AN ORGANIATIONAL STUDY ON THE ANALYSIS OF QUALITY OF

HIRES AT EMBEDUR SYSTEMS (INDIA) PRIVATELIMITED

A THESIS

Submitted by

THIRISHALI.K
(310621631104)

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

EASWARI ENGINEERING COLLEGE,

CHENNAI

(Autonomous Institution)

Affiliated to

ANNA UNIVERSITY CHENNAI - 600025

MAY 2023
 EASWARI ENGINEERING COLLEGE,
CHENNAI (AUTONOMOUS INSTITUTION)

AFFILIATED TO ANNA UNIVERSITY, CHENNAI 600025

BONAFIDE CERTIFICATE

Certified that this Thesis titled “AN ORGANISATIONAL STUDY ON THE

ANALYSIS OF QUALITY OF HIRES AT embedUR SYSTEMS (INDIA)PRIVATE

LIMITED” is the

Bonafide work of THIRISHALI.K (310621631104) who carried out the work under my

supervision. Certified further that to the best of my knowledge the work reported herein does not

form part of any other thesis or dissertation on the basis of which a degree or award was

conferred on an earlier occasion on this or any other candidate.

SIGNATURE SIGNATURE
Dr. Sai Kumari.V., MBA., PGDCS.,Ph.D.,PDF. Dr. Satish .R .,MBA

PROFESSOR & HEAD, ASSISTANT PROFESSOR,

Dept. of Management studies, Dept. of Management studies,

Easwari Engineering College, Easwari Engineering College,

Ramapuram, Ramapuram,

Chennai - 600 089. Chennai - 600 089.

Submitted for Semester Examination held on

INTERNAL EXAMINER EXTERNAL EXAMINER

 ABSTRACT

Human resources continue to remain the most precious resource for any organization.
Having the right person on the board is indispensable for the success of any organization.
Recruitment and selection process has been a very important process in almost every
organization and handling it effectively needs an effective human resource department.
Finding the right man for the job and developing him into a valuable resource is an
indispensable requirement of every organization. Proper recruitment helps the line
managers to work most effectively in accomplishing the primary objective of the
enterprise.
Talent acquisition is used to provide the organization with the right
workforce forattaining its business goals. Talent acquisition has a tremendous potential for
growth in the mere future. It plays a vital role in the economic development of any
organization. Talent acquisition is important because it affects, positively, the efficiency of
any company. The improvement of the talent acquisition process is possible by
understanding the need of best talent in the economic growth of the company. The main
purpose of talent acquisition is to identify talented people. The special knowledge or skills
of talented people can/should be transformed by a company’s management into a key to
achieve the competitive advantage in the market. In simple words, Talent acquisition
means finding right people, for the right positions, at the right time for fulfilling the
strategic and business goals of the organization.

Talent Acquisition is the process of attracting, finding & selecting talented individuals
those who align with the business strategy, possess required skills and/or competencies,
and who will integrate smoothly & productively into the organization & its culture to meet
its current & future business needs. The project covers introduction of Recruitment and
Selection, Sources of Recruitment, Talent acquisition, Steps in the Talent acquisition
Process, and Suggestions to make the Recruitment Process more effective, and overcome
the major challenges in talent acquisition.

KEYWORDS: Talent acquisition, recruitment, selection, quality of hires

 TAMIL ABSTRACT

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பWனுள் ளமன் த d ள F ரறசதர d.
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னபர் ந் F ரரகள் மற் ற் ம் த் றரமரகWகப் படுத் Fதலில்
உள் ளமுக் க் Wசdொ் ்் ல் கரளசொம ் ள் க் கஇந் த திடடம்
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,ஆடச சரப் ப் ,சதரவ் ,பண W மரத் தப் படட d ரக
COMPANY CONFIRMATION LETTER
COMPANY COMPLETION LETTER
 LIST OF CONTENTS
CHAPTER TITTLE PAGENO

ABSTRACT
ACKNOWLEDGEMENT
LIST OF CONTENTS
LIST OF TABLES
LIST OF CHARTS
1 INTRODUCTION
1.1 Introduction
1.2 Object of the study
1.3 Problem statement
1.4 Scope of the study
1.5 Limitation of the study
1.6 Research Methodology
2 REVIEW OF LITERATURE
3 PROFILE
3.1 Industry profile
3.2 Company profile
4 DATA ANALYSIS AND INTERPRETATION
4.1 Descriptive Analysis
5 INFERENTIAL ANAYSISIS
ANDINTERPRETATION
5.1 Chi Square Test
5.2Correlation
5.3 One-way Anova
5.4 Independent T test
6 FINDINGS , SUGGESTIONS , CONCLUSION
6.1 Findings
6.2 Suggestions
6.3 Conclusion
BIBLIOGRAPHY
ANNEXURE
 LIST OF TABLES
TABLE TITTLE PAGE
NO NUMBER
4.1.1 Gender of the respondents
4.1.2 Specialization of the respondents
4.1.3 Source of recruitment of the respondents
4.1.4 Frequency of hiring of the respondents
4.1.5 Reference check of the respondents
4.1.6 Job description and job specifications
4.1.7 Reputation is significant of the respondents
4.1,8 Strict hiring process is necessary of the
respondents
4.1.9 Strong scrutinization is necessary of the
respondents
4.1.10 Freshers become self-sufficient of the
respondents
4.1.11 Laterals become self- sufficient of the
respondents
4.1.12 Candidates adapt to the company
culture of therespondents
4.1.13 Hiring procedure is successful in the
company ofthe respondents
4.1.14 Hiring process has a lot of
challenges of therespondents
4.1.15 Employee turnover is affected of the
respondents
4..1.16 Ethically apspropriate candidates are
hired of therespondents
4.1.17 Skilled candidates are expected of the
respondents
4.1.18 Hiring process is different as per the
respondents
4.1.19 Defining of the object of the respondents
4.1.20 Career growth should be
explained of therespondents
4.1.21 Quality is expected over quantity of the
respondents
4.1.22 Candidates adjust to the company
quickly of therespondents
4.1.23 Engineering candidates are preferred
more of therespondents
4.1.24 Quanty is the aim of the respondents
 LIST OF CHARTS
TAB TITTLE PAGE
LE NUMB
NO ER
4.1.1 Gender of the respondents
4.1.2 Specialization of the respondents
4.1.3 Source of recruitment of the respondents
4.1.4 Frequency of hiring of the respondents
4.1.5 Reference check of the respondents
4.1.6 Job description and job specifications
4.1.7 Reputation is significant of the respondents
4.1,8 Strict hiring process is necessary of the
respondents
4.1.9 Strong scrutinization is necessary of the
respondents
4.1.10 Freshers become self-sufficient of the
respondents
4.1.11 Laterals become self- sufficient of the
respondents
4.1.12 Candidates adapt to the company culture of
therespondents
4.1.13 Hiring procedure is successful in the
company ofthe respondents
4.1.14 Hiring process has a lot of challenges of
therespondents
4.1.15 Employee turnover is affected of the respondents
4..1.16 Ethically apspropriate candidates are hired of
therespondents
4.1.17 Skilled candidates are expected of the
respondents
4.1.18 Hiring process is different as per the respondents
4.1.19 Defining of the object of the respondents
4.1.20 Career growth should be explained of
therespondents
4.1.21 Quality is expected over quantity of the
 respondents
4.1.22 Candidates adjust to the company quickly of
therespondents
4.1.23 Engineering candidates are preferred more of
therespondents
4.1.24 Quanty is the aim of the respondents
 CHAPTER -1 INTRODUCTION

1.1 INTRODUCTION:

Acquiring and retaining high-quality talent is critical to an organization’s success. As the

job marketbecomes increasingly competitive and the available skills grow more diverse,
recruiters need to be more selective in their choices, since poor recruiting decisions can
produce long-term negative effects, among them high training and development costs to
minimize the incidence of poor performance and high turnover which, in turn, impact staff
morale, the production of high-quality goods and services and the retention of
organizational memory. At worst, the organization can fail toachieve its objectives thereby
losing its competitive edge and its share of the market.

Recruitment is described as “the set of activities and processes used to legally obtain a
sufficient number of qualified people at the right place and time so that the people and
the organization can select each other in their own best short- and long-term interests”. In
other words, the recruitment process provides the organization with a pool of potentially
qualified job candidates from which judicious selection can be made to fill vacancies.
Successful recruitment begins with proper employment planning and forecasting. In this
phase of the staffing process, an organization formulates plans to fill or eliminate future
job openings based on an analysis of future needs, the talent available within and
outside of the organization, and the current and anticipated resources thatcan be
expended to attract and retain such talent.
 TALENT ACQUISITION PROCESS:
The talent acquisition process usually follows these
important steps:

Step 1: Lead generation:

The process starts with a compelling job advert and detecting all the places where
specialists in a particular industry gather. Hence, talent acquisition team members need to
target suitable social networks, industry conferences, events, communities, and forums.
That's where they can reach fittingtalents and grow connections. By doing so, they are
generating a talent pool and candidate pipeline oftop-notch candidates.

Step 2: Attraction and recruiting:

Developing a strong organizational brand and culture and promoting it are the main
components ofattraction and retention. Thus, they need to ensure an engaging candidate
experience and keep in touch with those who might not be fit now but can be perfect in the
future.

Step 3: Interview and assessment:

It's essential to determine prerequisite skills and qualities, but also the principal indicators
of a successful performance. The pre-employment assessment stage helps you remove the
application ofunsuitable candidates from the very beginning. The next step is to build
interview questions around these insights or use alternative tools of candidate assessment,
such as a skills test or a demonstratedpitch.

Step 4: References checks:

A reference check is a process of verifying the history of the candidate by contacting
his/her previousemployer and colleagues. Although many recruiters skip this step, it can
be helpful to check whether there are any concerns or novel impressions. But always
remember before conducting the process of reference to check out all your needed
questions and which answer you are seeking.

Step 5: Final selection:

The essential step is to evaluate the candidates and select the best one. Many uses
tracking or talentacquisition software for this phase to alleviate the process of
time- consuming activities.

Step 6: Hiring and onboarding:

These two practices are often done by someone else, but they are the climax of recruiting the
best candidates. It's crucial to provide new employees with seamless onboarding because
that can have adirect effect on retention rates.

The Talent Acquisition industry has four basic types of firms:

1). Employment agencies deal with clerical, trades, temporary and temporary
employment opportunities.

2). Recruitment websites and job search engines used to gather as many candidates as
possible by advertising a position over a wide geographic area. Although thought to be a cost-
effective alternative, a human resource department or department manager will spend time
outside their normalduties reading and screening resumes. A professional recruiter could read
and screen resumes, talk topotential candidates and deliver a selective group in a timely
manner.

