EXECUTIVE SUMMARY

Today, in every organization personnel planning as an activity is necessary. It is an important

part of the organization. Human Resource Planning is a vital ingredient for the success of the
organization in the long run. There are certain ways that are to be followed by every
organization, which ensures that is has right number and kind of people, at the right place
and right time, so that organization can achieve its planned objective.

The objectives of Human Resource Department are Human Resource Planning, Talent
Acquisition, Training and Development, Career planning, Transfer and Promotion, Risk
Management, Performance Appraisal and so on. Each objective needs special attention and
proper planning and implementation.

For every organization it is important to have a right person on a right job. Recruitment and
selection plays a vital role in this situation. Shortage of skills and the use of new technology
are putting considerable effort on how employees go about recruitment and selection of
staff. It is recommended to carry out a strategic analysis of recruitment and selection
procedure.

With this reference, the project has been prepared to put a light on the TALENT
ACQUISITION METHODS in NuFuture Digital India Limited, Mumbai.

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CHAPTER-1

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INTRODUCTION

3|Page
1.1 INTRODUCTION

In this information age people‘s knowledge, skills and their relationship capabilities have
become critical assets for organizations. In this context, it has become vital for every
organization to attract and retain the best available talent. In the present days where
technology has made spectacular progress and revolutionizes the work in every field,
particularly in the corporate world, it is not the physical assets which are gaining importance
but talent has emerged as the forerunner in determining the worth of the organizations. As
such, sourcing for best talent continues to hold prominence for the organizations.
Worldwide organizations are subjected to heavy pressure due to the declining supply of
talent. According to a recent report, over a decade, the demand for talented people exceeds
the supply of skilled workers at all levels and in all industries.

Talent acquisition is a combination of resources, process and intellectual property combined

with the organization‘s recruitment practices adopted in tackling the so called ―”War for
Talent”. Its sub- process is to: Find, attract and engage highly talented individuals into the
organization. It also manages all candidate channels for improving the talent flow into
organizations.

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1.2 NEED FOR THE STUDY

Organizations have recognized the need for maintaining reserve talent to fill a vacancy as
and when it arises. But the whole process of talent acquisition, i.e., how to fix and select
talent for the organization remains largely undefined and is often left to the discretion of
the individual managers hiring them. This whole process of individual hiring by individual
managers for the same organization places heavy burden on its exchequer. Talent
acquisition is not a form of art, but a defined process. If the strategies are well-defined, the
whole process will be a success.

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1.3 OBJECTIVES OF THE STUDY

The objective of the study is to understand the overall approach for the complete talent
acquisition process in NuFuture Digital India Limited, and also to:

1. To define and interpret talent.

2. To analyse the various sources of talent.

3. To evaluate the techniques and strategies of talent search for various levels of career.

4. To gain exposure to modern techniques in recruitment & selection.

5. To understand the role of recruitment & selection in overall HR Management.

6. Networking with other HR & recruitment professionals.

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1.4 METHODOLODY

Methodology is a systematic procedure of collecting information in order to analyse and

verify a phenomenon. It includes publication research, surveys and other research
techniques and could include both present and historical information.

The collection of information is from two principle sources. They are:

• Primary Data

• Secondary Data

Primary Data

It is the information collected directly without any references. In this study, it is gathered
through interviews with concerned managers and staff, either individually or collectively,
sum of the information has been verified or supplemented with personal observation
conducting personal interviews with the concerned managers in the HR department of
NuFuture Digital (India) Limited. The most common methods of collecting primary data are
conducting questionnaires, surveys, interviews, observations, case studies and focus groups,
and examining documents and records. The methods used are:

• Questionnaires

• Observation

Secondary Data

Secondary data refers to data that was collected by someone other than the user. It is a very
economical way and saves efforts, expenses and time. It helps to make primary data
collection more specific since with the help of secondary data, we are able to make out
what the gaps and deficiencies and what additional information needs to be collected. The

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secondary data was collected from the already publishes sources such as Annual reports,
Internal records, reference from Text Books and Journals relating to Talent Acquisition. The
data collected includes:

• Collection of required data from the annual reports of NuFuture Digital (India)
Limited

• Reference from text books and journals relating to human resource management
and talent acquisition

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1.5 LIMITATIONS OF THE STUDY

Though the project is completed successfully, a few limitations may be there.

• Since the procedure and policies of the company will not allow to disclose some of
the confidential talent acquisition information, the project has to be available data
given to us.

• The study is carried basing on the information and documents provided by the
organization and based on the interactions with various employees of the
department.

• The analysis is limited to the results of NuFuture Digital (India) Limited and not
compared to industry standard results.

• The data has been directly taken from the prepared reports of NuFuture Digital
(India) Limited due to non-disclosure of input data due to confidentiality.

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CHAPTER 2

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PROFILE OF IT SERVICES
INDUSTRY

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2.1. INDUSTRY OVERVIEW

India is the world's largest sourcing destination for the information technology (IT) industry,
accounting for approximately 67 per cent of the US$ 124-130 billion market. The industry
employs about 10 million workforces. More importantly, the industry has led the economic
transformation of the country and altered the perception of India in the global economy.
India's cost competitiveness in providing IT services, which is approximately 3-4 times
cheaper than the US, continues to be the mainstay of its Unique Selling Proposition (USP) in
the global sourcing market. However, India is also gaining prominence in terms of
intellectual capital with several global IT firms setting up their innovation centres in India.
The IT Services & Consulting industry consists of companies engaged in customized software
development, ISP providers, online support services, online database management,
interactive data access and auctioning services. The industry excludes companies utilizing
the Internet as an auxiliary means of retailing merchandise, companies utilizing the Internet
as an auxiliary means of distributing content, information and data delivery, and
information delivery of financial information. Companies in this industry provide services
such as software support, computer systems design, and data processing facilities
management. Major companies include Computer Sciences Corporation, Xerox, and the
technology consulting arms of IBM and Hewlett-Packard (all based in the US), along with
Cap Gemini (France), Fujitsu (Japan), NTT Data (Japan), and Tata Consultancy (India).

2.2 COMPETITIVE LANDSCAPE

Demand for IT services is driven by rapid technological advances, but spending depends on
the health of the US economy. The profitability of companies depends on technical
expertise, innovative services, and effective marketing. Large companies have advantages in
broad service offerings and global reach, which give them the ability to provide outsourcing
services to big corporate customers. Small companies can compete effectively by
specializing in market niches or by partnering with larger companies that want to broaden

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their mix of services. The US industry is fragmented: the 50 largest companies account for
about 40% of revenue. The IT industry has also created significant demand in the Indian
education sector, especially for engineering and computer science. The Indian IT and ITeS
industry is divided into four major segments – IT services, Business Process Management
(BPM), software products and engineering services, and hardware.

The IT-BPM sector which is currently valued at US$ 143 billion is expected to grow at a
Compound Annual Growth Rate (CAGR) of 8.3 per cent year-on-year to US$ 143 billion for
2015-16. The sector is expected to contribute 9.5 per cent of India’s Gross Domestic Product
(GDP) and more than 45 per cent in total services export in 2015-16.

2.3 PRODUCT, SERVICES AND TECHNOLOGY

Computer systems design, development, and integration services account for about 35% of
industry revenue; application design and development services, 25%; and technical support,
10%. IT services companies help clients use computers, software, and communications
systems more efficiently. In addition to providing advice on using computer systems, they
frequently recommend hardware and software systems to their customers. Firms provide a
variety of associated services, including business function outsourcing, data warehousing,
systems planning, enterprise resource planning, and training.

2.4 GROWTH OPPORTUNITIES

Revenue growth for India’s software services sector will continue to slow as customers
adopt a cautious approach to spending amid political and economic uncertainty, according
to the body representing outsourcing companies. Sales will rise 8 percent to 10 percent in
constant currency terms in fiscal 2017, according to New Delhi-based Nasscom. That
compares with a February projection of as much as 12 percent and last year’s 12.3 percent

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growth. India’s $150 billion IT industry has been buffeted by a series of storms including a
halting of discretionary IT spending by customers in an uncertain global business
environment. That has been compounded by Britain’s exit from the European Union, the so-
called Brexit, and the recent election of Donald Trump as the next U.S. president. Already, IT
companies have reported muted numbers for the September quarter and indicated that
there is margin pressure from customers. Tata Consultancy, Asia’s largest IT outsourcer,
called the most recent quarter ‘unusual’ while second-ranked Infosys Ltd. has cut its annual
revenue forecast twice. The industry remains in a strong position as it charts its future path
with no major deals cancelled, with customers instead deferring their spending.

2.5 MARKET SIZE

The Indian IT Service sector is expected to grow at a rate of 12-14 per cent for 2016-17 in
constant currency terms. The sector is also expected triple its current annual revenue to
reach US$ 350 billion by 2025. India ranks third among global start-up ecosystems with
more than 4,200 start-ups. India’s internet economy is expected to touch Rs.10 trillion (US$
146.72 billion) by 2018, accounting for 5 per cent of the country’s GDP. India’s internet user
base reached over 400 million by May 2016, the third largest in the world, while the number
of social media users grew to 143 million by April 2015 and smartphones grew to 160
million.

Public cloud services revenue in India is expected to reach US$ 1.26 billion in 2016, growing
by 30.4 per cent year-on-year (y-o-y). The public cloud market alone in the country was
estimated to treble to US$ 1.9 billion by 2018 from US$ 638 million in 2014. Increased
penetration of internet (including in rural areas) and rapid emergence of e-commerce are
the main drivers for continued growth of data centre co-location and hosting market in
India. The Indian Healthcare Information Technology (IT) market is valued at US$ 1 billion
currently and is expected to grow 1.5 times by 2020. India's business to business (B2B) e-

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commerce market is expected to reach US$ 700 billion by 2020 whereas the business to
consumer (B2C) e-commerce market is expected to reach US$ 102 billion by 2020.

