60 100

Table 4.2 shows that 70.% of the respondents are male and 30% of the respondent
are female.
This finding shows that the percentage of women is slightly lesser than that of
male in the IT sector.

33
 TABLE –4.3
Respondent’s By Educational background
SI Education Frequency Percent
No
1 School level 1 2
2 ITI/Diploma 4 7
3 UG 18 30
4 PG 37 61
Total 60 100

Table 4.3 shows that 61% of the respondents have studied up to Post
Graduation, 30% have completed their studies till Under graduation, 7% have
completed till ITI Diploma and 2% have completed their School level.

34
 TABLE – 4.4
Respondent’s years of experience
SI Respondent’s years of Frequency Percent
No experience
1 1 year 33 55
2 2 years 15 25
3 3 years 5 8
4 More than 3 years 7 12
Total 60 100

Table 4.6 shows that 55% of the respondents are having 1 year of
experience, 25% of the respondent are having experience between 2 years and
12% of the respondents only having more than 3 years of experience and 8%
of the respondents only having 3 years of experience .

35
 TABLE–4. 5
Respondent’s By Marital status
SI Marital Status Frequency Percent
No
1 Single 55 92
2 Married 5 8
3 Separated - -
4 Divorced - -
Total 60 100

The above table 4.5 shows that majority of respondents were 92%percent single
and 8% percent of the respondents were got married.

36
 TABLE –4.6
Respondent’s By monthly Income
SI Monthly Income of the Frequency Percent
No respondent
1 15,000 to 20,000 36 60
2 20,000 to 25,000 14 23
3 25,000 to 30,000 10 17
Total 60 100

Table 4.5 shows that 60% of the respondents are earning 15,000 to
20,000,23% of the respondent are earning 20,000 to 25,000,17% of the
respondents are earning 25,000 to 30,000.

37
 TABLE –4. 7
Respondent’s By working environment
SI working environment Frequency Percent
No
1 Good 39 65
2 Very good 10 17
3 Neutral 11 18
4 Bad - -
5 Very bad - -
Total 60 100

Table 4.7 shows that 65% of the respondents are having working
environment Good, 17% of the respondent are having Very good and 2.0% of
the respondents only having Neutral working environment.

38
 TABLE –4. 8
Respondent’s By Designation
SI Designation Frequency Percent
No
1 Hr. Mangers 15 25
2 Hr. Recruiters 26 43
3 Hr. Executive 19 32
Total 60 100

Table 4.8 shows that respondents (43%) reported their designation as HR

Recruiters, followed by HR Executives (32%), and HR Managers (25%).

39
 TABLE –4. 9
Respondent’s By Networking are strategies used for recruitment
SI Networking are strategies Frequency Percent
No used for recruitment
1 Social networking 35 58
2 Referrals 4 7
3 Personnel networking 12 20
4 Others 9 15
Total 60 100

Table 4.8 shows the distribution of responses to a question about the networking
strategies used for recruitment in the study. There were a total of 60 respondents, and
their responses were divided into four categories: Social networking, Referrals,
Personnel networking, and Others.
The most commonly used networking strategy for recruitment was Social
networking, with 35 respondents (58%) indicating its use. Referrals were the least
commonly used strategy, with only 4 respondents (7%) indicating its use. Personnel
networking was used by 12 respondents (20%), while 9 respondents (15%) reported
using Other networking strategies.

40
SA = Strongly agree, A = Agree, N = Neutral, DA =Disagree, SDA = Strongly
Disagree
TABLE –4. 10
Respondent’s By opinion on online recruitment process
S. NO SA A N DA SDA TOTAL
OPINION ON ONLINE RECRUITMENT
PROCESS
n(%) n(%) n(%) n(%) n(%) (%)
4.10.1 use sourcing sites frequently
25 23 12 - - 60
(42%) (38%) (20%) (100%)

4.10.2 poster jobs in sourcing sites 20 29 9 2 60

(34%) (48%) (15%) (3%) - (100%)

4.10.3 believe networking is a reliable source of 22 27 10 1 60

recruitment (37%) (44%) (17%) (2%) - (100%)

4.10.4 preferred in terms accuracy of skill in 16 28 12 4 60

recruitment (27%) (46%) (20%) (7%) - (100%)

4.10.5 Recruitment through networking is preferred 18 25 14 3 60

in terms of cost of effectiveness (30%) (42%) (23%) (5%) - (100%)

4.10.6 superiors are aware of the value of sourcing 19 28 12 1 60

for hiring (32%) (46%) (20%) (2%) (100%)

4.10.7 superiors approve of the use of sourcing for 20 24 11 4 1 60

hiring (33%) (40%) (18%) (7%) (2%) (100%)

4.10.8 employee referrals have an impact on your 20 23 13 3 1 60

organization (33%) (38%) (22%) (5%) (2%) (100%)

4.10.9 E-recruitment provides better quality of 17 25 17 1 60

applicants (28%) (42%) (28%) (2%) - (100%)

4.10.10 E-recruitment reduces the time taken for 19 27 12 2 60

recruitment (32%) (45%) (20%) (3%) - (100%)

41
 4.10.11 E-recruitment can save the organization the 16 23 17 3 1 60
costs of attracting unqualified applicants (27%) (38%) (28%) (5%) (2%) (100%)

4.10.12 company can reach several geographical 14 28 14 3 1 60

locations through e-recruitment (23%) (47%) (23%) (5) (2%) (100%)

4.10.13 E-recruitment reduces the level of human 14 29 15 1 1 60

efforts engaged in the recruitment process (23%) (48%) (25%) (2%) (2%) (100%)

4.10.14 time taken for e-recruitment process is less 14 29 16 1 60

than that is allocated for traditional (23%) (48%) (27%) (2%) - (100%)
recruitment methods
4.10.15 easier to get the required expertise from 17 28 12 3 60
different countries through e-recruitment (28%) (47%) (20%) (5%) - (100%)