3). "headhunters" for executive and professional positions. These firms are either
contingency or retained. Although advertising is used to keep a flow of candidates these firms
rely on networking astheir main source of candidates.

Niche agencies specialize in a particular industrial area of staffing. Some organizations prefer
to utilize employer branding strategy and in-house recruitment instead of recruiting firms. The
difference is that a recruiting firm is always looking for talent whereas an internal department
is focused on filling a single opening. The advantage associated with utilizing a third-party
recruiting firm is their ability to know where to find a qualified candidate. Talent
Management is a key component to the services a professional recruiting firm can provide.
The stages in recruitment include sourcing candidates by networking, advertising, or other
methods.
Utilizing professional interviewing techniques to understand the candidate’s skills but
motivations to make a move, screening potential candidates using testing (skills or personality)
is also a popular part of the process.The process is meant to not only evaluate the candidate but
also evaluate how the candidate will fit into the organization. The recruiter will meet with the
hiring manager to obtain a specific position andtype information before beginning the process.
After the recruiter understands the type of person the company needs, they begin the process
of informing their network of the opportunity. Recruiters playan important role by preparing
the candidate and company for the interview, providing feedback to both parties and handling
salary/benefits negotiations.
 4). Agency Types:
The recruitment industry is based on the goal of providing a candidate to a client for a price.
At oneend of the spectrum there are agencies that are paid only if they deliver a candidate that
successfullystays with the client beyond the agreed probationary period. On the other end of
the spectrum there are agencies that are paid a retainer to focus on a client's needs and
achieve milestones in the searchfor the right candidate, and then again are paid a percentage
of the candidate's salary when a candidate is placed and stays with the organization beyond
the probationary period. Today's recruitment industry is competitive; therefore, agencies have
sought out ways to differentiate themselves and add value by focusing on some area of the
recruitment life cycle. Here are five typesof typical agencies.
 Traditional Agency:
Also known as employment agencies, recruitment agencies have
historically had a physical location. A candidate visits a local branch for a short interview and
an assessment before being taken onto the agency’s books. Recruitment consultants then
work to matchtheir pool of candidates to their clients' open positions. Suitable candidates are
short- listed and put forward for an interview with potential employers on a contract or direct
basis.

 Headhunters:
A "headhunter" is an industry term for a third-party recruiter who seeks out candidates often
when normal recruitment efforts have failed. Headhunters are generally considered more
aggressive than in-house recruiters or may have pre- existing industry experience and
contacts. They may use advanced sales techniques. They may also purchase expensive lists of
names and job titles but more often will generate their own lists. They may arrange a meeting
or a formal interview between their client and the candidate and will usually prepare the
candidate for the interview, help negotiate the salary and conduct closure to the search.
 Niche Recruiters:
'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of their
focus, these firms can very often produce superior results due to their ability to channel all of
their resources into networking for a very specific skill set. This specialization in staffing
allows themto offer more jobs for their specific demographic which in turn attracts more
specialized candidates from that specific demographic over time building large proprietary
databases.
These niche firms tend to be more focused on building ongoing relationships with their
candidates as is very common for thesame candidates are placed many times throughout their
careers. Niche firms also develop knowledgeon specific employment trends within their
industry of focus (e.g. The energy industry) and are able to identify demographic shifts such
as aging and its impact on the industry.
  Employee referral:
An employee referral program is a system where existing
employees
recommend prospective candidates for the job offered, and if the suggested candidate is hired,
the employee who referred receives a cash bonus. In some cases, the Organization provides the
Employeereferral bonus only if the referred employee stays with the organization for
stipulated time duration (most cases 3 - 6 months). Referral bonus depends on the grade of the
referred employee, higher the grade higher the bonus however the method is not used for
senior level hiring.
 In-house recruitment:
Under pressure to reduce costs, both large- and medium-sized
employers tend to undertake their own in-house recruitment, using their human resources
department,front-line hiring managers and recruitment personnel who handle targeted
functions and populations. In addition to coordinating with the agencies mentioned above,
in- house recruiters may advertise jobvacancies on their own websites, coordinate internal
employee referrals, work with external associations, trade groups and/or focus on campus
graduate recruitment. Some large employers choose to outsource all or some of their
recruitment process (recruitment process outsourcing) however a much more common
approach is for employers to introduce referral schemes where employees are encouraged to
source new staff from within their own network.

 Executive research firms and passive candidate sourcing firms:

These firms are the
newhybrid firms in the recruitment world able to combine the research aspects (discovering
passive candidates) of recruiting and combine them with the ability to make hires for their
clients. These firms provide competitive passive candidate intelligence to support companies'
recruiting efforts.
Normally they will generate varying degrees of candidate information from those people
currently engaged in the position a company is looking to fill. These firms usually charge a
daily rate or fixedfee. Executive research can help companies uncover names that cannot be
found through traditionalrecruitment methods and will allow human resource managers and
internal recruiters more time to deal with face-to-face interviews.
 1.7 CHAPTERIZATION

The report is divided into five chapters

CHAPTER
INTRODUCTION
I -
CHAPTER
REVIEW OF LITERATURE
II -
RESEARCH
CHAPTER
III - COMPANY PROFILE
 1.2 OBJECTIVE OF THE

STUDY: PRIMARY OBJECTIVE:

 To study and analyze the quality of hiring at the company.

 To prove that the company expects quality rather than quantity while hiring.

SECONDARY OBJECTIVE:

 To know if there’s a difference in hiring a experienced candidate and a

fresher.
 To find out whether the company has been successful in its hiring process.
 To understand that there are a lot of challenges to be faced while hiring.

1.3 PROBLEM STATEMENT:

In this study the researcher must analyze the quality of hiring at embedUR
Systems and to study various dimensions of talent acquisition where a
candidate is been sourced, scrutinized and hired.
It must highlight the perception of the hiring manager over the hiring quality
provided and thus to be compared with the expectation of successful hiring
This in turn will hint on quality-of-hiring at the company which indirectly
represent the success level of the company. And Also, the challenges that the
hiring managers face while hiring a candidate.

1.4 SCOPE OF THE STUDY:

The aim of the study is to find out the quality of hiring and various dimensions
and techniques used while hiring a candidate. For this purpose, the study
focused on the in-depth process and procedures of talent acquisition in
embedUR Systems, chennai It is a known fact that talent acquisition is a
challenging task that the company has to undergo while hiring a right
candidate for a position. This study reveals the perceptions of a hiring
manager and a talent acquisition expert whose only motive is to hire the right
candidate rather than hiring more candidates forthe company. Moreover, the study
made an attempt that embedUR expects quality of hiring rather than quantity
SOURCES OF DATA COLLECTION:
PRIMARY DATA:
The primary data is collected from the Hiring managers and Human resource
members of embedUR Systems(India) private limited , Chennaithrough a direct
structured questionnaire.

SECONDARY DATA:
Company profiles, websites, magazines, articles were used widely as a
supportto secondary data

SURVEY:
A survey is a data collection tool that lists a set of structured questions to which
respondents provide answers based on their knowledge and experiences. It is a
standard data gathering process that allows you to access information from a
predefined group of respondents during research. Survey is the most used
methodof primary data collection in research.

1.5 LIMITATION OF THE STUDY:

 The findings of my study were based on the assumption that the

hiring manager and HR members who have given theirtrue and unbiased
information.

 The Sample Size was 75 respondents. As the research

involved only the hiring maagers and HR members of thecompany.If
the sample size were more than the results of the inference would have been
different.

 The study was restricted to only the employees working inside at

embedUR Systems,
Chennai.
1.6 RESEARCH METHODOLOGY:

The research methodology deals with various aspects of research, it talks

about the types of research to be used, the research plans, how data can be
collected either by primary or secondary sources. It also plans what type of
questionnaire to be followed and what ranking scales. To be used. The
research decides about the sample frame (size), research boundary and the
various statistical tools to be used in data analysis and interpretation.

RESEARCH MEANING:
Research is an art of scientific investigation. According to Redman andMary
defines
research as a “systematic effort to gain knowledge”.
Research methodology is way to systematically solve the research problem.
It is a plan of action for a research project and explains in detailhow data are
collected and analyzed. This research study is a descriptive research study.
RESEARCH DESIGN:
A Research design is purely and simply the framework or plan for the
study that guides the collection of the data. It is used to fulfill the research
objective and answering questions. “A research design is the arrangement of
conditions of collection and analysis of data in a matter that aims to combine
relevance to the research purpose with economy in procedure”.

DESCRIPTIVE RESEARCH DESIGN:

Research design followed in this study is descriptive study. Descriptive
research, also known as statistical research, describes data and characteristic
about the population being studied. Descriptive research answers the
question who, what, where, when and how. Descriptivestudyis undertaken to
ascertain and be able to describe the characteristics of thevariables of interest
in a situation. Quite frequently, describe studies are undertaken in
organizations to learn about and describe the characteristic of a group of
employees.
RESEARCH PROBLEM:
 A Research problem in general refers to some difficulty which a research
experience in the context of both a theoretical (or) practical situation and
wants to obtain a solution. A researchproblem is one which requires a
researcher to find out the best solution for the given problem i.e., to find out
by which course of action the objective can be attained optionally in the
contextof a given environment. There are several factorswhich may result in
making the problem complicated.

QUESTIONNAIRE:
The questions are arranged logical sequence. The questionnaire
consists of a variety of questions presented to the employees for the
response. Dichotomous questions, Likert scale questions were used in
constructing questionnaire.

QUESTIONNAIRE

A questionnaire is simply a formalized set of questions for eliciting information.

4.7.2 TYPES OF QUESTIONS

The different types of questions used for the study are:

 Open-Ended Question
Open ended question are used in the study to collect some data.

 Close Ended Questions

A close-ended question is used in the study. Which limits responders to options like Yes/No

 Multiple Choice Question

It consists of multiple choices in which the respondents can choose more than one

SAMPLING DESIGN:
Sampling may be defined as “The selection of some part of an
aggregate or totality on thebasis of which a judgments or inference aboutthe
aggregate or totality is made. It is the process of obtaining informationabout
an entire population by examining only a part of it”.
POPULATION:
The Population for the study was the hiring managers and talent acquisition
team and the HR meambers of embedUR Syestems,Chennai, the total
employee strength is more than 250.
SAMPLING SIZE:
This study covers 75 Hiring managers of embedUR Systems, Chennai.

TOOLS FOR DATA COLLECTION:

The primary data is collected through a very well-defined structured
questionnaire is formulated in the lights of objectives of thestudy and about
75 hiring managers were surveyed through it. The questionnaire includes 5
points Ranking Scales.
The Secondary data is collected from the company profile, company website,
books, articles, and journals, etc

TOOLS FOR DATA ANALYSIS

For the analysis of the data and its interpretations, various tools of research
whereused.