2.6 INVESTMENTS

Indian IT Services sector's core competencies and strengths have attracted significant
investments from major countries. The computer software and hardware sector in India
attracted cumulative Foreign Direct Investment (FDI) inflows worth US$ 21.02 billion
between April 2000 and March 2016, according to data released by the Department of
Industrial Policy and Promotion (DIPP). Indian start-ups are estimated to have raised US$ 1.4
billion across 307 deals in quarter ending March 2016.

Most large technology companies looking to expand have so far focused primarily on bigger
enterprises, but a report from market research firm Zinnov highlighted that the small and
medium businesses will present a lucrative opportunity worth US$ 11.6 billion in 2015,
which is expected to grow to US$ 25.8 billion in 2020. Moreover, India has nearly 51 million
such businesses of which 12 million have a high degree of technology influence and are
looking to adopt newer IT products, as per the report.

Some of the major developments in the Indian IT and ITeS sector are as follows:

• Druva Incorporation, a data protection firm, has received US$ 51 million in a funding
round led by its existing investor Sequoia Capital India along with new investor EDBI
which is the investment arm of the Singapore Economic Development Board (EDB).

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• Google, the American technology giant, has launched a new Wi-Fi platform called
Google station, under which the company will install Wi-Fi hot spots in places
frequented by a large number of people like malls, cafes, universities.

• India’s top-tier IT company, Infosys Ltd, has bought a minority stake worth US$ 3
million in Whoop, which is a US-based start-up that makes activity trackers worn by
athletes.

• Reliance Industries Ltd (RIL) plans to set up entrepreneurship hubs in key cities and
towns, and a Rs.5,000 crore (US$ 748 million) fund, under the name of Jio Digital
India Start-up Fund, to invest in technology based start-ups.

• Gurgaon-based digital wallet start-up MobiKwik, which is owned and operated by

One MobiKwik Systems Private Limited, has raised US$ 40 million from Nasdaq-listed
firm Net1, a South African payments technology company.

• Orange Business Services, the business services arm of Orange Group, has launched
a state data centre for Himachal Pradesh government, which will be the first data
centre in India to be designed using 'green' data centre concepts that minimise
power requirements and increase power utilisation efficiency.

• PurpleTalk Inc, a US based mobile solutions company, has invested US$ 1 million in
Nukkad Shops, a Hyderabad based uber-local commerce platform that helps
neighbourhood retail stores take their businesses online through a mobile app.

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• KartRocket, a Delhi based e-commerce enabler has completed its US$ 8 million
funding round by raising US$ 2 million from a Japanese investor, which will be used
to enhance Kraftly, a mobile-first online-to-offline marketplace targeting small
sellers, individuals and home-based entrepreneurs in India in product categories
such as apparel and accessories.

• Mumbai-based baby care and kids’ products e-tailer, [Link], has raised US$ 13
million in a Series C round of funding from Facebook co-founder Mr Eduardo Saverin,
which will help the firm in growth and expansion of its technology platform.

• MoMark Services, a mobile based customer engagement platform for small and
medium businesses, has raised US$ 600,000 from YourNest Angel Fund and LNB
Group, to scale up its product offerings and talent acquisition.

• Shouut, a social discovery app by Giant Tech Labs Pvt Ltd, which helps consumers
discover deals, buy event tickets or redeem coupons, has raised US$ 500,000 in
angel funding from a high net-worth individual angel investor based in India.

• Apple Inc. plans to set up its first technology development centre outside the US in
Hyderabad with an investment of US$ 25 million, which is expected to create 4,500
jobs, as per Mr Jayesh Ranjan, Secretary, IT for the state of Telangana.

• Xpressbees, an e-commerce logistics firm operated by Busybees Logistics Solutions

Private Limited, has raised US$ 12.5 million in a Series A funding, led by its existing

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 investors SAIF Partners, IDG Ventures, Vertex Ventures and Valiant Capital, which
will be used to strengthen technology initiatives and processes of the firm.

• Housejoy, an online home services provider, has raised Rs.50 crore (US$ 22 million)
in a Series B round of funding led by Amazon, and which also includes new investors
such as Vertex Ventures, Qualcomm and Ru-Net Technology Partners.

• Global PE firm Blackstone Group has acquired a minority stake in an Indian travel,
transportation and logistics software firm, IBS Software, for US$ 170 million, by
buying the stake from General Atlantic and few other shareholders.

• India’s top-tier IT company, Infosys Ltd, has bought a minority stake worth US$ 3
million in Whoop, which is a US-based start-up that makes activity trackers worn by
athletes.

• Microsoft Ventures is planning to incubate 500 start-ups in India in the next five
years with a vision to create a viable and profitable business out of the booming
start-up sector in India.

• National Association of Software and Services Companies (NASSCOM) plans to open

four more tech start-up incubation centres in different parts of India, in addition to
existing three, in support of Government of India’s ‘Start-up India’ initiative.

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• Nasscom Foundation, a non-profit organisation which is a part of Nasscom, has
partnered with SAP India to establish 25 National Digital Literacy Mission (NDLM)
centres in 12 cities across India, as a part of Government of India's Digital India
initiative.

• Infosys, India’s second largest Information Technology services company has

acquired US-based Noah Consulting, a provider of advanced information
management consulting services for the oil and gas industry.

• US-based Callidus Software Inc, cloud-based sales, marketing, learning and customer
experience solutions provider, has opened its centre in Hyderabad and also launched
its ‘The Lead to Money’ suite in Indian markets.

• Wipro Ventures, Wipro’s US$ 100 million corporate venture arm, plans to invest in
early-stage Venture Capital (VC) funds based in the US to pursue a strategy of
investing/partnering country-focussed VCs.

• A recent study by research firm International Data Corporation (IDC) suggests that
India may soon be able to catch up with the global technology trends that have
disrupted enterprises, industry and the way consumers behave and transact.

• Reliance is building a 650,000 square feet ([Link].) data centre in India—its 10th data
centre in the country—with a combined capacity of about 1 million [Link]. and an
overall investment of US$ 200 million.

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• Intel Corp plans to invest about US$ 62 million in 16 technology companies, working
on wearable, data analytics and the Internet of Things (IoT), in 2015 through its investment
arm Intel Capital. The Indian IoT industry is expected be worth US$ 15 billion and to connect
28 billion devices to the internet by 2020.

2.7 GOVERNMENT INITIATIVES

Some of the major initiatives taken by the government to promote IT and ITeS sector in
India are as follows:

• Mr Ravi Shakar Prasad, Minister of Communication and Information Technology,

announced plan to increase the number of common service centres or e-Seva
centres to 250,000 from 150,000 currently to enable village level entrepreneurs to
interact with national experts for guidance, besides serving as a e-services
distribution point.

• The Government of Telangana has signed an agreement with network solutions giant
Cisco Systems Incorporation, to cooperate on a host of technology initiatives,
including Smart Cities, Internet of Things, cybersecurity, education digitisation of
monuments.

• The Government of India has launched the Digital India program to provide several
government services to the people using IT and to integrate the government
departments and the people of India. The adoption of key technologies across

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 sectors spurred by the 'Digital India Initiative' could help boost India's Gross
Domestic Product (GDP) by US$ 550 billion to US$ 1 trillion by 2025.

• The Railway Ministry plans to give a digital push to the India Railways by introducing
bar-coded tickets, Global Positioning System (GPS) based information systems inside
coaches, integration of all facilities dealing with ticketing issues, Wi-Fi facilities at the
stations, super-fast long-route train service for unreserved passengers among other
developments, which will help to increase the passenger traffic.

• The Pune Smart City Development Corporation (PSCDCL) has signed a

memorandum of understanding (MOU) with the European Business and Technology
Centre (EBTC), which will allow it to gain access to real-time knowledge of
technologies, solutions and best practices from Europe.

• The e-Tourist Visa (e-TV) scheme has been extended to 37 more countries thereby
taking the total count of countries under the scheme to 150 countries.

• Department of Electronics & Information Technology and M/s Canbank Venture

Capital Fund Ltd plan to launch an Electronics Development Fund (EDF), which will
be a 'Fund of Funds' to invest in 'Daughter Funds' which would provide risk capital to
companies developing new technologies in the area of electronics, nano-electronics
and Information Technology (IT).

• The Human Resource Development (HRD) Ministry has entered into a partnership
with private companies, including Tata Motors Ltd, Tata Consultancy Services Ltd
and real-estate firm Hubtown Ltd, to open three Indian Institutes of Information

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 Technology (IIITs), through public-private partnership (PPP), at Nagpur, Ranchi and
Pune.

• Government of India is planning to develop five incubation centres for 'Internet of

Things' (IoT) start-ups, as a part of Prime Minister Mr Narendra Modi's Digital India
and Start-up India campaign, with at least two centres to be set up in rural areas to
develop solutions for smart agriculture.

• The Government of India has launched the Digital India program to provide several
government services to the people using IT and to integrate the government
departments and the people of India. The adoption of key technologies across
sectors spurred by the 'Digital India Initiative' could help boost India's Gross
Domestic Product (GDP) by US$ 550 billion to US$ 1 trillion by 2025.

• India and the US have agreed to jointly explore opportunities for collaboration on
implementing India's ambitious Rs.1.13 trillion (US$ 16.58 billion) ‘Digital India
Initiative’. The two sides also agreed to hold the US-India Information and
Communication Technology (ICT) Working Group in India later this year.

• Department of Electronics & Information Technology and M/s Canbank

Venture Capital Fund Ltd plan to launch an Electronics Development Fund (EDF),
which will be a 'Fund of Funds' to invest in 'Daughter Funds' which would provide
risk capital to companies developing new technologies in the area of electronics,
nano-electronics and Information Technology (IT).

• The Government of Telangana has begun construction of a technology incubator in

Hyderabad—dubbed T-Hub—to reposition the city as a technology destination. The
state government is initially investing Rs.35 crore (US$ 5.14 million) to set up a

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 60,000 [Link] space, labelled the largest start-up incubator in the county, at the
campus of International Institute of Information Technology-Hyderabad (IIIT-H).
Once completed, the project is proposed to be the world’s biggest start-up incubator
housing 1,000 start-ups.