4.10.16 Using e-recruitment consumes less efforts as 16 27 14 2 1 60

technology makes things easier (27%) (45%) (23%) (3%) (2%) (100%)

4.10.17 E-recruitment allows the company to filter the 13 27 20 60

qualified applicants through the adoption of (22%) (45%) (33%) - - (100%)
Technology buffers

4.10.18 E-recruitment is used to create a better 16 25 19 60

organizational image (27%) (42%) (31%) - - (100%)

4.10.19 E-recruitment method is associated with the 13 27 16 4 60

concept of time efficiency (22%) (45) (26%) (7%) - (100%)

4.10.20 E-recruitment is the simplest method to reach 12 29 16 3 60

several locations worldwide (20%) (48%) (27%) (5%) - (100%)

1) The Table 4.10.1.shows the opinions of the respondents regarding the online
recruitment process. The respondents were asked to rate their opinion using five options:
Strongly Agree (SA), Agree (A), Neutral (N), Disagree (DA), and Strongly Disagree
(SDA).

A total of 60 respondents participated in the survey, and their opinions were categorized
into the five options. Out of the total respondents, 25 (42%) strongly agreed that they

42
frequently use sourcing sites for online recruitment. 23 (38%) respondents agreed with
this statement, while 12 (20%) were neutral, and none disagreed or strongly disagreed.

Therefore, it can be inferred that a majority of the respondents (80%) had a positive
opinion about using sourcing sites for online recruitment. This suggests that online
recruitment processes are becoming increasingly popular among job seekers, and
companies may benefit from using online platforms to source and recruit candidates

2) Table 4.10.2.shows on the data provided, it appears that 34% of the respondents
strongly agree, 48% agree, 15% are neutral, 2% disagree, and 3% strongly disagree with
the statement about posting jobs in sourcing sites. In total, 82% of the respondents either
strongly agree or agree with the statement, while only 5% disagree or strongly disagree.
The remaining 15% are neutral on the issue. It can be inferred that the majority of the
respondents support the idea of posting jobs in sourcing sites.

3) Table 4.10.3.shows on the data provided, it appears that 37% of the respondents
strongly agree, 44% agree, 17% are neutral, 2% disagree, and 1% strongly disagree with
the statement about networking being a reliable source of recruitment. In total, 81% of
the respondents either strongly agree or agree with the statement, while only 3% disagree
or strongly disagree. The remaining 17% are neutral on the issue. It can be inferred that
the majority of the respondents believe that networking is a reliable source of
recruitment.

4) Table 4.10.4. shows on the data provided, it appears that 27% of the respondents
strongly agree, 46% agree, 20% are neutral, 7% disagree, and 0% strongly disagree with
the statement about accuracy of skill being a preferred factor in recruitment. In total, 73%
of the respondents either strongly agree or agree with the statement, while only 7%
disagree or strongly disagree. The remaining 20% are neutral on the issue. It can be
inferred that the majority of the respondents believe that accuracy of skill is an important
factor in recruitment.

43
5) Table 4.10.5.shows on the data provided, it appears that 30% of the respondents
strongly agree, 42% agree, 23% are neutral, 5% disagree, and 0% strongly disagree with
the statement about recruitment through networking being preferred in terms of cost
effectiveness. In total, 72% of the respondents either strongly agree or agree with the
statement, while only 5% disagree or strongly disagree. The remaining 23% are neutral
on the issue. It can be inferred that the majority of the respondents believe that
recruitment through networking is a cost-effective method of hiring.

6) Table 4.10.6.shows on the data provided, it appears that 32% of the respondents
strongly agree, 46% agree, 20% are neutral, 2% disagree, and 0% strongly disagree with
the statement about superiors being aware of the value of sourcing for hiring. In total,
78% of the respondents either strongly agree or agree with the statement, while only 2%
disagree or strongly disagree. The remaining 20% are neutral on the issue. It can be
inferred that the majority of the respondents believe that their superiors are aware of the
value of sourcing for hiring.

7) Table 4.10.7.shows on the data provided, it appears that 33% of the respondents
strongly agree, 40% agree, 18% are neutral, 7% disagree, and 2% strongly disagree with
the statement about their superiors approving of the use of sourcing for hiring. In total,
73% of the respondents either strongly agree or agree with the statement, while only 9%
disagree or strongly disagree. The remaining 18% are neutral on the issue. It can be
inferred that the majority of the respondents believe that their superiors approve of the
use of sourcing for hiring.

8) Table 4.10.8.shows on the data provided, it appears that 33% of the respondents
strongly agree, 38% agree, 22% are neutral, 5% disagree, and 2% strongly disagree with
the statement about employee referrals having an impact on their organization. In total,
71% of the respondents either strongly agree or agree with the statement, while only 7%
disagree or strongly disagree. The remaining 22% are neutral on the issue. It can be
inferred that the majority of the respondents believe that employee referrals have an
impact on their organization.

44
9) Table 4.10.9.shows on the data provided, it appears that 28% of the respondents
strongly agree, 42% agree, 28% are neutral, 2% disagree, and 0% strongly disagree with
the statement about e-recruitment providing better quality of applicants. In total, 70% of
the respondents either strongly agree or agree with the statement, while only 2% disagree
or strongly disagree. The remaining 28% are neutral on the issue. It can be inferred that
the majority of the respondents believe that e-recruitment provides better quality of
applicants.

10) Table 4.10.10.shows on the data provided, it appears that 32% of the respondents
strongly agree, 45% agree, 20% are neutral, 3% disagree, and 0% strongly disagree with
the statement about e-recruitment reducing the time taken for recruitment. In total, 77%
of the respondents either strongly agree or agree with the statement, while only 3%
disagree or strongly disagree. The remaining 20% are neutral on the issue. It can be
inferred that the majority of the respondents believe that e-recruitment reduces the time
taken for recruitment.