1. CORRELATION:

A correlation coefficient is a coefficient that illustrates a quantitativemeasure of

some type of correlation and dependence, meaning statistical relationships
between two or more random variables or observed data
values.
Types of correlation coefficients include:

 Pearson product-moment correlation coefficient, also known as r, R,or

Pearson's r, a measure of the strength and direction of the linear relationship
between two variables that is defined as the (sample) covariance of the
variables divided by the product of their (sample)standard deviations.

 Intraclass correlation, a descriptive statistic that can be used when

quantitative measurements are made on units that are organized into groups;
describes how strongly units in the same group resemble each other.

 Rank correlation, the study of relationships between rankings of

different variables or different rankings of the same variable.

 Spearman's rank correlation coefficient, a measure of how well the

relationship between two variables can be described by a monotonicfunction.
Related concepts:

 Goodness of fit, any of several measures that measure how well a

statistical model fits observations by summarizing the discrepancy between
observed values and the values expected under the model in question.

 Coefficient of determination, a measure of the proportion of

variability in a data set thatis accounted for by a statistical model; often called R 2;
equal in a single-variable linear regression to the square of Pearson's product-
moment correlation coefficient.
In statistics, dependence is any statistical relationship between two random
variables or two sets of data. Correlation refers to any of a broad class of
statistical relationships involving dependence. Familiar examplesof dependent
phenomena include the correlation between the physical statures of parents
and their offspring, and the correlation between the demand for a product and
its price. Correlations are useful because they can indicate a predictive
relationship that can be exploited in practice. Forexample, an electrical utility
may produce less power on a mild day based on the correlation between
electricity demand and weather. In this example there is a causal relationship,
because extreme weather causes people to use more electricity for heating or
cooling; however, statistical dependence is not sufficient to demonstrate the
presence of such a causal relationship (i.e., correlation does not imply
causation).
1.7 OBJECTIVE OF THE STUDY:

PRIMARY OBJECTIVE:

 To study and analyze the quality of hiring at the company.

 To prove that the company expects quality rather than quantity while hiring.

SECONDARY OBJECTIVE:

 To know if there’s a difference in hiring a experienced candidate and a

fresher.
 To find out whether the company has been successful in its hiring process.
 To understand that there are a lot of challenges to be faced while hiring.

1.8 PROBLEM STATEMENT:

In this study the researcher must analyze the quality of hiring at embedUR
Systems and to study various dimensions of talent acquisition where a
candidate is been sourced, scrutinized and hired.
It must highlight the perception of the hiring manager over the hiring quality
provided and thus to be compared with the expectation of successful hiring
This in turn will hint on quality-of-hiring at the company which indirectly
represent the success level of the company. And Also, the challenges that the
hiring managers face while hiring a candidate.

1.9 SCOPE OF THE STUDY:

The aim of the study is to find out the quality of hiring and various
dimensions and techniques used while hiring a candidate. For this purpose,
the study focused on the in-depth process and procedures of talent acquisition
in embedUR Systems, chennai It is a known fact that talent acquisition is a
challenging task that the company has to undergo while hiring a right
candidate for a position. This study reveals the perceptions of a hiring
manager and a talent acquisition expert whose onlymotive is to hire the right
candidate rather than hiring more candidates for the company. Moreover, the
study made an attempt that embedUR expects quality of hiring rather than
quantity.

SOURCES OF DATA COLLECTION:

PRIMARY DATA:
The primary data is collected from the Hiring managers and Humanresource
members of embedUR Systems(India) private limited , Chennai through a
direct structured questionnaire.

SECONDARY DATA:
Company profiles, websites, magazines, articles were used widely as a
support to secondary data

SURVEY:
A survey is a data collection tool that lists a set of structured questions to
which respondents provide answers based on their knowledge and
experiences. It is a standard data gathering process that allows you to access
information from a predefined group of respondents during research. Survey
is the most used methodof primary data collection in research.

1.10 LIMITATION OF THE STUDY:

 The findings of my study were based on the assumption that the
hiring manager and HR members who have given theirtrue and unbiased
information.

 The Sample Size was 75 respondents. As the research

involved only the hiring maagers and HR members of thecompany.If
the sample size were more than the results of the inference would have been
different.

 The study was restricted to only the employees working inside at

embedUR Systems, Chennai.

1.11 RESEARCH METHODOLOGY:

The research methodology deals with various aspects of research, it talks

about the types of research to be used, the research plans, how data can be
collected either by primary or secondary sources. It also plans what type of
questionnaire to be followed and what ranking scales. To be used.The
research decides about the sample frame (size), research boundary and the
various statistical tools to be used in data analysis and interpretation.

RESEARCH MEANING:
Research is an art of scientific investigation. According to Redman andMary
defines
research as a “systematic effort to gain knowledge”.
Research methodology is way to systematically solve the research problem. It
is a plan of action for a research project and explains in detail how data are
collected and analyzed. This research study is a descriptive research study.
RESEARCH DESIGN:
A Research design is purely and simply the framework or plan for the study
that guides the collection of the data. It is used to fulfill the research objective
and answering questions. “A research design is the arrangement of conditions
of collection and analysis of data in a matter that aims to combine relevance
to the research purpose with economy in procedure”.

DESCRIPTIVE RESEARCH DESIGN:

Research design followed in this study is descriptive study. Descriptive
research, also known as statistical research, describes data and characteristic
about the population being studied. Descriptive research answers the question
who, what, where, when and how. Descriptivestudyis undertaken to ascertain
and be able to describe the characteristics of the variables of interest in a
situation. Quite frequently, describe studies are undertaken in organizations to
learn about and describe the characteristicof a group of employees.

RESEARCH PROBLEM:
A Research problem in general refers to some difficulty which a research
experience in the context of both a theoretical (or) practical situation and
wants to obtain a solution. A researchproblem is one which requires a
researcher to find out the best solution for the given problem i.e., to find out
by which course of action the objective can be attained optionally in the
contextof a given environment. There are several factorswhich may result in
making the problem complicated.

QUESTIONNAIRE:
The questions are arranged logical sequence. The questionnaire
consists of a variety of questions presented to the employees for the response.
Dichotomous questions, Likert scale questions were used in constructing
questionnaire.

QUESTIONNAIRE

A questionnaire is simply a formalized set of questions for eliciting information.

4.7.3 TYPES OF QUESTIONS

The different types of questions used for the study are:

 Open-Ended Question
Open ended question are used in the study to collect some data.

 Close Ended Questions

A close-ended question is used in the study. Which limits responders to options like Yes/No

 Multiple Choice Question

It consists of multiple choices in which the respondents can choose more than one.

SAMPLING DESIGN:
Sampling may be defined as “The selection of some part of an aggregate or
totality on thebasis of which a judgments or inference about the aggregate or
totality is made. It is the process of obtaining information about an entire
population by examining only a part of it”.
POPULATION:
The Population for the study was the hiring managers and talent acquisition
team and the HR meambers of embedUR Syestems,Chennai, the total
employee strength is more than 250.

SAMPLING SIZE:
This study covers 75 Hiring managers of embedUR Systems, Chennai.

TOOLS FOR DATA COLLECTION:

The primary data is collected through a very well-defined structured
questionnaire is formulated in the lights of objectives of thestudy and about
75 hiring managers were surveyed through it. The questionnaire includes 5
points Ranking Scales.
The Secondary data is collected from the company profile, company website,
books, articles, and journals, etc

TOOLS FOR DATA ANALYSIS

For the analysis of the data and its interpretations, various tools of research
whereused.
17

1. Chi square test:

The chi-square test is an important test amongst the several tests of significance
developed by statisticians. Chi-square, symbolically written as

The chi-square test is an important test amongst the several tests of significance developed by
statisticians. Chi-square, symbolically written as x² (pronounced as Ki-square), is a statistical measure
used in the content of sampling analysis for comparing a variance to a theoretical variance. As a non –
parametric test, it “can be used to determine if categorical data shows dependency the two
classifications are independent.

The test is, in fact, a technique through the use of which it is possible for all researchers to

(i) Test the goodness of fit;

(ii) Test the significance of association between two attributes.

FORMULA
X2 = ∑(Oij – Eij)2÷E

Eij

Here,
O = Observed
E = Expected
∑ = Summation
X2 = Chi Square Value
2. CORRELATION:

A correlation coefficient is a coefficient that illustrates a quantitative

measure of some type of correlation and dependence, meaning statistical
relationships between two or more random variables or observed data
value.
 Types of correlation coefficients include:

 Pearson product-moment correlation coefficient, also known as r, R, or

Pearson's r, a measure of the strength and direction of the linear
relationship between two variables that is defined as the (sample)
covariance of the variables divided by the product of their (sample)
standard deviations.

 Intraclass correlation, a descriptive statistic that can be used when

quantitative measurements are made on units that are organized into
groups; describes how strongly units in the same group resemble each
other.

 Rank correlation, the study of relationships between rankings of

different variables or different rankings of the same variable.

 Spearman's rank correlation coefficient, a measure of how well the

relationship between two variables can be described by a monotonic
function.


Related concepts:

 Goodness of fit, any of several measures that measure how well a

statistical model fits observations by summarizing the discrepancy
between observed values and the values expected under the model in
question.
 Coefficient of determination, a measure of the proportion of variability in a
data set thatis accounted for by a statistical model; often called R 2; equal in a
single-variable linear regression to the square of Pearson's product-moment
correlation coefficient.
In statistics, dependence is any statistical relationship between two
random variables or two sets of data. Correlation refers to any of a broad
class of statistical relationships involving dependence. Familiar examples of
dependent phenomena include the correlation between the physical statures
of parents and their offspring, and the correlation between the demand for a
product and its price. Correlations are useful because they can indicate a
predictive relationship that can be exploited in practice. For example, an
electrical utility may produce less power on a mild day based on the
correlation between electricity demand and weather. In this example there is
a causal relationship, because extreme weather causes people to use more
electricity for heating or cooling; however, statistical dependence is not
sufficient to demonstrate the presence of such a causal relationship (i.e.,
correlation does not imply causation).

ANOVA ANALYSIS:
Analysis of variance (ANOVA) is an analysis tool used in statistics that splits
an observed aggregate variability found inside a data set into two parts:
systematic factors and random factors. The systematic factors have a
statistical influence on the given data set, while the random factors do not.
Analysts use the ANOVA test to determine the influence that independent
variables have on the dependent variable in a regression study.