• The Department of Electronics and Information Technology (DeitY) plans to start a

digital literacy programme, aimed at training over six crore Indians in the next three
years to empower them for digital inclusion.

2.8 ROAD AHEAD

India is the topmost offshoring destination for IT companies across the world. Having
proven its capabilities in delivering both on-shore and off-shore services to global clients,
emerging technologies now offer an entire new gamut of opportunities for top IT firms in
India. Social, Mobility, Analytics and Cloud (SMAC) are collectively expected to offer a US$ 1
trillion opportunity. Cloud represents the largest opportunity under SMAC, increasing at a
CAGR of approximately 30 per cent to around US$ 650-700 billion by 2020. The social media
is the second most lucrative segment for IT firms, offering a US$ 250 billion market
opportunity by 2020. The Indian e-commerce segment is US$ 12 billion in size and is
witnessing strong growth and thereby offers another attractive avenue for IT companies to
develop products and services to cater to the high growth consumer segment.

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2.9 DIGITAL SPEND

According to Gartner, of the total IT spend of about $ 3.54 trillion in 2016, IT services is
expected to be about $929 billion, fuelled by digital technologies. Digital technologies are
certainly more mainstream today than five years ago. But they still do not account for a
major portion of IT services revenue, yet. For TCS, in the last fiscal, digital revenues grew
52.2 per cent due to faster adoption of digital solutions. Infosys is concentrating on digital
solutions through its platform business. The company has announced an ambitious plan of
achieving $20 billion revenue by 2020 of which $2 billion would be from ‘next generation’
services. Under the new leadership of Abidali Neemuchwala, billionaire Azim Premji-
promoted Wipro has also embarked on a new journey equipped with six themes, including
digital. “Our vision of the digital business across advisory, design and technology is securing
mindshare amongst existing and new customers. We believe consulting capabilities in
business and IT strategy, functional and process excellence are critical to the advisory
offering in digital,” said Abidali Neemuchwala, CEO, Wipro.

NICHE CAPABILITY

With new technologies, niche players get an opportunity to gain experience. Large
outsourcing companies lacking in expertise may need to either partner or acquire
specialised players. Now, ‘acquihire’, or buyout of a company for skills of its staff is also
gaining ground. Infosys’ acquisition of Panaya and Skava, Wipro’s buyout of Designit,
Mindtree buying Magnet 360 and Cognizant buying US-based KBACE Technologies are
examples. Funding start-ups, both external and internal, is gaining acceptance as giants
value a nimble-footed culture. “We will see more collaboration between larger companies
and start-ups that address niche needs,” said P.N. Sudarshan, Senior Director, Financial
Advisory, Deloitte.

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IN-SOURCING

With new technologies coming in faster than before, clients today realise that vendors are
only a step ahead. This has given rise to the in-sourcing phenomenon. David Smoley, Chief
Information Officer, AstraZeneca, said last month on a visit to India that the company’s
move to get technology operations in-house had resulted in annual IT costs dropping from $
1.3 billion in 2013 to $ 900 million now.

Deal sizes are also dropping, moving to the $75 million range from $100 million-and-more.
While this may worry major firms, smaller players see an opportunity. “There was a notion
that dealing with large companies involves less risk than with smaller one. With the focus on
digital and specialisation, smaller players are also getting a chance to compete with major
players,” said Rostow Ravanan, CEO and MD, Mindtree.

RESKILLING

Companies are spending more on training its workforce to become digitally able to execute
projects. TCS, which is the largest employer in Indian IT, has trained 1.20 lakh people in over
400 new digital technologies, Wipro, which trained 10,000 people in digital, will train 20,000
more while Infosys is also training 30,000 people on design thinking.

DEAL SIZE

Deal sizes are also dropping, moving to the $75 million range from $100 million-and-more.
While this may worry major firms, smaller players see an opportunity. “There was a notion
that dealing with large companies involves less risk than with smaller one. With the focus on
digital and specialisation, smaller players are also getting a chance to compete with major
players,” said Rostow Ravanan, CEO and MD, Mindtree.

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However, large deals have not disappeared. The challenge for large vendors will be to find
ways to retain margins in smaller deals. Moreover, the smaller deals are 2-3 years in
duration rather than the older pattern of more than five-year range, which poses a
challenge of dealing with reduced recurring revenue streams and annuity revenues.

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CHAPTER 3

27 | P a g e
PROFILE OF NUFUTURE
DIGITAL INDIA LIMITED

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NuFuture Digital (India) Limited

“Nu Future Digital (India) Limited is a Business IT Service provider, which is fully owned by
Future Group. It was established in 2007 with a mandate to develop and deliver end to end
technology solutions to Group's retail, logistics and other businesses.

Over the years Technology Services has built strong solutions and delivery capabilities with
significant traction across all key retail formats of Future Group.

Currently operating from Mumbai and Ahmedabad we also have support personnel across
major cities like, Gurgaon, Kolkata and Bangalore. Through a robust vendor partnership the
team enables IT operations across the country.

Technology Services has a unique network of service model that innovatively integrates
consulting, application development, infrastructure and project management.”

Over the years NuFuture Digital (India) Limited has been successful in building on the
capability delivery model given that Retail has been a very dynamic and heavy consumer of
IT services. Accordingly these are the capabilities which has brought in rigor in the delivery
process;

• Customer Service

• Loyalty & Marketing

• Wallet & Payments

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• Mobility

• SAP practice

• Digital Commerce

• Data COE

• Promotion

• Point of sale

• Inventory management

• Workplace solutions

• Analytics & Data Science

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ORGANIZATIONAL STRUCTURE

Future Group

Future Group was founded on a simple idea which is- to rewrite rules and retain values. This
fundamental belief created a new kind of marketplace, forever transforming Indian retail.

“Future Group is India’s leading retailer with a credo ‘Rewrite Rules, Retain Values’. We
understand the soul of Indian consumers. As one of India’s retail pioneers with multiple
retail formats, we connect a diverse and passionate community of Indian buyers and sellers.
Around 300 million customers walk into our stores each year and choose products and

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services supplied by over 30,000 small, medium and large entrepreneurs and manufacturers
from across India. And this number is set to grow.

Future Group operates multiple retail formats in both value and lifestyle segment of the
Indian consumer market. Headquartered in Mumbai, Maharashtra; the company operates
over 17 million square feet of retail space, has over 1500 stores in more than 300 cities in
India and employs over 40,000 people. It caters to the needs of Indian customers in Food &
FMCG, Electronics and Consumer Durables, Home Fashion, Insurance, Supply Chain and
Apparels segments. Future Group helps India shop, save and realize dreams and aspirations
to live a better quality of life every day. It is amongst the largest retail companies of India
with four listed entities; Future Retail Limited, Future Lifestyle Fashions Limited, Future
Consumer Enterprise Limited and Future Enterprises Limited.

Through Future Retail Limited (FRL), we host numerous retail formats like Big Bazaar, Ezone,
HomeTown, Foodhall, fbb, Easyday and FabFurnish to create new trends and new segments
for Indian customers

Future Lifestyle Fashions Limited (FLFL), Future Group’s fashion arm, brings together a range
of fashion brands, products and retail experiences that dream, live and breathe the
fashionable life of tomorrow. FLFL comprises of formats like Central, Brand Factory, Planet
Sports and I am in. With in-house brands like Scullers, aLL, Lee Cooper, Bare, Rig.

Future Consumer Enterprise Limited (FCEL), is a fast-moving consumer products company

that is built around modern retailing and distribution networks. The company has launched
a few brands and products which includes, Veg Affaire and Tasty Treat for frozen food and
frozen fruits and vegetables, Sangi’s Kitchen for dips and sauces, Karmiq for premium edible
oils, dry fruits and energy bars, Desi Atta Company for varieties of flour and Soo Fresh and

32 | P a g e
Go Bananas for fresh produce. With Nilgiris’ acquisition, FCEL also brings in a 104-year-old
FMCG brand’s manufacturing facilities for dairy, bakery and confectionery products. These
brands join the company’s existing portfolio of brands such as Golden Harvest, Premium
Harvest, Fresh & Pure and Ektaa in basic foods, Tasty Treat in processed food, Sunkist in
beverages and jams and CleanMate and CareMate in home care and hygiene products. FCEL
also owns a 110 acre of world class facility in Tumkur, Karnataka called India Food Park, that
integrates the entire food value chain from farm to plate at a single location with the best
infrastructure and technology available.

Future Enterprise Limited develops, owns and leases the retail infrastructure for the Group.
The company also holds the Group’s investments in subsidiaries and joint ventures including
insurance, textile manufacturing, supply chain and logistics. While Future Supply Chains
manages the logistics- from warehousing, storage to distribution of raw materials and
products, Future Generali- a JV with the globally known Generali Group, offers financial
security solutions like savings, insurance and policies to its customers.

Future Group frequently partners with other companies which excel in their areas of
expertise to create a modern retail experience for its customer and build a complete
consumer lead organization. Forging partnerships with companies like hybris, dunnhumby
and Amazon India, enable us to get their expertise in data science, multi-channel commerce
and superior customer insights that help us to converge the vast consumer data to create an
experience that brings happiness for all our stakeholders and customers.

At its core, Future Group believes in utilizing its learnings, insights and knowledge gathered
from decades of experience and provide best retail environment to Indian customers.

33 | P a g e
We believe in the ‘Indian dream’ and have aligned our business practices to our larger
objective of being a premier catalyst in India’s consumption-led growth story. Working
towards this end, we are ushering positive socio-economic changes in communities to help
the Indian dream fly high and the ‘Sone Ki Chidiya’ soar once again. This approach remains
embedded in our ethos even as we rapidly expand our footprints deeper into India.”

INVESTORS

Future Group is India’s first and largest independent homegrown pure-play retail group.
With a pan-India presence and multiple store formats, we meet the everyday needs of
millions of customers in India, helping them live a better quality of life every day. Growth,
Profitability and Scalability have been the key focus along with customer delight, innovation
and value creation.