11) Table 4.10.11.shows on the data provided, it appears that 27% of the respondents
strongly agree, 38% agree, 28% are neutral, 5% disagree, and 2% strongly disagree with
the statement about e-recruitment saving the organization the costs of attracting
unqualified applicants. In total, 65% of the respondents either strongly agree or agree
with the statement, while 7% disagree or strongly disagree. The remaining 28% are
neutral on the issue. It can be inferred that a majority of the respondents believe that e-
recruitment can save the organization the costs of attracting unqualified applicants, but
there is a significant proportion of respondents who are neutral or disagree with the
statement.

12) Table 4.10.12.shows on the data provided, it appears that 23% of the respondents
strongly agree, 47% agree, 23% are neutral, 5% disagree, and 2% strongly disagree with
the statement about a company reaching several geographical locations through e-
recruitment. In total, 70% of the respondents either strongly agree or agree with the
statement, while 7% disagree or strongly disagree. The remaining 23% are neutral on the

45
issue. It can be inferred that a majority of the respondents believe that e-recruitment can
help a company reach several geographical locations, but there is a significant proportion
of respondents who are neutral or disagree with the statement.

13) Table 4.10.13.shows on the data presented, 23% of respondents strongly agree and
48% agree that E-recruitment reduces the level of human efforts engaged in the
recruitment process. Meanwhile, 25% are neutral, 2% disagree, and another 2% strongly
disagree. Overall, the majority of respondents (71%) either strongly agree or agree with
this statement, indicating a positive perception towards the potential benefits of E-
recruitment in terms of reducing human effort in the recruitment process.

14) Table 4.10.14.shows the respondents (48%) disagreed or strongly disagreed that
traditional recruitment methods are more effective than e-recruitment in finding the right
candidates for the job, while 39% agreed or strongly agreed. A significant number of
respondents (27%) were neutral on the matter. This suggests that there is a divided
opinion on the effectiveness of traditional recruitment methods compared to e-
recruitment.

15) Table 4.10.15.shows on the survey results, it seems that a majority of respondents
either strongly agree or agree that it is easier to get the required expertise from different
countries through e-recruitment, with 28 respondents (47%) selecting "Agree" and 17
(28%) selecting "Strongly Agree." Additionally, 20% of respondents selected "Neutral,"
5% did not respond, and 20% disagreed to some extent. Overall, it seems that there is a
general consensus among the respondents that e-recruitment can facilitate the process of
obtaining the required expertise from different countries.

16) Table 4.10.16.shows on the survey results, 27% of respondents agreed and 45%
strongly agreed that using e-recruitment consumes less effort as technology makes things
easier. 23% were neutral, 3% disagreed, and 2% strongly disagreed. Overall, the majority
of respondents agreed or strongly agreed with the statement that e-recruitment makes
recruitment efforts easier through the use of technology

46
17) Table 4.10.17.shows that 45% of the respondents Agree, 33% Strongly Agree, and
22% are Neutral regarding the statement that e-recruitment allows the company to filter
the qualified applicants through the adoption of technology buffers. No respondents
Disagree or Strongly Disagree with the statement. This suggests that most of the
respondents believe that e-recruitment can help the company filter the qualified
applicants through the use of technology buffers.

18) Table 4.10.18.shows on the responses, 27% strongly agree, 42% agree, and 31% are
neutral that e-recruitment is used to create a better organizational image. No one
disagrees or strongly disagrees with this statement. Therefore, it can be interpreted that
the majority of respondents believe that e-recruitment can create a better organizational
image, while a significant number of respondents are neutral on this issue.

19) Table 4.10.19.shows that 22% of the respondents strongly agree and 45% agree that
e-recruitment is associated with the concept of time efficiency, while 26% are neutral and
7% disagree. This suggests that a majority of the respondents believe that e-recruitment is
a time-efficient method of recruitment. However, there is still a significant portion of the
respondents who are neutral or disagree, which could indicate that they have concerns or
doubts about the time efficiency of e-recruitment.

20) Table 4.10.20.shows on the data provided, the majority of respondents (48%) agreed
that e-recruitment is a simple method to reach several locations worldwide, while 27%
disagreed, and 20% strongly agreed. This suggests that there is some disagreement
among respondents regarding the simplicity of e-recruitment for reaching global
locations.

47
 SA = Strongly agree, A = Agree, N = Neutral, DA =Disagree, SDA = Strongly
Disagree
TABLE –4.11
Respondent’s By Impact of online recruitment on employee (HR)
S. IMPACT OF ONLINE RECRUITMENT SA A N DA SDA TOTAL
NO ON EMPLOYEE (HR)
n(%) n(%) n(%) n(%) n(%) (%)

4.11.1 Recruitment through networking helps in 20 28 11 1 60

fast and accurate sourcing (33%) (47%) (18%) - (2%) (100%)
4.11.2 Recruitment through networking helps 19 30 11 60
minimizing time cost on recruitment (32%) (50%) (18%) - - (100%)

4.11.3 Candidates sourced through networking are 16 23 17 4 60

more committed (27%) (38%) (28%) (7%) - (100%)

4.11.4 Candidates sourced through networking stay 16 28 13 3 60

longer in organization (27%) (46%) (22%) (5%) - (100%)
4.11.5 networking is more effective for lateral 16 22 17 5 60
candidates than fresher (27%) (37%) (28%) (8%) - (100%)