The t- and z-test method developed in the 20th century were used for statistical
analysis until 1918, when Ronald Fisher created the analysis of variance
method. ANOVA is also called the Fisher analysis of variance, and it is the
extension of the t- and z-tests.
The term became well-known in 1925, after appearing in Fisher's book,
"Statistical Methods for Research Workers." It was employed in experimental
psychology and laterexpanded to subjects that were more complex.
Types of Anova :

 One-way has one independent variable (with 2 levels). For example:

brand ofcereal,
 Two-way has two independent variables (it can have multiple levels).
Forexample: brand of cereal, calories

T – TEST ANALYSIS :
A t-test is an inferential statistic used to determine if there is a significant difference between the
means of two groups and how they are related. T-tests are used when the data sets follow a normal
distribution and have unknown variances, like the data set recorded from flipping a coin 100
times.
The t-test is a test used for hypothesis testing in statistics and uses the t-statistic, the t- distribution
values, and the degrees of freedom to determine statistical significance.
 CHAPTER – 2 REVIEW OF LITERATURE
Start-ups are important for economic growth

2.1 CONCEPTUAL REVIEW:

and job creation especially in developing economies. However, many of the Start-
ups are known to face various challenges related to finance, marketing and team or
people management. With context to HR, people play an important role in the
survival of Start-ups. Therefore, people-related aspect is one of the emergingareas
for research. Amongst these people-related aspects, recruitment and selection has
been identified to be crucial for the firm. Recruitment process is very important
for a Start-ups as it helps in getting the right human resource ie the talent. The
upsurge in the talent acquisition literature of Start-ups is indicative of the topic to
be of high importance and relevance in the research arena as well. Existing
literature has been able to addresses the questions such as “Who recruits? Who is
recruited? What attracts people to Start-ups?”. There are theoretical contributions
to the understanding of recruitment. However, there is a limited literature on
“what is the process of recruitment adopted by the entrepreneur”. While the
researches are progressing in this direction, an important question that emerges is
whether the existing theories and models can explain the said process of talent
acquisition? We understand that the existing theories and models have
successfully explained Recruitment, mostly in the context of established
Organizations. Based on the premise that Startups are different from established
Organizations and hence need to be studied separately, this studywill help in
examining the Recruitment Process in Startups from a more holistic perspective
thereby identifying the patterns and differences, if any.
Therefore, this paper attempts to appreciate the existing theories and models of
talent acquisition and proposes a Conceptual framework for the process of talent
acquisition in Start-ups.
23

2.2 LITERATURE REVIEW:

Journal - 1

Posting and Slotting: How Hiring Processes Shape the Quality of Hire and
Compensationin Internal Labor Markets

Author: JR Keller

Recent research highlights the benefits of internal hiring––filling a job by hiring a

worker currently employed by the organization––and more than half of jobs are
filled that way. Yet weknow surprisingly little about the processes that facilitate
the movement of workers across jobs within firms. I address this gap by first
detailing the portfolio of internal hiring processes employed by large
organizations, focusing on posting and slotting. Posting is a predominantly
market-based process in which a manager posts an open job and invites interested
candidates toapply, whereas slotting is a predominantly relational process in
which a manager personally identifies a preferred candidate and “slots” him or
her into an open job. I then examine how key differences between posting and
slotting shape two outcomes of importance to firms and workers: quality of hire
and compensation. My analysis of 8,107 internal hires at a large U.S. health-
services firm reveals that outcomes for internal candidates depend, in part, on the
natureof the process used to facilitate the movement from one job to the next;
compared with slotted employees, workers who enter a job through posting have
higher performance ratings, earn higher salaries, and are less likely to exit the
firm. My findings suggest that the posting process improves the quality of hires by
expanding the pool of potential candidates at the recruiting stage and by
disciplining the information managers use to evaluate candidates at the selection
stage. As well, internal candidates hired through posting are more likely to initiate
salary negotiations and negotiate more competitively, resulting in higher initial
salaries.
Journal – 2
Quality of hire: expanding the multi-level fit employee selection using machine
learningSateesh Shet, Binesh Nair
Purpose

Organizational psychologists and human resource management (HRM)

practitioners often haveto select the “right fit” candidate by manually scouting
data from various sources including job portals and social media. Given the
constant pressure to lower the recruitment costs and the time taken to extend an
offer to the right talent, the HR function has to inevitably adopt data analytics
and machine learning for employee selection. This paper aims to propose the
“Quality of Hire” concept for employee selection using the person-environment
(P-E) fit theory and machine learning.
Design/methodology/approach
The authors demonstrate the aforementioned concept using a clustering
algorithm, namely, partition around mediod (PAM). Based on a curated data set
published by the IBM, the authorsexamine the dimensions of different P-E fits
and determine how these dimensions can lead to selection of the “right fit”
candidate by evaluating the outcome of PAM.
Findings
The authors propose a multi-level fit model rooted in the P-E theory, which can
improve thequality of hire for an organization.
Research limitations/implications
Theoretically, the authors contribute in the domain of quality of hire using a
multi-level fit approach based on the P-E theory. Methodologically, the authors
contribute in expanding the HR analytics landscape by implementing PAM
algorithm in employee selection.
Originality/value
The proposed work is expected to present a useful case on the application of
machine learningfor practitioners in organizational psychology, HRM and data
science.
Journal – 3 QUALITY OF HIRE
Yves Lermusiaux and Alice
Snell March 2005

Why Is Quality of Hire Important? “The old adage ‘people are your most
important asset’ is wrong. People are not your most important asset. The right
people are.” ~ Jim Collins, author of Good to Great The quality of employee
performance begins with the quality of hire. Thoughthis statement is an obvious
truth to many executives, companies that take steps to identify andsystematically
manage factors that impact quality of hire are in the minority today. Yet the
companies that define consistent processes and metrics around quality of hire
will benefit from a sharp competitive edge in the future. The business literature is
replete with studies exploring ways to increase staffing efficiency and cut costs.
Very little has been written, however, about the focus on
I. quality of hire and its direct link to revenues and profitability. This paper
outlines

the profound importance of the quality of hire. It details methods used in its
evaluation and outlines what the staffing function in a corporation must do to
comprehensively manage the quality of its process outcome. The paper lists ways
of measuring quality in terms of productivity and output and ways to put quality
first in staffing practices. The report includes remarks and observations from
iLogos’ consulting engagements and discussions with front-line staffing
executives at large corporations.
Journal – 4

A review on changing trend of recruitment practice to enhance the quality

of hiring inglobal organizations.

Vinita Sinha

Human capital is arguably the most treasured and valued asset of any
organization, andis primarily responsible for adding value to all other assets of an
organization. The very word recruitment is a logistics nightmare for the HR of
many organizations. It has been seen, in this rapid changing world, that various
sourcing recruitment channels, such as social media (LinkedIn, Facebook, etc.)
have been developed and used, in addition to thetraditional ones (advertisements,
employee referrals, recruitment agencies, etc). In this paper, an attempt has been
made to identify the changing trends related to effective hiring sources and to
study their impact on the leading global organizations. It is concluded that a shift
is being made towards the modern and innovative sourcing channels due to
various factors like quality, cost, availability, time, etc.
Journal 5

New Evidence on Gender Differences in Promotion Rates: An Empirical

Analysis ofa Sample of New Hires
FRANCINE D. BLAU, JED DEVARO
First published: 15 June 2007

Abstract

Using a large sample of establishments drawn from the Multi-City Study of

Urban Inequality employer survey, we studied gender differences in promotion
rates and in the wage gains attached to promotions. Several unique features of
our data distinguish our analysis from the previous literature on this topic. First,
we have information on the wage increases attached to promotions, and
relatively few studies on gender differences have considered promotions and
wage increases together. Second, our data include job-specific worker
performance ratings, allowing us to control for performance and ability more
precisely than through commonly usedskill indicators such as educational
attainment or tenure. Third, in addition to standard information on occupation
and industry, we have data on a number of other firm characteristics, enabling us
to control for these variables while still relying on a broad, representative sample,
as opposed to a single firm or a similarly narrowly defined population.
Our results indicate that women have lower probabilities of promotion and
expected promotionthan men do but that there is essentially no gender difference
in wage growth with or without promotions.
 Journal 6

A Strategic Approach to Onboarding Design: Surveys, Materials, & Diverse

Hires
UTHOR
Grillo, Maria; Kim, Hee KyoungABSTRACT
The onboarding process is critical for successful employee performance and
retention, yet research shows that in Fortune 500 companies alone, half of all
senior executive outside hires fail within 18 months of entry, and half of all
hourly workers leave new jobs within the first 120 days. Organizations that have
effective onboarding processes are not only able to better prevent the failure and
disappointment demonstrated by these statistics during employee transition into
organizations, but most importantly, they are able to improve time-to-
productivity, performance, engagement, and retention of new hires. Although
research about best-in-class onboarding practices and their benefits is vast (see
Appendix 1), this report will focus on 3 key aspects of the onboarding process:
Best practices to build an onboarding survey, important materials to align the
onboarding process, and key considerations for onboarding diverse hires.
Journal 7

RECRUITMENT EVALUATION: THE CASE FOR ASSESSING

THE QUALITY OFAPPLICANTS ATTRACTED

KEVIN D. CARLSON, MARY L. CONNERLEY, ROSS L. MECHAM III

Abstract

We argue that assessing attraction outcomes is critical to systematic improvement

of recruitment effectiveness and offer a new assessment framework that can be
adapted by all organizations for any position in any staffing scheme. These
methods
(a) permit outcomes of different recruitment processes–attraction, status
maintenance, and gaining job acceptance–to be evaluated independently, (b)
support concurrent evaluations of attraction outcomes, (c) enable cost-benefit
analyses of alternative recruitment processes, (d) allow meaningful comparisons of
applicants from different recruitment events, and (e) support more aggressive
management of the recruitment function than is otherwise possible. An illustrative
example demonstrates these methods using attraction outcome data from 5
organizations' recruitment of associate engineers and shows that not only do
attraction outcomes differ, but the value of those differences can also be
substantial.
Journal 8
Hiring the Right People for your Organization
By Dr. Zafor Mamoon Eastern University, BangladeshAbstract
Organizations may have had the experience of hiring a person who seemed just
right during the interview process and then wondered why problems arose or the
person just “didn’t work out.” What starts as a rational process may be finalized
by a hiring decision based on a “hunch.” This is not to suggest that the proper
hiring decision is devoid of subjective aspects, since it is important that the new
person be able to work well with you. However, you will end up with fewer
problems if the hiring process is carefully thought out and followed. This writing
suggests a hiring process and its elements. The recommended guidelines should
enable you andothers involved in the process to improve your hiring average and
build a more successful company.
Keywords : hiring, responsibilities, management, performance, personnel,
recruitment,supervision, motivation
Journal 9
Examining Quality of Hire as a Function of PersonOrganization and Person-Job
Fit at"PharmCo "
Leah L.