Future Group has grown and continues to grow on a simple belief to participate in every
consumption opportunity of the Indian consumer. Today, the group has complementary
businesses across three sectors – retail, allied services and finance - which are provided with
strategic support and scale-led synergies from the corporate team operating in a federated
structure of opportunities and excellence.

DIRECTORS

• Sharad Rustagi

• Rajesh Jagannath Sali

• Deepak Chandratan Rathi

• Venkata Sriram Murthy Meduri

• Ashwini Wamanrao Jogdand

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VALUES

• Believing in the Indian way and in oneself.

• Leadership: In thought and in business.

• Respect & Humility: In dealing with everyone within & outside the organization.

• Introspection: For continuous learning, self-development and personal excellence.

• Openness & Adaptability: Open to new ideas, knowledge and proactive in meeting
challenges emerging from changing business scenarios.

• Valuing and Nurturing Relationships: With customers, business associates,

stakeholders, communities and society.

• Simplicity & Positivity: To foster innovation, speed and imagination.

• Flow: Learn and be inspired from the universal laws of nature.

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MILESTONES

2016

• Future Group associated with Bajaj Finserv to launch India's first retail EMI card

• Central @ Residency Road, Bangalore was launched with redesigned to provide

hassle free shopping for the customers

• Future Group's fashion arm, FLFL launches Cover Story that will bring global design
sensibilities led by Future Design Lab

• Little Foodhall launched in Gurgaon

• Bazaar Direct tied-up with Oxigen Services to sell the wide assortment of the
franchisees.

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 • Future Group's personal care brand, Kara Wipes associated with the most prestigious
beauty pageant of the country; fbb Femina Miss India 2016.

• Future Group's People Office team receives ISO 9001: 2015 certification on Jan 5,
2016.

• Future Group acquired its first e-commerce home furnishing store Fab Furnish

• Brand Factory launched six stores across Mumbai

• Future Consumer Enterprise Limited (FCEL) partnered with Star Bazaar

• FCEL Brands Tasty Treat and Fresh & Pure partnered with FMCG brands like Coke,
Britannia & BRU for Joint Marketing Campaigns.

2015

• fbb became style partner of Asia's largest music festival, Sunburn

• Big Bazaar & Ezone made to the Brand Equity's Top Retailer's List

• Tasty Treat, Future Group's Food & FMCG brand launched its first mass media
campaign with a new tagline 'Yeh Phislee Neeyat'

• Future Consumer Enterprise Limited (FCEL), signed an equal joint venture deal with
the Mibelle Group, Europe's third largest FMCG brand company.

• Future Group partnered with India's fastest growing ayurvedic company, Patanjali
Ayurved.

• Future Consumer Enterprise Limited joined hands with Govt of Rajasthan to operate
their public distribution stores Annapurna Bhandar.

• The Miss Universe from Columbia, Paulina Vega launched Jealous 21's limited edition
Miss Universe Collection at Taj Land's End in Mumbai

• First Big Bazaar GEN NXT store designed for smart and easy shopping experience
opened in Infinity Mall, Malad, Mumbai

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 • Big Bazaar announced an exclusive tie-up with a leading mobile wallet company,
MobiKwik

• The UK based Plymouth City College awarded Future Sharp with a title of 'The Best
International Business Partner'

• Giovani, Indus League's suits & jackets brand signs Fawad Khan as its brand
ambassador

• T24, Future Group's unique telecom service and loyalty program and of India's first
unpaid GSM mobile service completed 5 eventful years

• Future Group's niche plus-size clothing brand, aLL celebrated 10 years’ journey of
serving customers

• The most affordable fashion destination, fbb signed youth style icons Katrina Kaif
and Varun Dhawan as its brand ambassadors

• Bharti Retail joins hands with Future Retail

• Future Supply Chains Solutions Ltd launched its cold storage warehouse facility at
Mehsana, Gujarat

• Future Group forays into M-Commerce with the T24 Mobile App

• Big Bazaar redefines weekends with the launch of a never-seen-before campaign,

'Crazy Weekend'.

• Future Group launched the new age convenience store format, KB's Conveniently
Yours.

2014

• Future Group partnered with the Fortune 500 company and one of the largest online
shopping destination, Amazon

• Future Consumer Enterprises Limited acquired one of the India's oldest supermarket
chains in India with origins dating back to 1905 ,Nilgiris.

38 | P a g e
 • Future Supply Chain acquired New Delhi based processed-foods supply chain
company, Brattle Foods

• Future Group partnered with world's leading customer science company,

dunnhumby for data analytics services

• Future Group announced its strategic tie-up with SAP company hybris, that delivers
OmniCommerce™: state-of-the-art master data management for commerce and
unified commerce processes to its clients.

• India's First Mega Food Park was inaugurated by India's Honourable PM Shri
Narendra Modi at Tumkur Karnataka

• Central completed its 10 glorious years of serving customers

• HomeTown underwent a complete makeover with a new tagline, 'The Art of Better
Living', logo and in-store branding.

• Future Group's premium food destination Foodhall launched in Saket, New Delhi.

• Big Bazaar and Ezone were voted as one of the Top 50 Most Trusted Brands in the
country in the Brand Equity Survey 2013 conducted by Nielson. The survey also
revealed that Big Bazaar is the 4th Most Trusted Service Brand of the country

• fbb ties up with India's largest Beauty Pageant Femina Miss India 2014

• A New Generation Big Bazaar, Big Bazaar Family Centre was launched at Alcove in
Kolkata on January 6, 2014.

2013

• Foodhall, the premium lifestyle food destination launched in Pune.

• Our fashion brand Central opens its new store in Center Square Mall, Kochi.

• First batch of Future India Fellowship program started with 5 selected fellows across
the country. The fellowship aims to create thought leaders of tomorrow.

39 | P a g e
 • Future Group successfully introduced 'Big Bazaar Direct' an assisted shopping
concept where franchises will sell Big Bazaar products through a catalogue on a
'tablet'.

• Future Group introduced brand new fashion format 'I am In' for trendy youth of the
country.

• Big Bazaar introduced an exciting occasion for shopping 'April Utsav'.

• Future Group officially launched India's largest State of the Art Logistical Distribution
Hub at Nagpur.

• Big Bazaar introduced a unique customer membership program 'Big Bazaar Profit
Club.'

• Foodhall, the premium lifestyle food destination launched in New Delhi.

• Future Sharp, the Future Group arm that trains and develops the skills of youth
opened its new skill centre in Nashik.

2012

• On 1st May 2012, the company introduced a new retail initiative – Public Holiday
Sale

• Foodhall the premium lifestyle food destination launched its second store in
Bengaluru on 4th May 2012

• Big Bazaar redefined the concept of customer service with the launch of the
Rajajinagar Family Centre in Bengaluru with its unique Seva initiative on 24th
February 2012

• Future Sharp Skills Ltd. launched its first skill centre in Kolkata with a vision to train
and provide sustainable livelihood to five lakh youth of West Bengal by 2022

• Pantaloons became the first retailer to introduce a reality hunt as it set out on a
countrywide search for their next Fresh Face

40 | P a g e
 • Pantaloons launched its first store in Ludhiana, Visakhapatnam, Bilaspur

• Future Group started Aadhaar Franchise

• Future Supply Chains Express Logistics business became the fastest profitable
Express Business in India

• Keeping pace with the ongoing trends Fashion@ Big Bazaar decided to reposition
itself as fbb

• Pantaloons joined hands with PAYBACK . Being India's largest and one of the
strongest loyalty programs in Europe, PAYBACK offers were made available to all
Pantaloons customers

• Big Bazaar launched its home delivery services in Mumbai

2011

• April 2011 – KB's Fairprice celebrates opening its 200 stores in India

• May 2011 – Future Supply Chains becomes ISO certified

2010

• Future Group launches its telecom brand T24 in partnership with Tata Teleservices to
provide additional loyalty benefits to its customers.

• Future Group launches products in key FMCG categories through Sach, a brand co-
created with Sachin Tendulkar.

• Future Group connects over 4000 small and medium Indian manufacturers and
entrepreneurs with consumers.

41 | P a g e
2009

• Future Group celebrates its first Shopping Festival across all retail formats in key
Indian cities.

• Future Innoversity starts its campuses in Ahmedabad, Bangalore and Kolkata to offer
degree programs through a tie-up with IGNOU.

• Future Group partners with Hong Kong-based Li & Fung Group to strengthen its
supply chain and logistics network across the country.

2008

• Future Capital Holdings becomes the second group company to make a successful
Initial Public Offering (IPO) in the Indian capital market.

• Total operational retail space crosses the 10 million square feet mark.

• Future Group acquires rural retail chain Aadhar from the Godrej Group, which has a
presence in 65 rural locations.

• Big Bazaar crosses the 100-store mark, marking one of the fastest expansions of the
hypermarket format anywhere in the world.

2007

• Pantaloon Retail wins the International Retailer of the Year award at US-based
National Retail Federation convention in New York, and Emerging Retailer of the
Year award at the World Retail Congress held in Barcelona.

• Future Group crosses the $1 billion turnover mark.

• Specialized companies in retail media, logistics, IPR and brand development and
retail-led technology services become operational.

• Online portal [Link] becomes India's most popular shopping portal.

42 | P a g e
2006

• Future Capital Holdings, the group's financial arm, is formed to manage over $1.5
billion in real estate, private equity and retail infrastructure funds.

• Future Group enters into joint venture agreements to launch insurance products
with Italian insurance major Generali.

• Future Group forms joint ventures with US office stationery retailer Staples.

• Home Town, the home building and improvement products retail chain, is launched
along with consumer durables format Ezone and furniture chain Furniture Bazaar.

2005

• Future Group moves beyond retail and acquires a stake in Galaxy Entertainment,
Indus League Clothing and Planet Retail.

• Future Group sets up Kshitij, India's first real estate investment fund, to build a chain
of shopping malls.

2004

• Future Group launches India's first seamless mall, Central, in Bangalore.