4.11.6 online recruitment portal has made work 11 31 14 4 4 60

easier as compared to the traditional (18%) (53%) (23%) (8%) (8%) (100%)
recruitment practices of receiving hard copy
applications
4.11.7 search facility effectively helps applicants 14 29 14 3 60
find jobs easily (23%) (48%) (23%) (6%) - (100%)
4.11.8 online form is easy to fill and takes only a 12 28 18 1 1 60
short time (20%) (46%) (30%) (2%) (2%) (100%)
4.11.9 online software in use is able to sort out 19 24 5 2 60
applications as they are received according (38%) (48%) (10%) (4%) - (100%)
to the advertisement

48
4.11.10 job portal is attractive to look at 18 24 16 1 1 60
(30%) (40%) (26%) (2%) (2%) (100%)
4.11.11 information sought on the online form is not 11 28 19 2 60
intrusive in applicants privacy (18%) (47%) (32%) (3%) - (100%)
4.11.12 online job portal is easily accessible 24 14 18 18 2 60
hours 7 days in a week (23%) (32%) (32%) (3%) - (100%)

1) Table 4.11.1.shows on the given data, out of the total 60 respondents, 20 (33%)
strongly agree that recruitment through networking helps in fast and accurate sourcing,
while 28 (47%) agree with this statement. Only 11 (18%) respondents were neutral about
this statement. One respondent (2%) disagreed with the statement, while the remaining
respondent did not provide any response.

Therefore, the majority of respondents (80%) agree or strongly agree that recruitment
through networking helps in fast and accurate sourcing, which suggests that networking
can be an effective way to source candidates quickly and accurately. However, it is
worth noting that a significant minority of respondents (18%) were neutral or disagreed
with this statement, indicating that networking may not work for all situations or
industries.

2) Table 4.11.2.shows on the given data, out of the total 60 respondents, 19 (32%)
strongly agree that recruitment through networking helps minimize time costs on
recruitment, while 30 (50%) agree with this statement. Only 11 (18%) respondents were
neutral about this statement. No respondents disagreed or strongly disagreed with this
statement.

Therefore, the majority of respondents (82%) agree or strongly agree that recruitment
through networking can help minimize time costs on recruitment, which suggests that
networking can be an efficient way to source candidates quickly and reduce the time and
cost associated with traditional recruitment methods. However, it is worth noting that a

49
significant minority of respondents (18%) were neutral about this statement, indicating
that networking may not always result in time cost savings for all situations or
industries.

3) Table 4.11.3.shows on the given data, out of the total 60 respondents, only 16 (27%)
strongly agree that candidates sourced through networking are more committed, while
23 (38%) agree with this statement. 17 (28%) respondents were neutral about this
statement, and 4 (7%) disagreed with the statement. No respondents strongly disagreed
with this statement.
Therefore, the majority of respondents (65%) either agree or are neutral about whether
candidates sourced through networking are more committed. However, the percentage of
respondents who strongly agree is relatively low at only 27%. The results suggest that
networking may not always result in more committed candidates, and there may be other
factors that influence a candidate's commitment to a role. It is important to note that
some respondents disagreed with the statement, indicating that networking may not
always be the best way to find committed candidates

4) Table 4.11.4.shows on the given data, out of the total 60 respondents, 16 (27%)
strongly agree that candidates sourced through networking stay longer in an
organization, while 28 (46%) agree with this statement. 13 (22%) respondents were
neutral about this statement, and 3 (5%) disagreed with the statement. No respondents
strongly disagreed with this statement.
Therefore, the majority of respondents (73%) either agree or are neutral about whether
candidates sourced through networking stay longer in an organization. However, the
percentage of respondents who strongly agree is relatively low at only 27%. The results
suggest that networking may not always result in candidates who stay longer in an
organization, and there may be other factors that influence a candidate's length of stay. It
is important to note that some respondents disagreed with the statement, indicating that
networking may not always be the best way to find candidates who stay longer in an
organization.

50
5) Table 4.11.5.shows on the given data, out of the total 60 respondents, only 16 (27%)
strongly agree that networking is more effective for lateral candidates than fresher, while
22 (37%) agree with this statement. 17 (28%) respondents were neutral about this
statement, and 5 (8%) disagreed with the statement. No respondents strongly disagreed
with this statement.
Therefore, the majority of respondents (64%) either agree or are neutral about whether
networking is more effective for lateral candidates than fresher. However, the percentage
of respondents who strongly agree is relatively low at only 27%. The results suggest that
networking may not always be more effective for lateral candidates, and there may be
other factors that influence the effectiveness of networking for different types of
candidates. It is important to note that some respondents disagreed with the statement,
indicating that networking may be equally effective for both lateral candidates and
fresher.

6) Table 4.11.6.shows on the given data, out of the total 60 respondents, 42 (71%) either
strongly agree or agree that online recruitment portals have made work easier as
compared to the traditional recruitment practices of receiving hard copy applications,
while 14 (23%) were neutral and only 4 (8%) disagreed with this statement.
Additionally, 4 (8%) respondents chose the option "SDA" which indicates that they
strongly disagree with the statement.
The results suggest that online recruitment portals are becoming more popular and are
generally perceived as a more efficient way of managing recruitment by a significant
majority of respondents. The relatively low percentage of neutral and disagree responses
suggests that the advantages of online recruitment portals over traditional recruitment
practices are widely recognized. However, it is important to note that a small minority of
respondents still prefer the traditional recruitment practices of receiving hard copy
applications. Overall, the data indicates that online recruitment portals have made work
easier for recruiters and have become an essential tool for modern recruitment practices.