In response to the millennial job-hopping fad and increasingly low retention rates
organizationsare facing, it is more important than ever that the best-fit candidate
is chosen for the position and the organization. There are two common ways fit is
typically defined: person-organization (P-O) fit is the congruence between an
employee and the characteristics of a company; person- job (P-J) fit is the match
between an employee’s knowledge, skills, and abilities (KSAs) and the
requirements of the job in the organization (Edwards, 1991; Kristof, 1996). A
large pharmaceutical company developed a quality of new hire criterion measure
as a function of both P-O fit and P-J fit; that measure is examined in the current
study. Results were limited because there were only six quality of hire ratings for
managers included in the data set.
Furthermore, no significant differences were found in quality of hire ratings for
individual contributors based on their division (i.e., human health, support
function, scientist, manufacturing, or animal health). Because of limitations (e.g.,
small sample size) many ideasfor future research are discussed.
Journal 10

THE IMPACT OF RECRUITMENT AND SELECTION CRITERIA ON

ORGANIZATIONAL PERFORMANCE

Joy O. Ekwoaba ,.U. Ikeije , Umudike Ndubuisi UfomaABSTRACT:

This study investigates the impact of recruitment and selection criteria on
performance using Fidelity Bank Plc, Lagos Nigeria as focal point. The
analyses of 130 valid responses obtainedthrough a questionnaire that was
administered to randomly selected respondents revealed that recruitment and
selection criteria have significant effect on organization’s performance (X2
=35.723; df = 3; p
 CHAPTER-3
INDUSTRY PROFILE

WHAT IS A NETWORKING AND TELECOMMUNICATION INDUSTRY?

Telecom networks are systems of interconnected communication devices and equipment that
enable people to communicate with each other over long distances. These networks use
various technologies and protocols to facilitate the transmission of voice, data, and video
signals between devices, including smartphones, computers, and other communication
devices. Telecom networks play a critical role in modern society, providing essential
communication services to individuals, businesses, and organizations. They enable people to
communicate with each other across vast distances, enabling global communication and
facilitating international trade and commerce.
Telecom networks are made up of various components, including transmission systems,
switching systems, and network management systems. These components work together to
ensure that communication signals are transmitted and delivered efficiently and securely.
In recent years, telecom networks have evolved significantly, driven by advances in
technology and changing communication needs. Modern networks use advanced
technologies like 5G, fiber-optic cables, and cloud computing to provide faster, more
reliable communication services to users.
Telecom networks are essential components of modern communication infrastructure,
enablingpeople to communicate and connect with each other in new and innovative ways.
27
Telecom networks are mostly used today for wide-area communication. Stringing a wire
between every pair of telephones that might want to communicate was not a good long-term
strategy. A better idea was to connect all the telephones to a central switching office. There
an operator couldconnect one telephone to another via a switchboard.

 Routing a telephone call: A call is routed up through higher-level switching offices

until it reaches a switching office that can reach the destination telephone by connecting
with lower level switching offices, which examine the digits of the telephone number you
dialed to makethese decisions.

 Connection-Oriented Services – I: A dedicated connection between the endpoints is

maintained throughout the session. Usually, this means that the quality of service can be
reasonably guaranteed to the extent of the bandwidth for the channel that is established.
Message bits arrive in the same order in which they are sent. A traditional telephone circuit
isa circuit-switched connection-oriented system.

 Transmission Media in Telephone Systems: In traditional analog telephone systems,

the telephone is connected to the local exchange via category 3 UTP cables. This connection
is called the local loop. It is typically between 1km and 10km in length. Higher up in the
hierarchy, higher bandwidth cables are used to carry multiple telephone calls. This is far
cheaper than using separate cables for separate calls. Specifically, digital lines on fiber are
used. Analog systems used a technique called frequency division multiplexing (FDM) to do
this.

 The local loop: The subscriber handsets are powered by a battery bank in the exchange.
Withecho suppressors, the transmission is half-duplex. With echo cancellers, it is possible to
have full-duplex communication. Since the local loop is still analog, we need modems for
sending digital data. Since one bit is used for control purposes, we usually get 56kbps speed.
Depending on the line condition, modems may automatically negotiate a lower speed.

 Signaling: Signaling refers to the information exchanges between terminal devices,

exchanges, and routers for setting up circuits, termination, billing, advanced network
services, etc. In common Channel signaling, which is in the band, some of the bits in the
frame are used for this purpose, in which SS7 is considered standard.

 Whether In-band or out of band, logically the switch controllers may be an overlay
network in the control plane. Out-of-band signaling (CCIS – Common Channel Interoffice
Signaling) is more flexible as it allows arbitrarily complex message transfer, as they do not
interfere with the regular channel. Telecom networks are systems of interconnected
communication devices and equipment that allow people to communicate with each other
over long distances.

Some of the key features of telecom networks include:

 Wide coverage: Telecom networks are designed to provide communication services
over a wide area, from local to global coverage. They allow people to communicate across
longdistances and in remote areas.
 High capacity: Telecom networks are capable of handling large volumes of traffic,
including voice, data, and video. They use various technologies to manage traffic andensure
efficient use of network resources.
 Reliability: Telecom networks are designed to provide reliable communication
services, with high availability and minimal downtime. They use redundancy and backup
systems toensure that communication services are always available.
 Security: Telecom networks use various security measures to protect communication
data and prevent unauthorized access. These measures include encryption, authentication,
and firewalls.
 Flexibility: Telecom networks can be easily customized and adapted to meet different
communication needs. They can support different types of communication services,
including voice, data, and video, and can be configured to meet specific business
requirements.
 Interconnectivity: Telecom networks are interconnected with other networks,
allowing seamless communication between different networks and devices. This
interconnectivity enables global communication and allows people to communicate across
different platforms and devices.
 Scalability: Telecom networks can be scaled up or down to meet the changing
demand for communication services. They can support a growing number of users and
devices and can be expanded as needed to meet future demand.

. Cost-effectiveness: Telecom networks are designed to provide cost-effective

communication services. They use various technologies to optimize network resources and
reduceoperating costs, while providing high-quality communication services to users.

Sectors in the Telecom Industry:

Broadly the telecom industry can be divided into two sectors, Equipment Sector and Services
Sector. Equipment sector players manufacture telecom products whereas the services sector
comprises operators and other service providers. The telecommunications industry
equipment sector is comprised of companies that manufacture products that are used by both
end-users and input to other telecommunications companies. Customers use these products to
access telecommunications services. In this article, we will discuss the industry profile of
telecommunications.

1. Telecommunications Equipment Sector:

The telecommunications industry equipment sector is comprised of companies that
manufactureproducts that are used by both end-users and input to other telecommunications
companies.
Customers use these products to access telecommunications services. Other
telecommunications companies use these products to create and maintain infrastructure and
deliver services.

The equipment sector provides satellite and broadcast network equipment, wireless
telecommunications equipment, wireline telecommunications equipment, and other
telecommunications and computer networking equipment.

2. Telecommunications Services Sector:

This sector consists of players in the telecommunications industry that provide various
services to end customers like telecom service providers, broadband service providers, and
intermediaries.

The telecommunications services sector can be divided into the following categories:

(A)Wired Services:
The wired services subsector offers direct communication services, including fixed telephone
(localand long-distance), broadband, and cable network services. This subsector also builds
and maintains the needed fixed-line infrastructure, including landlines, microwaves, and
satellite linkups. This subsector also includes companies that offer non-voice communication
products, such as the telegraph.

The largest sector of the telecommunications industry continues to be made up of wired

telecommunications carriers. Establishments in this sector mainly provide
telecommunications services via wires and cables that connect customers’ premises to central
offices maintained by telecommunications companies. The central offices contain switching
equipment that routes content to its destination or to another switching center that determines
the most efficient route for the content to take. These companies also maintain the cable
network that connects different regions of the country as well as foreign countries and forms
the backbone of the industry. While voice used to be the main type of data transmitted over
the wires, wired telecommunications services now include the transmission of all types of
graphics, video, and electronic data mainly over the Internet.

(B)Wireless Services:
The wireless services subsector offers services such as cellular mobile phone, paging,
satellite, broadband communication, and wireless public safety services. This subsector
operates and maintains the switching and transmission facilities to provide these services.
Companies in this sector may alsosupply and maintain the equipment used to receive signals.
Wireless telecommunications carriers, many of which are subsidiaries of the wired carriers,
transmit voice, graphics, data, and Internet
access through the transmission of signals over networks of radio towers. The signal is
transmitted through an antenna into the wireline network. Increasing numbers of consumers
are choosing to replace their home landline phones with wireless phones. Other wireless
services include beeper andpaging services.

(C)Internet Services:
The Internet services subsector offers wired, wireless, and broadband Internet services,
which are provided by telecommunications companies and Internet service providers, also
known as ISPs. Some ISPs also provide extra services, like web hosting or web page
designing. Players in this subsector may build and maintain their own infrastructure and
networks or they may share the infrastructure of other providers.

(D)Resellers:
Resellers of telecommunications services are another sector of the telecommunication’s
industry. These resellers lease transmission facilities, such as telephone lines or space on a
satellite, from existing telecommunications networks, and then resell the service to other
customers. Other sectors inthe industry include message communications services such as e-
mail and facsimile services, satellite telecommunications, and operators of other
communication services ranging from radar stations to radio networks used by taxicab
companies.

(E)Cable and Program Distribution:

Cable and other program distribution is another sector of the telecommunication’s industry.
Establishments in this sector provide television and other services on a subscription or fee
basis. These establishments do not include cable networks. Distributors of pay television
services transmit programming through two basic types of systems. Cable systems transmit
programs over fiber optic and coaxial cables. Direct broadcasting satellite (DBS) operators
constitute a growing segment of the pay-television industry. DBS operators transmit
programming from orbiting satellites to customers’ receivers. Establishments in the cable
and other program distribution industry generate revenue through subscriptions, providing
Internet access, providing phone service, and advertising sales. Theyalso charge fees for pay-
per-view or video-on-demand programs.

(F) Other Broadband Services:

The other broadband services subsector offers other wired or wireline broadband services
and applications that are not covered by the other three subsectors. These include services
such as InternetProtocol television (IPTV), Voice over Internet Protocol (VoIP), and Internet
Protocol virtual private network (IP VPN or VPN).
3.2 COMPANY PROFILE

embedUR is an embedded systems company in the platform-enablement business.

We make embedded firmware that makes your idea and your platform work together. With
more than a decade of service to the network and telecom industry’s largest equipment
vendors and service providers, we have developed quite a knack for enabling any type of
network gear with missing communications functions.

They help customers get to the market faster and increase product margins by
accelerating development with our embedded software expertise in Wireless, Access,
and IoT/Cloud.