2002

• Food Bazaar, the supermarket chain is launched.

2001

• Future Group launches three Big Bazaar stores within a span of 22 days in Kolkata,
Bangalore and Hyderabad.

43 | P a g e
1997

• Future Group enters modern retail with the launch of the first 8000-sq. ft. store
Pantaloons in Kolkata.

1995

• Future Group launches John Miller, a brand for Formal shirts.

1994

• The Pantaloon Shoppe, Future Group's exclusive menswear store in a franchisee

format is launched across the nation. The company starts distribution of branded
garments through multi-brand retail outlets across the nation.

1992

• Initial Public Offer (IPO) of shares by the Company.

1991

• BARE, an Indian denim brand is launched.

1987

• The company is incorporated under the name of Manz Wear Private Ltd.

• Pantaloons, one of India's first formal trouser brands, is launched.

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CHAPTER 4

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ONLINE TALENT ACQUISITION
TRENDS - A THEORETICAL
FRAMEWORK

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TALENT ACQUISITION

Talent acquisition is considered the lifeblood for many organizations. Talent acquisition is
based on an organization’s definition of what a star or talented performance is. Explain how
organizations formulate these definitions and how they influence expectations concerning
selection criteria to find these star performers. Consider in your answer how these
definitions serve as benefits and constraints in an organization’s recruitment and sourcing
strategy. Provide examples from industry and/or from your own organization. The recruiting
organization has never been the most glamorous department in the company. It doesn’t
directly bring in revenue or create game-changing products. Yet, it is the quiet enabler
behind these company successes and this has not gone unnoticed. Over 83% of recruiting
leaders state that talent is the number one priority in their company and that their team
regularly meets with the C-suite. This confidence also carries over into workforce planning --
75% of leaders say that their team is key to the company’s efforts there.

In my opinion talent acquisition is defined depending of the type of organization and

industry. Talent acquisition can be defined as a talent with the right skills, right culture fit,
and right experience to be successful in an organization.

Talent acquisition is a term used to talk about the process of finding, attracting, or
otherwise acquiring talented people to work for a company, as well as the steps taken to
retain them as employees. Since many companies rely on their employees for success, this
aspect of business is extremely important for the longevity of any company. There are many
different talent acquisition techniques that may be successful for a company, but given the
difficulties with this process, many companies practice recruitment process outsourcing.
Otherwise, talent acquisition is usually overseen by a company's human resources
department, who may utilize a variety of strategies to get the best talent for the most
reasonable cost. For many businesses that do not require skilled individuals, talent

47 | P a g e
acquisition is not a large problem. It is primarily companies that require workers with
specific talents other than being able to perform basic service functions that need good
strategies for hiring workers.

Talent acquisition is the process of finding and acquiring skilled human labour for
organizational needs and to meet any labour requirement. When used in the context of the
recruiting and HR profession, talent acquisition usually refers to the talent acquisition
department or team within the Human Resources department.

Talent acquisition is quickly becoming a unique profession, perhaps even distinct from the
practice of general recruitment. Talent acquisition professionals are usually skilled not only
in sourcing tactics, candidate assessment, and compliance and hiring standards, but also in
employment branding practices and corporate hiring initiatives. Talent acquisition as a
function has become closely aligned with marketing and PR as well as Human Resources. As
global organizations need to recruit globally with disparate needs and requirements,
effective recruiting requires a well thought out corporate messaging around hiring and
talent development. Talent acquisition professionals often craft the unique company
message around the approach the company takes to hiring and the ongoing development of
employees. The employment brand therefore encompasses not only the procurement of
human capital, but the approach to corporate employee development. The unique needs of
large companies especially to recruit and hire as well as attract top talent led to the
development of a unique talent acquisition practice and career.

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Recruiting professionals often move between agency recruiting and corporate recruitment
positions. In most organizations, the recruitment roles are not dissimilar: the recruitment
role is responsible for sourcing talent and bringing qualified candidates to the company.
However, modern talent acquisition is becoming a unique skill-set. Because talent
acquisition professionals many times also handle post-hire talent issues, such as employee
retention and career progression, the talent acquisition role is quickly becoming a distinct
craft. Some recruitment industry advisors even advocate for a talent department unique
from the HR department, because talent acquisition and development is so intertwined with
a company’s ultimate success and effectiveness.

As a craft, talent acquisition is of course not new; it is the simple process of recruiting good
talent to meet company needs. As a profession, however, talent acquisition is quickly
evolving into a unique and important job function. Talent Acquisition means a view of not
only filling positions, but also utilization of the candidates and their skills that come out of a
rigorous recruiting process as a means to fill similar positions in the future also.

These future positions can be identified today by looking at the succession management
plan, or by analysing the history of attrition for certain positions. This makes it easy to
predict that specific openings will occur at a pre-determined period in time. In few cases of
Strategic Talent Acquisition, clients will recruit today for positions that do not even exist
today but are expected to become available in the future. Taking the long term strategic
approach to talent acquisition has a huge impact on how an approach is made to a
candidate.

Talent acquisition is an ongoing cycle of process related to attracting, sourcing, recruiting

and hiring employees within an organization. This includes elements of employment
branding, outreach, networking and relationship building with potential candidate

49 | P a g e
communities to continually build and enhance the talent pool for an organization. Talent
Acquisition professionals understand that each talent has something of value to offer. They
also build relationships with the best of the talent that lead to more successful networking,
more referrals, more business and an amazing give and take of expertise, knowledge and
information.

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TALENT ACQUISITION vs. RECRUITMENT

Recruitment is about filling vacancies. Talent acquisition is an ongoing strategy to find

specialists, leaders, or future executives for your company. Talent acquisition tends to focus
on long-term human resources planning and finding appropriate candidates for positions
that require a very specific skillset. Some of the niche markets that may call for talent
acquisition strategies include technology, medicine, law, and financial management. Forbes
reports over a million job openings in cybersecurity alone in 2016. Niche roles in some
specialty industries may narrow the pool of potential candidates even further. If a company
expects faster than normal growth for the next several quarters, then a talent acquisition
strategy can save the company a great deal of time finding people to lead that growth
forward.

Attracting the best and brightest employees to your company isn’t a one-time only event. It
is a continuous process. Companies that are serious about their long-term futures should be
continually networking and building relationships with individuals who are at the top of
their fields. Some day, they may wish to court them as potential employees. Recruitment is
a subset of talent acquisition that, in Asia, is often the knee-jerk response to a resignation or
newly created role with a rigid set of skills and competencies to meet. While some
organizations have in-house capability and rely on job boards and active incoming
applicants, many tend to rely on contingency search firms to meet their needs. Not only are

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organizations dependent on contingency search firms, they are also failing to reach passive
candidates. This has led to Quality of Hire being inconsistent and time-to-fill rising.

PROCESS

Position Descriptions

Gathering information including items like the job title and description, and basic
qualifications for each job code. For the hiring manager, this automated feature ensures
that up-to-date titles and qualifications are used, and improves posting time by reducing the
need for data entry. Hiring managers are encouraged to include detailed job duties as well
as job related preferences to the position description. This information will be reviewed in
the strategy session with your recruiter. The posting may be customized by your recruiter in
order to attract the highest quality applicants for your position.

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Job Requisitions

A requisition will be initiated by the hiring manager and, after necessary approvals, will be
forwarded automatically to the recruiter.

Interviewing Candidates

Hiring managers will conduct interviews with candidates selected from the list of applicants
referred by the Talent Acquisition Team. In an effort to ensure consistency and to select the
best candidates for open positions, behavioural interviewing techniques are recommended.

Checking References

References should be obtained from individuals who provided supervision to the individual
or have unique insight into his or her work, or from the office specifically designated by the
employer to provide such information. To supplement any references obtained by the hiring
manager, employment verifications on external candidates will be conducted by a pre-
employment screening vendor and initiated by the recruiter on final candidates. References
for internal candidates are as important. The recruiter or hiring manager can conduct these
depending on circumstances and preferences. The recruiter will extend a contingent offer
until the current supervisor provides the reference.

Offer Process

Once a finalist is selected, the recruiter, in consultation with the hiring manager, develops
the salary recommendation and builds the offer letter of record. The recruiter can send the
offer letter directly to the candidate or to the hiring manager, for them to share with the
candidate. If the offer is accepted, the hiring manager notifies the recruiter and this triggers
a background check (if needed). Upon successful completion of the background check, the
hiring manager, with assistance from the onboarding administrator, gives the new hire their
official start date, initiates the onboarding process and arranges for the new hire's
orientation.

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Pre-Employment Criminal Background Check

Conduct all pre-employment background checks. The background check will be completed
only after a contingent offer of employment is made to the selected candidate and the
Talent Acquisition Team is notified. All offers of employment are contingent upon the
successful completion of the background check. Prospective hires cannot begin work prior
to the hiring department receiving notification from the Talent Acquisition Team that the
candidate meets all pre-screening criteria.

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TALENT ACQUISITION METHODS

One may argue that the most important task that your company has to undertake is
recruitment. Finding new talent in the market is incredibly difficult and HR managers across
the country have tried different methods of recruitment in order to find the best possible
candidates for their organizations. The employee is an integral part of the organization and
recruiting new employees who will improve the organization and take it forward is easier
said than done.

Overtime there have generally been two different types of recruitment methods that are
employed by HR managers across territory. One is the traditional recruitment method, while
the other is the modern recruitment method. One may argue which methods of recruitment
are the best, but overtime both have their positives in helping organizations hire the best
possible candidates.

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TRADITIONAL METHODS

When it comes to recruitment, organizations around the world have reaped the benefits of
the traditional recruitment methods which have served them well and delivered employees
which have played a key role in defining their organizations. Presenting the traditional
recruitment methods:

• Newspapers

Newspapers are among the oldest methods of communicating about vacancies to

people. They are read by a major segment of people even today. The best way to spread
the word about new jobs is through local newspaper advertisements. One can argue
that this is the simplest form of recruitment and yet the most effective method of all as
well.