7) Table 4.11.7.shows on the given data, out of the total 60 respondents, 43 (72%) either
strongly agree or agree that the search facility effectively helps applicants find jobs

51
easily, while 14 (23%) were neutral and only 3 (6%) disagreed with this statement.
Additionally, no respondents chose the option "SDA" which indicates that nobody
strongly disagreed with the statement.
The results suggest that the search facility in online recruitment portals is generally
perceived as an effective tool that helps applicants find jobs easily by a significant
majority of respondents. The relatively low percentage of neutral and disagree responses
indicates that the search facility is widely recognized as a useful feature of online
recruitment portals. Overall, the data indicates that the search facility is an important
tool for both recruiters and job seekers, and its effectiveness is crucial for the success of
online recruitment portals.

8) Table 4.11.8.shows on the given data, out of the total 60 respondents, 40 (67%) either
strongly agree or agree that online forms are easy to fill and take only a short time, while
18 (30%) were neutral and only 2 (3%) disagreed with this statement. Additionally, only
1 (2%) respondent chose the option "SDA" which indicates that they strongly disagree
with the statement.
The results suggest that online forms in recruitment portals are generally perceived as
easy to fill and take only a short time by a significant majority of respondents. The
relatively low percentage of neutral and disagree responses indicates that the ease of
filling online forms is widely recognized as a benefit of online recruitment portals.
However, it is important to note that a small minority of respondents still find online
forms difficult to fill or time-consuming. Overall, the data indicates that the ease and
speed of filling online forms are important factors for the success of online recruitment
portals

9) Table 4.11.9.shows on the given data, out of the total 60 respondents, 43 (72%) either
strongly agree or agree that the online software in use is able to sort out applications as
they are received according to the advertisement, while 5 (10%) were neutral and only 2
(4%) disagreed with this statement. Additionally, no respondent chose the option "SDA"
which indicates that none of them strongly disagree with the statement.

52
The results suggest that the majority of respondents perceive the ability of online
software to sort out applications according to the advertisement as a positive aspect of
online recruitment portals. The relatively low percentage of neutral and disagree
responses indicates that this feature is widely recognized as a benefit of online
recruitment portals. However, it is important to note that a small minority of respondents
still have doubts about the effectiveness of the online software in sorting applications.
Overall, the data indicates that the ability of online software to sort out applications is an
important factor for the success of online recruitment portals.

10) Table 4.11.10.shows on the responses given, 70% of the respondents either strongly
agree or agree that the job portal is attractive to look at, while 26% are neutral, and only
4% either disagree or strongly disagree. This suggests that the majority of respondents
find the job portal visually appealing. However, it is important to note that attractiveness
alone may not be sufficient for an effective job portal, as functionality and ease of use
are also important factors for user satisfaction.

11) Table 4.11.11.shows on the responses, 47% of the participants agree that the
information sought on the online form is not intrusive in applicants' privacy, while 32%
are neutral and 18% strongly disagree or disagree. This suggests that a significant
proportion of participants do not feel comfortable providing certain personal information
on the online form, which could negatively impact their job application experience. It
may be useful for organizations to review their online application forms to ensure that
they only request relevant and necessary information from applicants, while respecting
their privacy.

12) Table 4.11.12.shows on the responses, 23% of the participants strongly agree and
32% agree that the online job portal is easily accessible 24 hours 7 days in a week.
Another 32% of participants have a neutral opinion, while only 3% disagreed and there
were no strongly disagree responses. Therefore, a majority of the participants (55%)
either strongly agree or agree that the job portal is easily accessible.

53
 TABLE –4.12
Respondent’s By challenges faced in sourcing
SI challenges faced in sourcing Frequency Percent
No
1 Convincing peers about
23 38
recruitment through sourcing
2 Is time bound recruitment feasible
10 17
through sourcing
3 Recruitment across geographical
13 22
areas
4 Accommodating candidates in
5 8
cross-cultural organizations
5 Ensuring reliability of candidates 9 15
Total 60 100

Table 4.12 shows the challenges faced in sourcing candidates. The data suggests
that the most common challenge faced in sourcing candidates is convincing peers about
recruitment through sourcing, which was reported by 38% of the respondents. The
second most common challenge was whether time-bound recruitment is feasible through
sourcing, which was reported by 17% of the respondents. Other challenges included
recruitment across geographical areas (22%), accommodating candidates in cross-
cultural organizations (8%), and ensuring the reliability of candidates (15%). Overall,
the data suggests that there are several challenges associated with sourcing candidates,
and organizations need to address these challenges to ensure effective recruitment
through sourcing.

54
5.1 MAJOR FINDINGS AND SUGGESTIONS
In this chapter, the researcher have listed the major findings from the research on
“EFECTIVENESS ON ONLINE RECRUITMNENT AMONG IT COMPANIES IN
CHENNAI” based on the objectives framed by the researcher. The researcher have also
listed down the various suggestions to overcome such challenges with relevance to the
study.

5.1.1 TO STUDY THE SOCIO DEMOGRAPHIC DETAILS OF THE

RESPONDENTS
 The table 4.1 large number of 63 percent of respondents were from the age group
of 18-23 years.
 The table 4.2 higher number of respondents were 70 percent of Male.
 The table 4.3 large number of respondents were 61 percent Post Graduation
 The table 4.4 highest percent is 55 were respondents has 1 year of experience
 The table 4.5 large number of respondents were 92 percent Single.
 The table 4.6 large number of 60 percent of respondents were monthly Income
15,000 to 20,000
 The table 4.7 maximum of 65 percent of respondents were good in a working
environment.
 The table 4.8 maximum of 43 percent of respondents were in designation of Hr.
Recruiters..
 The table 4.9 maximum of 58 percent of respondents having Social networking
strategies used for recruitment.