Embedded Software Engineering Services:

When you don’t have enough time, or the right skills on hand, you can supplement your team
with expert embedded engineers from embedUR, who can tackle your projects with
confidence, take outthe risk, and hit your milestones. We’ll take as much ownership as you
want us to, and make sure your project is done right, on time and on budget. Go ahead, check
our reputation for on-time, on- budget delivery. We've earned it, time and again.
Astral TM Carrier Platform Enablement Software:
For the last decade much of our focus has been on Carrier Wi-Fi and broadband Access. As
IoT emerged, we recognized a need for, and developed, a carrier-grade data ingestion,
management and analytics framework that unifies Wi-Fi, IoT and Service Assurance,
which we now license to ServiceProviders.

Astral Analytics Platform

Our experience in developing embedded software for networking and telecom products has
led us todesign and develop several vital building blocks for enabling adaptable, reliable,
and cost-effective Carrier Wi-Fi, Service Assurance and IoT platforms.

Astral Wi-Fi
Astral Wi-Fi enables rapid Wi-Fi service deployment on any type of Wi-Fi AP and CPE.
Service Providers can centrally manage residential, business and hotspot Wi-Fi services on a
massive scale, economically, with a single unified solution. The platformprovides complete
functionality for provisioning and management of millions of accesspoints and Wi-Fi enabled
CPE devices of any type, delivering enterprise-grade Wi-Fi features.

Astral Mesh
Astral Mesh allows Service Providers to build Wi-Fi mesh networks on any OEM AP
platform which uses Broadcom, QCA, Marvell or Mediatek Wi-Fi chipsets. This gives
Service Providers freedom to source white-label devices and avoid vendor lock-in,
while dramatically reducing the cost and complexity of managing and supporting
business and residential Wi-Fi.
 33

Astral
IoT Astral IoT enables Service Providers to accelerate deployment of their IoT
services and address critical connectivity, scaling and deployment obstacles
including Onboarding new devices; managing the data exchange; maximizing
data flexibility and ensuring scalability and resiliency. Service Providers or
device manufacturers canalso engage embedUR’s embedded engineering
services team to get their customers’

devices onboarded fast.

Astral
Assure
Astral Analytics enables Service Providers to reduce operating costs and
automatically optimize the subscriber experience. It can be integrated into
any existing Carrier Wi-Fi infrastructure comprising access points, Wi-Fi
enabled DSL and Cable modems, residential gateways, STBs, small cells
etc. to provide dynamicWi-Fi service assurance and advanced Wi-Fi
analytics through a scalable cloud deployment model.

Services

They can help you cut risk on embedded systems R&D and accelerate time to
market. embedUR is your best choice for designing and developing embedded
products from concept todelivery. The team is well-versed in product life
cycles. And also build complex software systems for real-time environments
and have unique expertise and core competencies in the following domains:
Wireless, Access .

They manage all their projects with their engineering teams in Silicon Valley
and in the Midwest, tobetter serve customers from coast to coast. You'll have a
project lead in your own time-zone. We manage the parts of the project that are
executed by their international team based in Bangalore and Chennai, India, so
you don't have to deal with anyone other than your local team leads.
Expertise Areas

New Products Enhanc

ements
 Hardware board design  Porting of custom OS and
and core
development applications
 Bring-up, firmware, drivers,  System integration and
and verification
diagnostics.  Software design and
 Porting of custom OS and development
core  Bug diagnosis and resolution
applications  Test plan design, SQA,
 System integration and certification
verification
SQA Sustain
and ing
Test
 Test plan design, SQA,  Software design and
certification development
 Bug diagnosis and
resolution
 Test plan design, SQA,
certification
Domain Experience
With engineering backgrounds that began at Synoptics, NET, Ericsson, Nortel Networks,
ARRIS, 3Com, UTStarcom and US Robotics, the members of the embedUR management team
have been pioneers in data networking and telecom since the early '90s.

Collectively the team has over 300 years of data networking, telecom and unified
communications experience, building everything from core switches and multi-
service residential gateways to wirelessprotocol stacks and mobile device applications.

Whether you're a startup or Fortune 500 powerhouse, they can help you get new products
to market sooner - while you keep your most valued engineers focused on their core
competencies, implementing the latest and greatest features key to your product
differentiation and value.

Here are some examples of the types of projects that the company has taken on:

Wireless

 Entry-level wireless LAN controller

 11ac wireless AP platform integration
 Enterprise WLAN controller blade
 11n wireless AP platform evaluation
 Remote AP on Android over 4G service
 Wi-Fi enabled 3G/4G base station
 WLAN portfolio sustaining engineering

Access

 Wi-Fi enabled cable residential G/W

 T1/E1 circuit emulation over DOCSIS
 Next-generation FMC platform upgrade
 Migrating VxWorks cable CPE to Linux
 Femtocell support on Telephony modem

IoT & Cloud

 Smart Grid data collection simulator
 IMS collaborative session management
 Cloud storage for iOS and Android
 Carrier IoT Platform enablement
 35

CLIENTS OF embedUR:
 CHAPTER – 4
DATA ANALYSIS AND INTERPRETATION
4.1 DESCRIPTIVE ANALYSIS

TABLE NO – 4.1.1
TABLE SHOWING THE GENDER OF THE RESPONDENTS

GENDER NO OF PERCENTAGE
RESPONDENTS
MALE 57 76

FEMALE 18 24

TOTAL 75 100

CHART NO – 4.1.1
CHART SHOWING THE GENDER OF THE RESPONDENTS

Gender
24%

76%

MaleFemale

INFERENCE:
From the above table inferred that ,76% of the respondents are male and 24%of the
respondents are female.

TABLE- 4.1.2
TABLE SHOWING THE SPECIALIZATION OF THE RESPONDENTS

SPECIALIZATION NO OF PERCENTAGE
RESPONDENTS
ENABLING 18 24
FUNCTION
ENGINEERING 57 76

TOTAL 75 100
CHART – 4.1.2

CHART SHOWING THE SPECIALIZATION OF THE RESPONDENTS

SPECIALIZATION
24

76

Enabling Function

INFERENCE:
From the above table it is inferred that 76% of the respondents are from engineering function and the rest 24% of the
respondents are enabling function.
TABLE 4.1.3
TABLE SHOWING THE SOURCE OF RECRUITMENT PREFERED BY
THE RESPONDETS

CHART 4.1.3
 SOURCE OF NO OF PERCENTAGE
RECRUITMENT RESPONDENTS
INTERNAL 45 60

EXTERNAL 30 40

TOTAL 75 100

CHART SHOWING THE SOURCE OF RECRUITMENT PREFERRED BY THE RESPONDENTS

 RECRUITMENT

40

60

InternalExternal

INFERENCE:
From the above table it is inferred that, 60% of the respondents have selected internal source of recruitment
and 40% of therespondents have selected external as a source of recruitment.

TABLE NO 4.1,4
TABLE SHOWING THE FREQUENY OF HIRING OF THE RESONDENTS

HIRING FREQUENCY NO OF PERCENTAGE

RESPONDENTS
ANNUALLY 51 68

BIANNUALLY 0 0

QUATERLY 0 0

IN ACCORDANCE WITH THE 24 32

NEED
TOTAL 75 100
 CHART – 4.1.4
CHART SHWOING THE HIRING FREQUENCY OF THE
RESPONDENTS

HIRING FREQUENCY

32

0 68

AnnuallyBiannuallyQuaterlyIn accordance

INFERENCE:
From the above table it is inferred that, 68% of the respondents have said hiring is to be done annually
and 32% of the respondents have said in accordance with the need.
TABLE NO 4.1.5
TABLE SHOWING REFERENCE CHECK OF THE RESPONDENTS

PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 27 36

AGREE 21 28

NEUTRAL 21 28

DISAGREE 3 4

STRONGLY DISAGREE 3 4

TOTAL 75 100
CHART – 4.1.5
CHART SHOWING THE REFERENCE CHECK OF THE RESPONDENTS

REFERENCE CHECK
4% 4%

36%
28%

28%

Strongly agreeAgreeNeutralDisagreeStrongly

INFERENCE:
From the above table it is inferred that,36% of the respondents have strongly agreed to
the statementthat reference check is necessary, and 28% have agreed the same, 28% of
the respondents have been neutral with the response and 8% of the respondents have
strongly disagreed to the statement.

TABLE NO 4.1.6

CHART SHOWING THE JOB SPECIFICATION AND DESCRIPTION OF THE RESPONDENTS

JOB SPECIFICATION
PARAMETER NO OF AND JOB
DESCRIPTION
PERCENTAGE RESPONDENTS
STRONGLY AGREE 45 60

AGREE 30 40

NEUTRAL 40% 0 0

DISAGREE 0 0
STRONGLY 0 60% 0
DISAGREE
TOTAL 75 100

Strongly agree Agree Neutral Disagree Strongly

 IINFERENCE:
From the above table it is inferred that, 60% of the respondents have strongly agreed to the statement that job specification and
job description shouldbe described to the candidates and its necessary and 40% of the respondents have agreed to the same.There
is no negative or neutral response for the statement.

TABLE NO 4.1.7
TABLE SHOWING THE REPUTATION OF THE CANDIDATE IS SIGNIFICANT OF THE
RESPONDENTS
PARAMETER NO OF PERCENTAGE
RESPONDENTS
STRONGLY AGREE 21 28
AGREE 21 28
NEUTRAL 15 20
DISAGREE 15 20
STRONGLY 3 4
DISAGREE
TOTAL 75 100

CHART NO 4.1.7
CHART SHOWING REPUTATION IS SIGNIFICANT OF THE RESPONDENTS

REPUTATION IS SIGNIFICANT
4%

20% 28%

20%

28%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:

From the above table it is inferred that 24% of the respondents have strongly agreed that reputation is significant and 24%have agreed
to the sameand36% of the respondents have been neutral and 16% have strongly disagreed to that reputation is significant.
TABLE NO 4.1.8
TABLE SHOWING STRICT HIRING PROCEDURE OF THE RESPONDENTS

PARAMETER NO OF PERCENTAGE
RESPONDENTS

STRONGLY AGREE 18 24

AGREE 18 24

NEUTRAL 27 36

DISAGREE 6 8

STRONGLY 6 8
DISAGREE
TOTAL 75 100

CHART NO 4.1.8
CHART SHOWING STRICT HIRING PROCEDURE OF THE RESPONDENTS

STRICT HIRING PROCEDURE

8%
8%24%

36%
24%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that,20% of the respondents have agreed that strict hiring process is
necessary and 48%of the respondents have agreed . 20% of the respondents have been neutral and 12 % of the respondents
have disagreed to the statement.