• Local Employment Office

Many organizations have employed recruitment methods which are based on postings
at local unemployment offices, where there are bound to be people looking for a job
and you are likely to find all types and sorts of employees. Postings vacancies at local
employment offices is an effective way and they usually operate a wide networked
database, training programmes for candidates, financial support hiring programmes for
further assistance.

• Hiring Internally

Another way of recruitment which has been extremely successful over the years has
been the internal hiring program, through which the company often promotes
employees who are already part of the organization into the positions for which they are

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hiring. This is one of the safest methods of recruitment, since you know all about the
employee and the level of work you are getting from them. It is a time-tested method
and one of the easiest methods to hire right person for the job. The team knows the
existing employees and their potential, working styles, background, and performance.

• Temporary Employment Agencies

Temporary Employment Agencies are one of the most used methods for short listing
candidates and finding people who suit the organization’s preference and experience
requirements. One of the most used recruitment methods is through temporary
employment agencies that can shortlist potential candidates for your company and find
you experienced professionals in your field easily.

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NON-TRADITIONAL METHODS

The 21st century has seen a significant rise in technology and has seen modern day
recruitment methods grow in influence and make a difference in landing candidates for
organizations all over the city.

• 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 you to form a vast pool of potential candidates, within a
very short period of time. Social media websites such as LinkedIn, Facebook and Twitter
have communities where potential employees submit their resumes and credentials in the
hope of landing a job. Facebook and Twitter are used more than any other medium
nowadays. People use it for everything ranging from news to updating their job
requirements. Organizations and recruiters use this medium to engage with their
prospective candidates, employees, and even with trade patrons, in a few cases.

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 • Tapping Smart Phones

Smart Phones have made it easy to connect with the world and the young generation is
glued to it. Any page can be accessed through it. Organizers use this and interact with the
candidates by providing info about their companies online, optimizing company’s portal and
even using sms for communications.

• Event Recruitment

This concept has been pioneered by CISCO. Sponsoring events and building brand value is a
relatively useful concept. Companies sponsor events which are related to their ethic value,
value which they wish to represent through their association. It helps them gain popularity
and their message goes across a wide net of people. Common minded people gather at such
places and such events are a great way to recruit suitable employee.

The reasons why non-traditional methods have been becoming more popular and
preferable than the traditional ones are:

• Online systems

Non-Traditional Methods are mainly based on online workings. They make use of
documents which are in digital format, soft copies. Online Recruitment Methods use
web base which is a complex system and available at all times and all places for
communication between recruiters and candidates. All the processes are carried out
online using a variety of electronic means. It uses these systems and software to fill
vacancies – effectively and efficiently.

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• Time Frame

Traditional method of posting vacancies in newspaper, then waiting for responses for a
week or so and then beginning the process of sorting the received applications – this
took a lot of time. Online systems, needless to say, are quick, fast and reduce the time
requirement. However, in online systems, the job openings are posted instantly,
responses can be received in real time and sorting can be done very quickly based on
eligibility and required criteria, using software. All this saves a lot of time.

• Money Factor

Traditional methods were long and costly ways to fill up openings. However, online
systems are cost effective and offer a variety of s1ervices at half the rate of traditional
methods.

• Parallel Processing

Traditional Methods adapted a process wherein next phase could begin only after
previous phase had completed. This meant that time increased and the error of one
phase was carried on to the next phase. Thus, a mistake in beginning phases would
result in erroneous processing throughout. However, in modern systems, processing is
done in a parallel stream and the error can be identified and corrected then and there. It
saves the risk of carry forward of errors.

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• Success Rate

Traditional method of print media – national, regional or trade press faces restrictions. It
appears for a limited time, say a week or so. Online methods of recruitment, gives a
better rate of success for recruiters. However, an advertisement for vacancy on your
own site or on pages linked to Facebook, twitter, linked in stays there for as long as you
wish it to be – weeks, months or longer. The chances of people visiting the page and
responding to the ad, becomes higher and so does the success rate.

• Reach

Online methods give a wider reach as compared to traditional methods. The number of
recruiters and job seekers using internet for their career related searches is increasing
day by day. It reaches out to people beyond boundaries of geographical and national
restrictions. Thus, it gives access to larger pool of talented and qualified people.

• Depth and detail

Traditional methods offer no way of assessing a candidate’s eligibility and personality

and his/her suitability for the job apart from the job criteria. However, while using
online recruitment methods, the recruiter can attach a quiz to gauge the person’s
capability and competence then and there itself. It can be used to pre-screen the
applicants and hence only those who meet the recruiter’s requirement will proceed to
the next level of hiring.

• Personal Touch

Traditional Methods have a personal touch to them which is lacking in non-traditional

methods. Lack of human contact, everything being done through electronic means, over
the internet or through an outsourced agency makes it unsuitable for some
organizations. In traditional methods, the recruiter can discuss their requirements, ask

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for additional details or assess a person through his personality. Also, they can be asked
for their opinions on a large myriad of topics, apart from the job requirement, just to
weigh their overall competence. This is often missing in online methods.

• Competition

There is tough competition amongst the recruiting companies also, to hire the best
person. Each and every company is using non-traditional methods and thus, to stand out
from the rest, the company needs to offer something additional. They need to put in a
lot of efforts to be visible in the crowd.

• Size of Organization

Small organizations often do not use non-traditional methods as they find traditional
ones to be more comforting and within their reach. Such companies still believe that
referral is the best way to hire people as the employees are much more reliable in such
methods.

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 • Technical Competence

Using the power of social media or internet to hire people is not a very bright idea
for some people. It needs technical competence and proper management to secure
employees through these methods. Not all organization have such competent
people who can manage the online portal, the social media platforms and the
received responses effectively and thus they prefer the traditional methods.

Social Networks

The growing prevalence of social networks has catapulted giants such as LinkedIn and
Facebook into every recruiting strategy in the country. However, now that social media
recruitment is a well-known recruitment tactic to job seekers and LinkedIn’s user agreement
restricts data scraping on user profiles, niche players catering to industry specific networks
are popping up left and right, providing talent acquisition leaders with more social networks
to utilize, some that are even more effectively bringing in top talent.

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Social Network Features:

• Individuals can create a profile to feature personal data / professional

accomplishments.

• Employers can create branded pages to display their employee value propositions.

• Candidates can share (through broadcast and direct message functionality) relevant
content with their contacts and followers.

• Candidates can access content that prepares them for the job search and interview
processes.

• Candidates and recruiters can easily “make contact” with each other based on
relevant job postings or skills and quickly evaluate what common ground (e.g.,
connections) they might share.

• Social repository of data where contributors can find new work opportunities and
collaborate to develop content.

Social Network Market Contenders:

• Facebook

• LinkedIn

• GitHub

• Dribbble

• Stack Overflow

• Tapfame

• Masterbranch

• Treatings

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Social Search

Social search companies aggregate all of an individual’s information that lives in the public
domain (i.e., through social networks) and provides search access, for a fee, to employers so
they can get a more detailed overview of who a candidate is. These technologies leverage
innovative algorithms and machine-based learning techniques to produce search results
which provide significantly more visibility into the candidate being searched. What makes
social search companies so important in social recruitment is in large part thanks to
LinkedIn’s user agreement that restricts data scraping.

Social Search Features:

• Proprietary database(s) of candidates.

• The ability to search candidates across social networks like Linkedin, Twitter,
Facebook, Github, Google+, [Link], Xing, etc.

• Analysis of aggregate social data to identify high-performers and best-fit candidates

(e.g., Gild rates developers’ code on Github and provides a score).

• Technologies which leverage the most searched (i.e., effective) keywords to optimize
job requisition language.

• Organizational tools (e.g., workflow management) to help recruiters stay on top of

candidates with notes, stages, tasks, and reminders.

• ATS integrations to refresh / clean aging resume databases with new social data
(including de-duplication processes).

As social networks became an integral part of talent acquisition strategy, talent acquisition
tech innovators saw the opportunity and need for social search technology. There are
significant expansion opportunities for social search companies to scrape and capture data

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around the individual to better understand his / her preferences and goals and create
hyper-focused or personalized recruitment campaigns, similar to how advertising
technologies are able to target prospects based on individuals’ online behaviours, searches,
and posts.

Job Advertising is Getting Outsourced

Job advertising is a component of talent acquisition that has always and will always be
necessary, but until recent years, it required little upkeep. The mid-2000s proved a tough
job market for candidates and easy recruitment for talent acquisition teams.

Today, the job advertising vertical is one of the largest in terms of market size (consolidated
revenue of all companies) and in terms of the number of players. This broad area is broken
up into three segments: Job Boards, Job Board Aggregators and Job Marketing and
Distribution, all of which are seeing an increasing number of users every year.

Job Boards

There are a large number of job boards in business, with varying levels of scale and success.
Oftentimes, an entering job board player will identify a market niche or segment (e.g., tech
talent in Untapt) and focus on building a talent pool in that category to gain scale and
relevance. Most job boards offer job seeker solutions for free to attract candidates to their
respective platforms, likely why they are the most used search channel for job seekers

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today. The top channel job seekers use to search for new jobs is job boards. In fact, 60% of
job seekers use online job boards for their job search.

The current trend of crossing over social network recruitment with job board recruitment is
stirring things up in this area of talent acquisition. As a result, job board companies are
stepping up their game and putting a greater focus on the candidate experience. Innovative
companies leveraging mobile functionality are reinventing the job board model by
introducing gamified elements and features of successful mobile apps (e.g., swipe right for
“yes”) to improve the candidate experience. Big data continues to be a competitive
differentiator for companies that can successfully leverage it to offer more personalized,
data-driven solutions to individual and recruiter customers. Many of the job boards are
moving to a pay per click model following Indeed’s success.

Job Board Contenders

• Monster

• Untapt

• Careerleaf

• Dice

• Workpop

• Careerbuilder

• The Ladders

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Job Board Aggregators

Job board aggregators provide solutions to both individuals and employers. These
companies aggregate job listings from job boards, niche job sites and directly from
employers. Similar to job boards, employers are able to pay to post jobs through these
aggregators or to search through candidate databases.