55
5.1.2 OPINION ON ONLINE RECRUITMENT PROCESS
1) The table 4.10.1 indicates majority of the respondents are using sourcing sites
frequently, which could be useful information for businesses and organizations involved
in the HR department.
2) The table 4.10.2 indicates that a majority of the respondents has seen job
posters on sourcing sites, which could be useful information for businesses and
organizations involved in recruiting or job posting on these platforms.
3) The table 4.10.3 shows that the most of the respondents suggests that
networking is viewed as an important factor in recruitment by most individuals in the
respondents, which could be useful information for businesses and organizations
involved in recruitment or networking events.
4) The table 4.10.4 indicates that accuracy of skill is important to a majority of the
respondents when it comes to recruitment, which could be useful information for
businesses and organizations involved in the hiring process.
5) The table 4.10.5 shows that the most of the respondents suggests that a
majority of the respondents views recruitment through networking as a cost-effective
option, which could be useful information for businesses and organizations involved in
recruitment planning and budgeting.
6) The table 4.10.6 indicates that a majority of the respondents believes their
superiors understand the importance of sourcing for hiring, which could be useful
information for businesses and organizations involved in recruitment planning and
management.
7) The table shows 4.10.7 that the most of the respondents is suggests that a
majority of the respondents perceives their superiors as supportive of using sourcing for
hiring, which could be useful information for businesses and organizations involved in
recruitment planning and management.
8) The table 4.10.8 indicates that majority of the respondents believes that
employee referrals have an impact on their organization, which could be useful
information for businesses and organizations involved in recruitment planning and
management.

56
 9) The table 4.10.9 shows that majority of the respondents perceives e-recruitment
as a useful tool for attracting better quality applicants, which could be valuable
information for businesses and organizations involved in recruitment planning and
management.
10) The table 4.10.10 shows that a majority of the respondents perceive E-
recruitment as an effective way to save time in the recruitment process.
11) The table 4.10.11 shows that e-recruitment can be a cost-effective strategy for
attracting qualified applicants, as it can help organizations filter out unqualified
candidates and save resources in the recruitment process.
12) The table 4.10.12 shows that e-recruitment can be an effective tool for
companies looking to expand their talent pool beyond their local area or traditional
hiring methods.
13) The table 4.10.13 shows that e-recruitment is perceived as an effective tool to
automate and streamline the recruitment process, reducing the need for manual effort
and potentially saving time and resources for the organization.
14) The table 4.10.14 shows that the time taken for e-recruitment is perceived to
be faster than traditional recruitment methods, which can be a significant advantage for
organizations.
15) The table 4.10.15 shows that e-recruitment is viewed as a valuable tool for
sourcing talent globally, enabling organizations to access a wider pool of skilled
candidates.
16) The table 4.10.16 shows that most of the respondents believe that e-
recruitment can help to reduce the effort required in the recruitment process.
17) The table 4.10.17 shows that the adoption of technology in the recruitment
process is perceived as an effective way to filter qualified applicants.
18) The table 4.10.18 shows that organizations may use e-recruitment as a way to
showcase their modernity and technological sophistication, which could positively
influence the perception of potential candidates.
19) The table 4.10.19 shows that many organizations believe that e-recruitment
can help them save time in the recruitment process, potentially leading to a more
efficient and streamlined hiring process.

57
 20) The table 4.10.20 shows that e-recruitment is a viable option for companies to
reach out to candidates in multiple geographical locations with ease.

5.1.3 IMPACT OF ONLINE RECRUITMENT ON EMPLOYEE (HR)

1) The table 4.11.1 shows that leveraging professional networks and social
connections can be an effective way to source candidates quickly and accurately.
2) The table 4.11.2 shows that networking can be an effective and efficient way to
find qualified candidates and reduce the time and resources spent on traditional
recruitment methods.
3) The table 4.11.3 shows that majority of respondents perceive candidates
sourced through networking to be more committed, which could potentially be a
valuable trait for employers seeking to hire long-term employees.
4) The table 4.11.4 shows that networking can be an effective method for finding
candidates who are more likely to be committed to an organization for a longer period of
time, possibly due to stronger personal connections and relationships built through
networking.
5) The table 4.11.5 shows that networking may be a more effective recruitment
strategy for experienced professionals who are already established in their careers, rather
than for entry-level positions.
6) The table 4.11.6 shows that online recruitment has become a widely accepted
and preferred method for recruitment due to its convenience and efficiency.
7) The table 4.11.7 shows that search feature is a crucial aspect of online
recruitment portals and plays a significant role in simplifying the job search process for
applicants. Employers can leverage this feature to attract more qualified applicants to
their job postings and improve their recruitment outcomes.
8) The table 4.11.8 shows that online recruitment methods have made the
application process more efficient and convenient for job seekers, allowing them to
apply for jobs quickly and easily.
9) The table 4.11.9 shows that the use of online software in recruitment can
potentially save time and effort in the initial stages of screening and sorting applications.

58
 10) The table 4.11.10 shows that can be concluded that the job portal is visually
appealing to the majority of the respondents.
11) The table 4.11.11 shows that applicants generally feel comfortable sharing the
information required on the online form and do not perceive it as overly invasive. It is
important for recruitment processes to balance the need for information with respect for
the applicants' privacy, and this finding suggests that the online form is achieving this
balance effectively.
12) The table 4.11.12 shows that the job portal is viewed as convenient and user-
friendly by most applicants. Easy accessibility could help attract more applicants who
may not have been able to apply through traditional recruitment methods due to time or
location constraints. It also provides flexibility to applicants to apply for job vacancies
outside regular working hours.

5.1.4 CHALLENGES FACED IN SOURCING

The table 4.12 shows that sourcing can be a useful recruitment strategy, but it
requires careful consideration of these challenges, organizations must carefully assess
these challenges when implementing a sourcing strategy for recruitment.

5.2 SUGGESTIONS
 It would be better if the company use applicants tracking system in digital
recruitment for the future purpose in IT sector.
 The Organization should provide more facilities related to E-recruitment for the
candidates.
 The organization can give an opportunity of using online digital platform as a
source of Hiring in IT companies.
 It will be better if the organization builds a separate page in the name company
website which contains of specific details and requirement of the job in IT sector.
 Encouraging reviews of company’s webpage will help the candidates to have a
good opinion on the organization.