TABLE NO 4.1.9

TABLE SHOWING STRONG SCRUTINISATION OF THE RESPONDENTS

PARAMETER NO OF RESPONDENTS PERCENTAGE

 STRONGLY AGREE 15 20
AGREE 36 48

NEUTRAL 15 20

DISAGREE 9 12

STRONGLY DISAGREE 0 0
TOTAL 75 100

CHART NO 4.1.9
CHART SHWNG STRONG SCRUTINISATION OF THE RESPONDENTS

STRONG SCRUTINISATION
0%
12%
20%

20%

48%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table, it is inferred that 16% of the respondents have strongly agreed that strong scrutinization is
required and 48%agrees the same . 28%of the respondents have been neutral and 4% have strongly disagreed and the remaining 4%
have disagreed.

TABLE NO – 4.1.10
TABLE SHOWING FRESHRES SELF SUFFICIENCY OF THE RESPONDENTS

PARAMETER NO OF PERCENTAGE
RESPONDENTS
STRONGLY AGREE 12 16

AGREE 36 48
 NEUTRAL 21 28

DISAGREE 3 4

STRONGLY 3 4
DISAGREE
TOTAL 75 100

CHART NO 4.1.10
CHART SHOWING FRESHERS SELF SUFFICIENCY OF THE RESPODNETS

FRESHERS SELF SUFFICIENCY

4% 4%
16%

28%

48%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 20% of the respondents have strongly agreed to that fersher’s become self
- sufficient after theprobation period and 48% of the respondents have agreed to the same.24% of the respondents have stayed
neutral and 8% of the respondents have disagrees to the statement.

TABLE NO – 4.1.11
TABLE SHOWING LATERAL EMPLOYEES SELF SUFFICiENCY
 PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 15 20

AGREE 36 48

NEUTRAL 18 24

DISAGREE 6 8

STRONGLY DISAGREE 0 0

TOTAL 75 100

CHART NO – 4.1.11
CHART SHOWING LATERAL EMPLOYEES SELF SUFFICIENCY

LATERAL EMPLOYEE’S SELF SUFFICIENCY

8% 0%
20%

24%

48%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:

From the above table it is inferred that, 36% of the respondents have strongly agreed to that lateral employees becomes
self -sufficient after the probation period . 20% of the respondents have stayed neutral .there are no negative responses
to this statement

TABLE NO 4.1.12
TABLE SHOWING ADAPTABILITY OF THE RESPONDENTS

PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 27 36

AGREE 33 44

NEUTRAL 15 20

DISAGREE 0 0

STRONGLY DISAGREE 0 0

TOTAL 75 100

CHART NO – 4.1.12

ADAPTABILITY
0%
20%

36%

44%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that ,44% of the respondents have strongly agreed to that hired employees adapt themselves to
the company cultureand 40% of the respondents have agreed .12% of the respondent have been neutral and 4%of them have
disagreed to the statement.
TABLE NO 4.1.13
TABLE SHOWING SUCCESSFUL IN HIRING OF THE RESPONDENTS

PARAMETER NO OF PERCENTAGE
RESPONDENTS
STRONGLY AGREE 33 44
AGREE 30 40
NEUTRAL 9 12
DISAGREE 3 4
STRONGLY 0 0
DISAGREE
TOTAL 75 100

CHART NO 4.1.13
CHART SHOWING THE SUCCESSFUL IN HIRING OF THE RESPONDENTS
SUCCESSFUL IN HIRING
4%0%
12%

44%

40%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that , 16% of the respondents have strongly agreed and 64%of the respondents have
agreed that thecompany has been successful in its hiring process .16% of the respondents stay neutral and 4% of the
respondents have strongly disagree

TABLE NO 4.1.14

TABLE SHOWING THE CHALLENGES IN HIRING OF THE RESPODNETS

 PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 12 16

AGREE 48 64

NEUTRAL 12 16

DISAGREE 3 4

STRONGLY DISAGREE 0 0

TOTAL 75 100

CHART NO 4.1.14
CHART SHOWING THE CHALLENGES IN HIRING OF THE RESPONDENTS
CHALLENGES
4%0%
16%
16%

64%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 20% of the respondents have strongly agreed that there are lot of challenges in hiring
processand 44% of the respondents have agreed to the same and 20% of the respondents have been neutral and 16% of the
respondents havedisagreed.

TABLE NO 4.1.15
TABLE SHOWING THE EMPLOYEE TURNOVER OF THE RESPONDENTS
 PARAMETER NO OF PERCENTAGE
RESPONDENTS
STRONGLY 15 20
AGREE
AGREE 33 44
NEUTRAL 15 20
DISAGREE 12 16
STRONGLY 0 0
DISAGREE
TOTAL 75 100

CHART NO 4.1.15
CHART SHWOING THE EMPLOYEE TURNOVER OF THE RESPONDENTS

0%
16%
20%

20%

44%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:

From the above table it is inferred that 24% of the respondents have strongly agreed to thea hiring the right candidate
decreases employeeturnover and 52% of the respondents agrees to the same and 16% of the employees remain neutral
and 4% strongly disagrees and 4% disagrees the statement.
 TABLE 4.1.16
TABLE SHOWING ETHICALLY APPROPRIATE CANDIDATE OF THE
RESPONDENTS

PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 18 24
AGREE 39 52
NEUTRAL 12 16
DISAGREE 3 4
STRONGLY DISAGREE 3 4
TOTAL 75 100

CHART 4.1.16
CHART SHOWING ETHICALLY APPROPRIATE CANDIDATE OF THE RESPONDENTS

ETHICALLY APPROPRIATE CANDIDATE

4% 4%
24%
16%

52%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 52% of the respondents have strogly agreed to that the company hires only ethically
appropriate candidate and 24% of the candidates have agreed the same and 18% of the respodents remains neutral .
4%disagrees andthe remaining strongly disagrees.

TABLE- 4.1.17
TABLE SHOWING THAT COMAPANYEXPECTS SKILLED EMPLOYEES

PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 36 48
AGREE 33 44
NEUTRAL 3 4
DISAGREE 3 4
STRONGLY DISAGREE 0 0
TOTAL 75 100
 CHART 4.1.17
CHART SHOWING THAT COMPANY EXPECTS SKILLED CANDIDATE OF THE
RESPONDENTS
SKILLED THAN EDUCATED AND EXPERIENCED
4%4%0%

48%
44%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 48% of the respondents strongly agree to that skilled employee should be recruited
and 44% ofthem agrees the same only 4% of the respondents remain neutral and 4% disagrees.

TABLE 4.1.18
TABLE SHOWING THE DIFFERENCE IN HIRING PROCEDURE OF THE
RESPONDENTS
PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 36 48
AGREE 30 40
NEUTRAL 6 8
DISAGREE 3 4
STRONGLY DISAGREE 0 0
TOTAL 75 100

CHART 4.1.18
CHART SHOWING DIFFERENCE IN HIRING PROCEDURE OF THE RESPONDENTS
 DIFFERENCE IN HIRING PROCEDURE
4%0%
8%

48%

40%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 40% of the respondents strongly agree that there is difference in
hiring a lateraland a fresher and 40% agrees the same . 8% remains to be neutral and 4% of them
disagree.

TABLE 4.1.19
TABLE
SHOWING

PARAMETERS NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 27 36
AGREE 42 56
NEUTRAL 6 8
DISAGREE 0 0
STRONGLY DISAGREE 0 0
TOTAL 75 100
 49

CHART – 4.1.19
CHART SHOWING THAT DEFINING THE OBECTIVES IS NECESSARY OF THE
RESPONDENTS

DEFINING THE OBJECTIVES

8% 0%

36%

56%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 56% of the respondents strogly agree that it is
necessaryto define the objectives to the candidate .36% of the respondents agree the
same and 8% of the respondents remain neutral and there is no negative response for
the statement.

TABLE NO-4.1.20
TABLE SHOWING CAREER GROWTH SHOULD BE EXPLAINED OF THE
RESPONDENTS
PARAMETER NO OF PERCENTAGE
RESPONDENTS
STRONGLY 27 36
AGREE
AGREE 45 60
NEUTRAL 3 4
DISAGREE 0 0
STRONGLY 0 0
DISAGREE
TOTAL 75 100

CHART 4.1.20
CHART SHOWING CAREER GROWTH SHOULD BE EXPLAINED OF THE RESPONDENTS
 CAREER GROWTH
4%0%

36%

60%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 36% strongly agrees that career growth should be explained and 60% of the respondents
agrees the same
. 4% of them stay neutral and there is no disagrees for this statement.

TABLE 4.1.21
TABLE SHOWING QUALITY IS ECPECTED OVER QUANTITY OF THE RESPONDENTS

PARAMETER NO OF PERCENTAGE
RESPONDENTS
STRONGLY AGREE 45 60
AGREE 21 28
NEUTRAL 6 8
DISAGREE 3 4
STRONGLY 0 0
DISAGREE
TOTAL 75 100

CHART- 4.1.21
CHART SHOWING QUALITY IS EXPECTED THAN QUANTITY OF THE
RESPONDENTS
 QUALITY OVER QUANTITY
4%0%
8%

28%
60%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that , 60% of the respondents have strongly agreed that the company exects quality over
quantity and28% agrees the same and 8% of the respondents remains neutral and 4%of the respondents disagrees.

TABLE – 4.1.22
TABLE SHOWING EMPLOYEES ADJUST TO THE COMPANY CULTURE OF THE
RESPONDENTS

PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 18 24
AGREE 30 40
NEUTRAL 24 32
DISAGREE 0 0
STRONGLY DISAGREE 3 4
TOTAL 75 100
 CHART NO 4.1.22
CHART SHOWING CANDIDATE ADJUST TO THE COMPANY CULTURE
ADJUST TO COMPANY CULTURE
0%4%
24%

32%

40%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table its is inferred that 40% of the respondents strongly agree to that candidates adjust to the company culture
and24% of them agrees the same 32% of the respondents remains neutral and there is no dial in this statement.