These companies run into the same issues as traditional job boards with social recruitment.
For that reason, many job board aggregators are enhancing the customer experience with
candidate-focused features. For example, many companies are ramping up advanced search
functionality and customizing email alerts for users.

Job Aggregator Contenders

• Indeed

• Jobrapido

• Jobs2Careers

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Job Marketing and Distribution

This segment is employer-focused and is generally meant for companies doing a significant
volume of hiring, including job boards and staffing firms. These companies offer a plethora
of features that help larger companies streamline their talent acquisition efforts to optimize
the promotion and distribution of their jobs.

Job Marketing and Distribution Contenders

• ZipRecruiter

• ClearFit

• Smashfly

• Clinch

• Seedjobs

Online Staffing

Online staffing companies are leveraging technology to disrupt the traditional staffing
model. Unlike staffing firms, these companies deliver talent exchanges through
marketplace models. These web-based platforms let individuals buy and sell various services
and provide features that enable online project engagement and self-service options (e.g.,
billing, rating, scoping, and feedback). We’ve broken down online staffing into five subsets.

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The Five Subsets of Online Staffing:

• Crowd-sourced recruitment

• Temporary Labour Marketplace

• E-Staffing

• Recruitment Marketplace

• College Recruiting

Online Staffing Contenders

• Gigwalk

• Amazon Mechanical Turk

• Laterally

• [Link]

• Hourlynerd

• Fiverr

• BountyJobs

• Looksharp

• Hire Canvas

Crowd-Sourced Recruitment

These are task-based services or scoped work projects. They let you set your own budget
and get the product you want without the hassle of having to go and find someone on your
own. Employers share tasks and let individuals create and submit their own unique solutions
of which the employer selects the winning solutions.

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Temporary Labour Marketplace

Similar to crowd sourced recruitment, the temporary labour marketplace companies consist
of task-based and / or scoped projects. The difference is that these platforms include one
submission for every project posted. Many of the companies in this segment have found
success focusing on vertical-specific or job-specific offerings because they are able to scale
much more efficiently.

E-Staffing

E-staffing companies have been in the limelight recently. [Link] recently closed their
series A round of funding at a $200 million valuation. These technologies are reinventing
how traditional staffing works by leveraging technology to reduce their cost base (which
reduces the price for employers) and scale extremely quickly.

Recruitment Marketplace

Recruitment marketplaces are narrowly focused temporary labor marketplaces. These

platforms have pools of thousands of independent recruiters. Some of these platforms
allow you to hire a recruiter per hour and others allow you to crowdsource your recruitment
so that many recruiters can work on the same job, ideally reducing your time to fill.

College Recruiting

The companies in this Segment offer a number of different ways to connect students in
college, or recent graduates, with work (full, part-time and internship).

Online Staffing platforms are generally not the employers of record for the contingent talent
who use their software, rather they are brokers of talent. While currently a strategic
advantage that reduces these companies’ cost profiles and risk, these companies are

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beginning to, and we believe will continue to, encounter headwinds as worker classification
comes under increasing levels of scrutiny.

Talent acquisition has undergone a significant transformation in the last five years. With
76% of the online population now on social media, it has never been easier to find and
source candidates online. However, the social web has also made recruiting more complex
as candidates are becoming more segmented across the web. So, while it’s easier than ever
to find talent, the challenge is in the outreach. With so many organizations jumping on the
social recruiting bandwagon, it’s becoming harder to get a response from top candidates
since it’s likely they are not actively looking or are being contacted by other companies too.

The importance of the recruiting department of course translates into more responsibility.
The majority of recruiting departments, 56% of all respondents, expect to have to hire even
more people this year. While the global numbers are very positive, this is the first time in
five years when the year-over-year growth is slowing down. This subtle cooling of the job
market reflects hiring slowdown in Brazil, China, and parts of Europe. As most departments
across the globe will be focusing on sales, operations, and engineering talent, recruiting
teams have to start thinking more strategically about how to find and recruit these talent
pools. Relying on data to pinpoint locations where the supply of talent is higher than the
demand is a crucial first step. Another successful tactic is targeting each of these functions
with highly customized employer branding content.
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Speaking of finding talent, almost half of recruiters say that employee referrals are their top
source of quality hires. That not surprising, given that referred employees are faster to hire,
perform better, and stay longer in the company. The other sources that complete the list
are job boards and social professional networks, along with staffing firms and internal hires.
Despite recruiters sharing that employee referrals are the top source of quality hires, very
little budget gets allocated to referral programs. Same with employer branding – described
as one of the most important trends, it is one of the last places where teams invest.

Looking Back at 2014:

• End-to-end talent acquisition requires its own integrated model separate from talent
management.

• Recruitment marketing is a key priority for companies looking to identify and attract
top talent.

• Onboarding requires companies to balance both the tactical with the strategic
elements of the new hire experience.

The following research reports outline the strategies companies must embrace when
transforming talent acquisition from a tactical to a strategic endeavour:

• Knowledge Graphic: Use of Social in Talent Acquisition. This Knowledge Graphic

looks at the use of social technologies in talent acquisition based on results from
Brandon Hall Group’s 2014 Social Talent Acquisition Pulse Survey. In particular, this

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 graphic looks at key business objectives and how organizations put social tools to use
in various stages of the talent acquisition process.

• 5 KPIs of High-Performing Onboarding. Onboarding is a combination of forms

management, tasks management, and socialization. In this Knowledge Points report,
we use data from Brandon Hall Group’s 2014 Talent Acquisition Benchmarking Study
to elicit 5 key performance indicators of high-performance onboarding.

• Talent Acquisition Technology: Navigating the Solution Provider Landscape. Talent

acquisition technology has come a long way over the last 15 years. The emergence of
the Internet brought us online job boards. Online job boards brought us an influx of
job applications. An influx of job applications drove demand for applicant tracking
systems. And with the emergence of cloud-based, Soſtware-as-a-Service (SaaS)
solutions, applicant tracking systems (ATS) have become the backbone of talent
acquisition today. This white paper divides TA technology into three categories,
makes sense of the myriad offerings, identifies leading technology innovators, and
gives you the ammunition you need to navigate this complex and fast-changing
market.

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Predictions for 2017:

• End-to-end talent acquisition: A few years ago, the biggest trend in HCM was the
concept of an integrated talent management strategy- a way for organizations to
build consistency throughout all of their talent processes. Although this integrated
model has provided tremendous value to the overall business, many recruitment
functions have lost their way. By focusing solely on integration, they have failed to
address the growing complexities of talent acquisition. Leading companies are
beginning to take a step back, re-examining their recruitment processes and
providing the same rigor around the idea of an integrated talent acquisition model.
These companies are implementing programs and technology solutions that will
connect the dots between employer branding, sourcing, screening, assessments,
hiring and onboarding.

• Video: It is no surprise that video has disrupted the talent acquisition market.
Organizations regardless of industry or company size are embracing video tools for
branding, sourcing, interviewing and onboarding. We will continue to see video
solutions become part of end-to-end talent acquisition.

• Recruitment analytics: Big data is the big topic in HCM. As companies look to make
sense of various sources of candidate data, recruitment analytics is becoming a
popular topic. With the right information and the right tools, companies can make
better decisions around their hires and measure the effectiveness of their
recruitment efforts. The challenge is selecting the right provider and defining metrics
that will align with business objectives. We predict more organizations will include
recruitment analytics as a key requirement when evaluating recruitment technology.

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ROLE OF TECHNOLOGY IN TALENT ACQUISITION

Technology was hailed as the death knell for agencies, as it was assumed that employers
would drastically cut their agency usage in favour of technology. To a certain extent, this is
true as employers should expect to make significant reductions in agency usage once they
have implemented software. However, it is simplistic to surmise that the future of the
recruitment agency is a bleak one, as employers will always use them as part of their overall
strategy either due to convenience or in order to access otherwise inaccessible candidates.
As a result technology, should be used as a facilitator of the recruitment process, organising
the various stakeholders and allowing them to collaborate together to reduce the overall
administrative burden. To this end the agencies should be viewed as key stakeholders and
the technology should aid the building of trusting and informed relationships. As a result,
employers should demand at the very least that their technology

• automatically notifies the appropriate agencies of requirements,

• sends an attachment or a link, within this notification, of the job description and, if
appropriate, a more complete job specification,

• allows the agent to log in and supply candidate details online,

• is simple and intuitive so that the agent does not require training,

• allows the agents to review their candidate’s progress online without having to
contact the recruiter - essential for building trust in the relationship,

provides on-demand reports that detail agency performance.

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CHAPTER 5

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EMPLOYEE PERSPECTIVE ON
ONLINE TALENT ACQUISITION
TRENDS IN NUFUTURE
DIGITAL INDIA LIMITED

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 1. What is the source of the majority of your candidates?

• Job Boards

• Corporate career sites

• Employee referrals

Table: 1

No. of respondents
Job Boards 7
Corporate Career Site 28
Employee Referrals 15

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Pie Chart:

Job Boards Corporate Career Site Employee Refarrals

INTERPRETATION:

From the above analysis, we can interpret that 56% of the employees prefer to recruit from
Corporate Career Sites, 30% prefer Employee Referrals and 14% of the employees prefer Job
Boards.

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 2. How satisfied are you with the talent acquisition process of the company?

• Extremely satisfied

• Satisfied

• Neither

• Dissatisfied

• Extremely dissatisfied

Table: 2

No. of respondents
Extremely satisfied 6
Satisfied 27
Neither 9
Dissatisfied 5
Extremely dissatisfied Nil

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Pie Chart:

extremely satisfied satisfied neither dissatisfied extremely dissatisfied

INTERPRETATION:

From the above analysis, we can interpret that 54% of the employees are satisfied with the
talent acquisition methods used in NFDIL, 18% of them are neutral, 12 are extremely
satisfied, 10% of them are dissatisfied and none of them are extremely dissatisfied.

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 3. Is the organization doing timeliness Recruitment and Selection process?