59
  Using digital platform for recruitment will give Greater efficiency and Sourcing,
selecting, and hiring candidates takes only less time.
 Organization will able to reach far and more remote applicants including
international talent, as well as more passive candidates by using the digital
platform as a source to recruiting the candidates.
 Have a solid social media strategy so it will attract people easily.
 Creating and designing a digital or online candidate selection tool will be useful
and the goal is to create a selection method that create a positive experience for
both candidates and recruiters in IT sectors.
 The organization can create an online feedback tools for the candidates to collect
their opinion on the process of recruitment done through online or in digital
platform so it will helps to improve the process.
 Online recruitment strategy will only be as good as the tools that company used.
The selecting software to launch, develop, and refine the process of current
methods spend time looking at the hiring requirements, the organization need to
consider what tools will help achieve company’s objectives and pick the tools
carefully and consciously with advanced technology

5.2.1 SUGGESTION ABOUT DIGITAL RECRUITMENT BY HR

DEPARTMENT
 Very useful in this current pandemic situation
 If all the companies adopt digital recruitment can be small, medium & large scale
industry can shorten the process to close the position at right time & right place.
 Good to leverage the new age digital tools but essential to sustain the human
experience
 Digital Recruitment allows to acquire more number of resumes quickly and that
helps me to extract the desired candidate in short time.
 Nowadays most of the candidates just applying and sit back...not interested to
knock the doors.
 it would be better if the more software’s for recruiting will help

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  With more features we can use digital recruitment for hiring candidates.
 Digital recruitment helps for non-technical employees but in manufacturing
companies it does not suit for technical employees like electrician, plumber, etc.
 Digital recruitment reduces time and efficiency improvement in our work space.
 It supports for recruiters and save time and money
 Digital sounds good and helps to recruit people from various location with wide
range of profile
 It can help the recruiter in finding more capable candidate

5.3 CONCLUSION
Chapter one provided an introduction and overview of the study. The research
focused on the effectiveness of online digital platform as a recruitment sources from an
applicant and an organizational perspective. Effectiveness was defined in terms of the
quantity and quality of applications. Highlighted within the research on recruitment
source effects has been a range of design differences across studies which have led to
difficulties in establishing clear conclusions as to source effects and the second at the
organizational level. Emphasis was focused on the impact of e- recruitment on all
proposed relationships and was the basis of broader research questions on source effects.
This study provides a new benchmark on practices and trends in online digital
recruitment. It also helps organizations to develop their e-recruitment practices and
strategy needs to attract and recruit the best candidates in the most efficient manner
possible. This study clearly shows that the effectiveness and impact of the online digital
recruitment, how e-recruitment making a changes in the recruitment process, also the
study clearly shows that the method that candidates and recruiters refer, time taken in
digital recruitment process, job portals used to hire candidate, and etc.

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Mamatha, M. K., Thoti, K. K., Sultana, A., & Mamatha, M. K. (2022). E-Recruitment
and E-Selection Process Improves the E-Human Resource Management activities
in Information Technology Companies in Hyderabad. JOURNAL OF
ALGEBRAIC STATISTICS, 13(2), 1576-1584.
Kmail, A. B., Maree, M., & Belkhatir, M. (2015, August). MatchingSem: online
recruitment system based on multiple semantic resources. In 2015 12th
International Conference on Fuzzy Systems and Knowledge Discovery
(FSKD) (pp. 2654-2659). IEEE.
Islam, M. S., & Ayan, M. I. I. (2021). Effectiveness of online recruitment practice: A
statistical analysis on selected organizations of Bangladesh. Shanlax International
Journal of Management, 9(2), 56-64.
Hossain, M. (2022). Assessment of the effectiveness of online recruitment platform of
IDLC: A comparative study of the system’s effectiveness during and after Covid-
19.
Harinatha, G. S., & Arundathi, K. L. (2018). A Study on Effectiveness of Online
Recruitment at Leaftree Software LLP, Bangalore.
Hafeez, M., Farooq, U., & Ziaullah, M. (2018). The Role of E-Recruitment in Attracting
Potential CandidatesEvidence from Fresh Graduate Job Seekers. IBT Journal of
Business Studies (JBS), 2(2).
Chen, J. F., Warden, C. A., & Liou, J. W. (2021). Effects of E-recruitment Interface
Attributes on the Attractiveness of Taiwanese Job Seekers. In Innovative
Technologies and Learning: 4th International Conference, ICITL 2021, Virtual
Event, November 29–December 1, 2021, Proceedings 4 (pp. 303-309). Springer
International Publishing.
Weigel, C., Paul, L. A., Ferraro, P. J., & Messer, K. D. (2021). Challenges in recruiting
US farmers for policy‐relevant economic field experiments. Applied Economic
Perspectives and Policy, 43(2), 556-572.
Dokey, S. M., & Abunar, M. (2021). the Effectiveness of E-Recruitment in Attracting
Talented Employees: a Study on Saudi Managers. PalArch's Journal of
Archaeology of Egypt/Egyptology, 18(12), 144-154.

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Haque, N. (2014). Effectiveness of online recruitment system: evidence from augere
wireless broadband Bangladesh limited (QUBEE).
Brandão, C., Silva, R., & dos Santos, J. V. (2019). Online recruitment in Portugal:
Theories and candidate profiles. Journal of Business Research, 94, 273-279.
Narlusi, A. (2015). E-recruitment systems: A theoretical model. Contemporary PNG
Studies, 23, 25-36.
Ladkin, A., & Buhalis, D. (2016). Online and social media recruitment: Hospitality
employer and prospective employee considerations. International journal of
contemporary hospitality management.
D’Silva, “A Study on Increase in E-Recruitment and Selection Process”, IJRESM, vol. 3,
no. 8, pp. 205–213, Aug. 2020
Salifu mohammed Global Journal of Human Resource Management Vol.7, No.5, pp.45-
59 December 2019 Published by ECRTD-UK
Dr. Bhupendra Singh Hada, Swati Gairola School of Business & Management, Jaipur
National University, Jaipur, Rajasthan , India swatigairola1988@gmail.com
Chellapalli, Thirupathi and D. V. S. Kumar. “A Study On Online Recruitment ( E-
Recruitment ) Portals Adoption ( Usage ) : Role Of Demographics In Kolkata
City.” (2018)
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372 6914_433IJARSE.pdf
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V7I4730.pdf
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https://core.ac.uk/download/pdf/38110358.pd
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https://www.ijream.org/papers/IJREAMV04I013733.pdf .

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 EFFECTIVENESS OF ONLINE RECRUITMENT AMONG IT
COMPANIES IN CHENNAI

DECLARATION

Dear Respondent,

I am V..JAGANNATHAN student of Mar Gregorios College, currently pursuing my PG

in Social Work, MSW (HR). As a part of my curriculum, I am undertaking a Research

Project titled, “EFFECTIVENESS OF ONLINE RECRUITMENT AMONG IT

COMPANIES IN CHENNAI” request you to kindly spare sometime and cooperate for

successfully completing my research project. Your participation in the research study is

completely voluntary and all of your responses will be kept confidential. This

questionnaire is very brief and will only take about 10-15 minutes to complete. Thank you

very much for your time and cooperation. The responses received from you will be used

for academic purposes only.

Thank you,

Yours sincerely,

NAME: V.JAGANNATHAN
CLASS:II-MSW
SPECIALISATION:HR
Mar Gregorios College

64
 EFFECTIVENESS OF ONLINE RECRUITMENT AMONG IT
COMPANIES IN CHENNAI

GENERAL OBJECTIVE
Effectiveness of online recruitment among IT companies in chennai

SPECIFIC OBJECTIVES
 To notice the socio demographic feature of the respondents (HR).
 To sense the respondents opinion on online recruitment process.
 To the impact of online recruitment on employee (HR).
 To understand the challenges of online recruitment.

QUESTIONNAIRE
PART 1:
To study the socio demographic feature of the respondents (HR).
1) SEX:
a. Male b. Female c. others
2) Age: _____________
3) Education:
a. School level b. ITI/Diploma c. UG d. PG
4) Years of Experience in recruitment
a)__________________
5) Marital status:
a. Single b. Married c. Separated d. Divorce
6) Monthly income:
a)15000to20000
b)20000to25000
c)25000to30000

65
d)more than 30000
7) How is your work environment?
a)good
b)very good
c)neutral
d)bad
e)very bad
8) Designation
a) Hr. mangers
b)Hr. recruiters
c)Hr. Executives

9) Which of the following Networking strategies used for recruitment ?

A. Social Networking
B. Referrals
C. Personnel Network

GUIDELINES
SA = Strongly agree, A = Agree, N = Neutral, DA =Disagree, SDA = Strongly
Disagree
PART 2:
To sense the respondents opinion on online recruitment process.
S.NO STATEMENTS SA A N D SD

1 you use sourcing sites frequently

2 You have poster jobs in sourcing sites
3 you believe networking is a reliable source of
recruitment
4 you feel networking is preferred in terms
accuracy of skill in recruitment

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5 Recruitment through networking is preferred in
terms of cost of effectiveness
6 Do your superiors are aware of the value of
sourcing for hiring
7 your superiors approve of the use of sourcing for
hiring
8 you think employee referrals have an impact on
your organization?

9 E-recruitment provides better quality of applicants

10 E-recruitment reduces the time taken for

recruitment by our company
11 E-recruitment can save the organization the
costs of attracting unqualified applicants
12 The company can reach several geographical
locations through e-recruitment
13 E-recruitment reduces the level of human efforts
engaged in the recruitment process
14 The time taken for e-recruitment process is less
than that is allocated for traditional recruitment
methods
15 It's easier to get the required expertise from
different countries through e-recruitment
16 Using e-recruitment consumes less efforts as
technology makes things easier
17 E-recruitment allows the company to filter the
qualified applicants through the adoption of
Technology buffers
18 E-recruitment is used to create a better
organizational image
19 E-recruitment method is associated with the

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 concept of time efficiency
20 E-recruitment is the simplest method to reach
several locations worldwide

PART 3:
The impact of online recruitment on employee (HR).
S.NO STATEMENTS SA A N DA SD

1 Recruitment through networking helps in fast and

accurate sourcing
2 Recruitment through networking helps minimizing
time cost on recruitment
3 Candidates sourced through networking are more
committed
4 Candidates sourced through networking stay
longer in organization
5 you believe that networking is more effective for
lateral candidates than fresher
6 The online recruitment portal has made work
easier as compared to the traditional recruitment
practices of receiving hard copy applications
7 The search facility effectively helps applicants find
jobs easily
8 The online form is easy to fill and takes only a
short time
9 The online software in use is able to sort out
applications as they are received according to the
advertisement
10 The job portal is attractive to look at

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11 The information sought on the online form is not
intrusive in applicants privacy
12 The online job portal is easily accessible 24 hours
7 days in a week

PART 4:
To understand the challenges of online recruitment.
1. What are the challenges faced in sourcing
a) Convincing peers about recruitment through sourcing
b) Is time bound recruitment feasible through sourcing
c) Recruitment across geographical areas
d) Accommodating candidates in cross-cultural organizations
e) Ensuring reliability of candidates

69