• Yes

• No

Table: 3

No. of respondents
Yes 33
No 17

Pie Chart:

yes no

INTERPRETATION:

From the above analysis, we can interpret that 66% of the employees of NFDIL agree that
the organization is doing a timely acquisition of talent, where as 34% of them do not agree
to it.

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 4. How well are the organization’s affirmative action needs clarified and supported in
the selection process?

• Poor

• Adequate

• Excellent

Table: 4

No. of respondents
Poor 9
Adequate 20
Excellent 21

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Pie Chart:

poor adequate excellent

INTERPRETATION:

From the above analysis, we can interpret that 42% of the employees think that the
affirmative action needs are excellently clarified during the time of selection, 40% of them
think they are adequately managed and 18% or them say that it is poorly managed.

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 5. Percentage of time an average resume spends in each stage of the hiring process:

• Received applications’ analysis

• HR screening

• HR manager review

• Interviews

• Selection and hiring

Table: 5

Percentage
Received applications 24%
HR screening 12%
HR manager review 14%
Interviews 29%
Selection and hiring 21%

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Pie Chart:

Received applications HR Screening HR Manager Review Interview Selection and Hiring

INTERPRETATION:

From the above analysis, we can interpret that 24% of time of the recruitment and selection
process is consumed in reviewing applications,12% of the time in HR Screening, 14% of the
time in HR Manager Review, 29% of the time during interviews and 21% of the time in
selection and training.

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6. What sourcing techniques do you prefer?

• Internal

• External

Table: 6

No. of respondents
Internal sources 19
External sources 31

Pie Chart:

Internal sources External sources

INTERPRETATION:

From the above analysis, we can interpret that 62% of the employees prefer external
sources where as 38% of them prefer internal sources in acquiring talent.

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7. What are you looking for while CV screening?

• Experience

• Education

Table: 7

No. of respondents
Experience 29
Education 21

Pie Chart:

Experience Education

INTERPRETATION:

From the above analysis, we can interpret that 58% of the recruiting team chose
experience over the rest who voted for educational qualifications.

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8. Rate the effectiveness of the interviewing process and other selection instruments (such
as testing)?

• Poor

• Adequate

• Excellent

Table: 8

No. of respondents
Poor 6
Adequate 20
Excellent 24

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Pie Chart:

Poor Adequate Excellent

INTERPRETATION:

From the above analysis, we can interpret that the recruitment process and selection
instruments are rated excellent by 48% of the employees, adequate by 40% or the
employees and poor by 12% of the employees.

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9. Rate how well HR finds good candidates from non-traditional sources when necessary?

• Poor

• Adequate

• Excellent

Table: 9

No. of respondents
Poor 7
Adequate 17
Excellent 26

Pie Chart:

Poor Adequate Excellent

INTERPRETATION:

From the above analysis, we can interpret that acquiring talent from non-traditional
sources in NFDIL is 52% successful, 34% adequate and 14% poor according to the
employees.

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10. Have you been made aware of the policies and procedures of HR Planning? Do you know
and understand them?

• Not at all aware

• Aware of it but need more information

• Know and understand it

Table: 10

No. of respondents
Not aware at all 2
Aware of it but need more information 17
Know and understand it 31

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Pie Chart:

Not aware at all Aware of it but need more information Know and understand it

INTERPRETATION:

From the above analysis, we can interpret that 62% of the employees have been
made aware of the talent acquiring policies and procedures of the organization, 34%
of them employees do not completely understand them and about 4% of the
employees have no idea about the policies and procedures.

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11. How do you build a talent pipeline?

• Traditional methods

• Non-traditional method

• Both

Table: 11

No. of respondents
Traditional methods 12
Non-traditional methods nil
Both 88

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Pie Chart:

Traditional methods Non-traditional methods Both

INTERPRETATION:

From the above analysis, we can interpret that, to build a talent pipeline, 88% of the
recruiting team use both the traditional as well as non-traditional methods in acquiring
talent, only 12% of the HR team use just traditional methods to acquire talent and none of
the employees use only non-traditional methods to recruit people.

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CHAPTER 6

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SUMMARY AND SUGGESTIONS

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FINDINGS

• A majority of the candidates are acquired from the corporate career sites.

• The organization, NuFuture Digital (India) Limited is performing timely recruitments

and a majority of the employees are satisfied with the procedure followed.

• A majority of the hiring team prefers external sources of recruiting over internal
sources.

• Managers are equally inclined towards selecting education over experience and vice
versa.

• Both traditional and non-traditional methods are used in recruiting talent into the
organization.

• Over 65% of the employees in NuFuture Digital India Limited are satisfied and happy
with the process of acquiring talent in the organization.

• The organization’s affirmative needs are well communicated in the selection process;
however, a very number of employees seem to consider it insufficient.

• The average level of time spent in each level of hiring process is analysed.

• A large number of employees (80%) think that the interviewing process and the tools
used in the process and highly effective; however, some of the employees of
NuFuture Digital India Limited also think that there is place for improvement.

• Even though the recruiting team is using traditional sources of recruitment, most of
the hiring team says that non- traditional sources or the modern methods of
recruiting seem to give the best results.

• Over 90% of the employees of NuFuture Digital India Limited are completely aware
of the policies and procedures of Human Resource Planning, but some of them fail to
completely understand the exact purpose.

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CONCLUSION

Human resources play a very important role in the success of the organization. Human
resources are the people that staff and operate an organization. Human resource
management is an organizational function that deals with the people and issues related to
people such as compensation, hiring, performance management, and training. Hence
human resource management is vital to the organisation. Efficient management of the
finances and markets depend upon human resources. Hence there is the need for effective
management of human resources irrespective of the size and nature of the organization. As
the success of any organization largely depends on the quality of its human resources,
Human Resource Planning and Talent Acquisition acquires special significance in any
organization.

The talent acquisition landscape is fast-paced and ever changing. With the advancement of
hiring tech, how employers seek out top talent has become more focused and specialized,
even among large enterprises. The biggest trends today revolve around customization;
creating an unforgettable candidate experience, personalizing recruitment campaigns, and
job advertisements and cultivating relationships with active and passive candidates alike.

NuFuture Digital India Limited follows decentralized organizational structure. Everyone’s

opinions and voices are heard, considered and implemented after thorough evaluation of all
opportunities and threats. During my internship and through the survey conducted, I
understood that there are no communication gaps in the organization.

One can grasp the strategic implications that the manpower of an organization has in
shaping the fortunes of an organization. This is where the role of Talent Acquisition comes
in. The role of Talent Acquisition in the contemporary organization is a subject on which the
experts have pondered, deliberated and studied, considering the vital role that they
obviously play.

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SUGGESTIONS

 Before starting a recruitment and selection process, job descriptions should be

defined for each role in the organization. Each job description should include the
skills and education required to perform each role successfully, as well as a detailed
list of responsibilities.
 Manpower planning should be followed before talent acquisition.
 Cost benefit analysis should be done before creating a position and filling it.
 Data banks should be computerized and dead CVs should be destroyed.
 External sources should be given equal importance along with internal sources, with
which new talents and skills will be introduced into the organization.
 Managers should ensure that there are no communication gaps in communicating
about the affirmative needs, procedures of acquisition and the instruments used in
the process.
 A proper talent acquisition mix should be created from both the traditional and non-
traditional methods of acquiring talent.
 Timely recruitment and selection should be conducted.

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BIBLIOGRAPHY

Websites:

• Wikipedia

• Google

• Scholar google

• [Link]

• [Link]

• [Link]

• [Link]

• [Link]

• [Link]

• [Link]

• [Link]

• [Link]

• [Link]

• [Link]

Books:

• Human Resource Management by John Jackson and Robert L Mathis

• People Management and Development – Human Resource Management at Work by

Adrian Wilkinson

• Who: The A Method of Hiring by Geoff Smart and Randy Street

• Hire the best and avoid the rest by Michael Mercer

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Questionnaire

(Sample size- 50)

1. What is the source of the majority of your candidates?

 Job Boards

 Corporate career sites

 Employee referrals

2. What is the source of your best candidates?

 Employee Referrals

 Job Boards

 Corporate Career site

 Other

3. Percentage of time an average resume spends in each stage of the hiring process

 Received applications

 HR screening

 HR manager review

 Interviews

 Selection and hiring

4. Percentage of new hires who met the first performance milestone?

On a scale of 1 to 10.

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5. What sourcing techniques do you prefer?

 Internal

 External

6. What are you looking for while CV screening?

 Experience

 Education

7. How do you build a talent pipeline?

 Traditional methods

 Non-traditional method

8. Have you been made aware of the policies and procedures? Do you know and
understand them?

 Not at all aware

 Aware of it but need more information

 Know and understand it

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9. How satisfied are you with the talent acquisition process of the company?

 Extremely satisfied

 Satisfied

 Neither

 Dissatisfied

 Extremely dissatisfied

10. How well are the organization’s affirmative action needs clarified and supported in
the selection process?

 Poor

 Adequate

 Excellent

11. Is the organization doing timeliness recruitment and Selection process.

 Yes

 No

12. Does HR provide an adequate pool of quality applicants?

 Yes

 No

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13. Rate the effectiveness of the interviewing process and other selection instruments,
such as testing?

 Poor

 Adequate

 Excellent

14. Rate how well HR finds good candidates from non-traditional sources when
necessary?

 Poor

 Adequate

 Excellent

15. Is the HR Department efficient in Selection of the employees?

 Yes

 No

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 ANNEXURE

1. Name of student: Ashritha Meghadri

2. Regd. No.: 115200202057
3. Contact No. of the student: 07702138313
4. Email ID of the student: ashrithameghadri@[Link]
5. Name of the internship organization: NuFuture Digital India Limited
6. Topic of internship: Online Talent Acquisition Trends in NuFuture
Digital India Limited.
7. Location of the organization: Mumbai
8. Date of joining: 15th May,2016.
9. Name of internship supervisor: Mr. M.V.S. Murthy
[Link] of supervisor: [Link]@[Link]

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