TABLE NO 4.1.23
TABLE SHOWING ENGINEERING CANDIDATES ARE HIRED MORE

PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 42 56
AGREE 33 44
NEUTRAL 0 0
DISAGREE 0 0
STRONGLY DISAGREE 0 0
TOTAL 75 100

CHART – 4.1.23
CHART SHOWING ENGINEERING CANDIDATES ARE HIRED MORE OF THE RESPONDENTS
 ENGINEERING BACKGROUND

44%

56%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 56% of the respondents strongly agree to the statement that engineering
candidates are hired more and 44% of the candidates also agrees the same.no respondents have disagreed the
statement

TABLE NO – 4.1.24
TABLE SHOWING THAT QUANTITY IS THE AIM OF THE COMPANY
OF THE RESPONDENTS
PARAMETER NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 3 4
AGREE 6 8
NEUTRAL 6 8
DISAGREE 21 28
STRONGLY DISAGREE 39 52
TOTAL 75 100

CHART NO 4.1.24
CHART SHOWING THAT QUANTITY IS THE AIM OF THE COMPANY OF THE RESPONDENTS
 QUALITY IS THE AIM
4%
8%

8%

52%

28%

Strongly agreeAgreeNeutralDisagreeStrongly disagree

INFERENCE:
From the above table it is inferred that, 52% of the respondents strongly disagree that quantity is the aim of the
company and 28% disagrees the same and 8% respondents say they are neutral and 8% agrees and 4% of the
respondents strogly agrees.
 5.1 INFERENTIAL ANALYSIS
5.1.1 Chi-Square
Test Null hypothesis (Ho):
There is no relationship between the freshers and lateral candidates who can adapt company culture themselves.
Alternate hypothesis (H1):
There is relationship between the freshers and lateral candidates who can adapt company culture themselves.
Chi-Square Tests
Asymp. Sig. (2-
Value df sided)
Pearson Chi-Square 52.208a 12 .002
Likelihood Ratio 15.912 12 .008
Linear-by-Linear 34.274 1 .001
Association

N of Valid Cases 75

Degree of Freedom= (r-1) *(c-1)

= 4*3= 12
Calculated value = 52.208

Tabulated value = 21.026 Z = Z cal >Z

tab Z= 52.208>21.026
Hence, the Alternate hypothesis [H1] is accepted

INFERENCE: Since the calculated value is greater than the tabulated value, we accept the alternate hypothesis and hence there is a
relationship between the freshers and lateral candidates who can adapt company culture themselves.

5.1.2
5.1.3

Correlation Test:

Null hypothesis (H0):

There is positive relationship between hiring process and procedures in embedUR over the years.
Alternate hypothesis (H1):
There is negative relationship between hiring process and procedures in embedUR over the years.
Correlations
hiring process and procedures
in embedUR over the years.
hiring process and procedures
in embedUR over the years.

hiring process and procedures in Pearson 1 .961**

embedUR over the years. Correlation
 Sig. (2-tailed) .001

N 75 75
hiring process and procedures in Pearson .961** 1
embedUR over the years. Correlation

Sig. (2-tailed) .001

N 75 75

**. Correlation is significant at the 0.01 level (2-tailed)

𝐍∑𝐗𝐘 − ∑𝐗∑𝐘
𝒓=
√𝐍∑𝐗𝟐 − (∑𝐗)²√𝐍∑𝐘𝟐 − (∑𝐘)²
𝒓 = .961

INFERENCE:
Since r is positive, there is positive relationship hiring process and procedures in embedUR over the years.

One-way ANOVA Analysis

Null hypothesis (Ho):

There is no significance difference between the lot of challenges and the relation hiring process undergone by embedUR.
Alternate hypothesis (H1):
There is a significance difference between the lot of challenges and the relation hiring process undergone by embedUR.

ANOVA:

Sum of Mean
Squares df Squar F Sig.
e
Between 21.221 4 4.820 147.214 .000
Groups
Within Groups 3.042 135 .035
Total 24.263 139
Tabulated value = 3.32 Calculated value= 147.214
F = F cal >F tab F= 147.214> 3.32
Hence, the Alternate hypothesis [H1] is accepted.

INFERENCE:

The calculated value of F is greater than the tabulated value. Hence, we reject the null hypothesis and conclude that there is a
significancedifference between the lot of challenges and the relation hiring process undergone by embedUR.

Independent-t Test

Null hypothesis (H0) : There is no significant difference in the mean score of respondents who agree that embedUR expects
quality overquantity while hiring and the mean score of respondents who disagree with the statement, embedUR aims to meet
quantity of hiring.

Alternative hypothesis(H1): There is a significant difference in the mean score of respondents who agree that embedUR
expects qualityover quantity while hiring and the mean score of respondents who disagree with the statement, embedUR aims to
meet quantity of hiring.
Independent Samples Test
Levene's Test
for Equality of
Variances t-test for Equality of Means
95%
Confidence
Sig. (2- Interval of the
tailed) Mean Std. Error Difference
F Sig. t df Difference Difference Lower Upper
Money Equal
Growth variances - -
assumed 3.221 .003 .126 75 .622 -.02917 .19356 .37441 .30617

Equal
variances - -
not .117 52.601 .629 -.02917 .20120 .39227 .31372
assumed

INFERENCE:

From the Independent T Test we conclude that there is no significant difference in the mean score of respondents who agree that
embedUR expects quality over quantity while hiring and the mean score of respondents who disagree with the statement, embedUR
aims to meet quantity of hiring.
.
 CHAPTER – 6 FINDINGS,SUGGESTIONS,CONCLUSION

6.1 FINDINGS

 76% of the respondents are said to Male.

 Only 24% of the respondents are Female.
 76% of the respondents were from engineering background and the rest
24%were the enabling function.
 Internal source of recruitment was most preferred with a percentage 0f
60% andthe rest of the respondents chose external source of recruitment.
 68% of the respondents say that recruitment is done annually and 32% of
themsays whenever it is required.
 36% of the respondents strongly agree the reference check is necessary.
 60% of the respondents say that job description and job
specification should beclearly said and no respondents deny the statement.
 36% of the respondents have been neutral with the statement said that
reputationis significant.
 48% of the respondents agree that a strict hiring procedure is required and
12%has denied.
 It is clear that strong scrutinization of a candidate is required to fill in a
position
 Through the respondents its evident that freshers become self -sufficient
afterthe probation period.
 Majority of respondents agree to the fact that lateral candidates become
self-sufficient after probation period and 8% disagrees the statement.
 The respondents state that employees adapt themselves to the company
cultureto a great extent.
 80% of the respondents says that the company has been successful with its
hiring procedure.
 Majority of the hiring manager/ Technical leads agrees that there are lot of
challenges in the hiring process.
 8% of the respondents disagree to the statement that hiring the right
candidate
 will indicate a decrease in employee turnover.
 Out od 75 respondents 92% of them agree that the company hires ethically
appropriate candidates.
 88% of the respondents says that the company expects a person to be
skilledthan experienced and educated.
 All the 75 respondents agree to the statement that there is difference in
hiring afresher and a lateral candidate.
 96% of them says that defining the objectives is necessary.
 4% of them deny that explaining career growth to the employee is
important restof them agree.
 64% agree that the company expects quality over quantity 32% remains
neutraland 4% disagrees
 100% of the respondents agrees that the employees hired quickly adjust to
thecompany culture.
 100% agrees that engineering candidates are preferred more in
the company.
 80% disagrees that the company’s aim is not quantity rather its quality.
 6.2 SUGGESTIONS

 The survey was restricted only with the company’s manager and technical
leads.
 The company hires freshers with engineering background and does not
hire anon-engineering candidate.
 The employees working in the company has a lethargic attitude as the
management is not strict and very lenient.
 There is no timings followed by the employees.
 The hiring manager and the technical leads could be more authoritative to
question the employees while theirs any mistakes rather having a fear of
losingtheir employee.
 The company’s attendance monitoring is not that satisfied. .Actions could
betaken on the employees
 Most of the hiring process and procedures are done online which would be
adrawback while hiring a candidate.
 Project interns are not given priority and no proper training is given to
them.
 Hiring process and procedures are kept confidential and does not know on
whatbases a candidate is hired.
 Employees inside the organization feel that the quality of hiring can
be improved.
 .
6.3 CONCLUSION

Quality of hire is one of the fundamental metrics for measuring the efficacy of an
organization’s talent acquisition policies. In simple language, the metric aims to gauge the
value an employee adds to a company in the long term with regard to meeting the
expectations of the role for which they have been hired by the company. At embedUR
systems,there are a total of 250 employees in which the employees with engineering
background are more .
Talent acquisition in the tech industry isn’t getting any easier. In fact, it’s getting harder all
the time as new startups emerge and attempt
to compete for top coding talent. Doing things the old fashioned way just isn’t going to cut it
anymore—which is precisely why thetech industry needs to adopt a new approach.

Because skilled workers like software developers have their pickof where they want to work,
modern companies need to position themselves extremely carefully in order to gain the
attention and
the interest of the right people. This means defining a strong employerbrand that emphasizes
all of the ways in which you offer value to your employees, but also meeting prospective
candidates with that brand on the channels where they already spend their time.

In this way, you can build interest, trust, and ultimately lastingrelationships.

There aren’t necessarily any quick fixes for the problems andchallenges facing recruiters in
this industry, but there are bestpractices and proven tactics that can help tremendously.

The more you’re able to take the recruitment marketing principles

we outlined above (and automate them), the more time you’ll have for interfacing with
candidates and showing them why your
business is a great place to work. The more you’re able to automate data collection and
reporting, the smarter you can get about which channels you use to connect with which
candidate personas.

Ultimately, it’s this ability to work smarter, not harder, that’s going to carry the day. In-
demand candidates need a lot of information, encouragement, and openness if they’re going
to take a job. They need to feel an emotional connection to their future place of
work. Tech recruiters need to train their focus on building up theserelationships—and let the
automation handle the other stuff.
 53
ANNEXURE

QUESTIONNAIRE

SECTION- A
Personal details:

1. Gender
2. Specialization - HR / Engineering

3. Which recruitment source is the most appropriate for embedUR?

a) Internal Sources b) External Sources

4. How frequently does embedUR hire freshers?

a) Annually b) Biannually c) Quarterly d) in accordance with the need

SECTION -B
Please answer the following queries in accordance with the degrees listed.

5. Reference checks should be viewed as a necessary component of employment

by embedUR.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
6. A thorough job specification and description, as well as the availability of
an adequate number of applicants, are necessary for the selection process to
be effective.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree.

7. When it comes to employment, a person's reputation is more significant than

their professional qualifications.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree.
 8. A strict hiring procedure will not aid in finding the best applicant.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

9. To hire for a position Candidates are strongly scrutinized based on

the company’srequirement.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

10. Freshers hired at embedUR becomes self-sufficient after completing

probation period.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

11. Lateral employees hired at embedUR becomes self-sufficient after

completing probation period.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

12. embedUR hires freshers and lateral candidates who can adapt themselves
to thecompany’s culture.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

13. Over the years, embedUR has been successful with its hiring process and
procedures.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

14. embedUR undergoes a lot of challenges when it comes to the hiring process.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

15. Hiring the right candidate decreases the Employee turnover.

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

16. embedUR hires ethnically appropriate candidates for the organization.

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

17. embedUR expects an employee to be skilled than experienced and educated.

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
18. Hiring process is different from recruiting a fresher and a lateral employee.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
19. embedUR should clearly define the position objectives, requirements, and
candidate specifications in the recruitment process.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
 55

20.Explaining the career growth of the candidates will help the recruiter to
attracttheir attention.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

21. EmbedUR expects quality over quantity while hiring.

a) Strongly Agree b) Agree c) Neutral d) Disagree e)
Strongly Disagree
22. The candidate recruited by embedUR quickly adjusts to the company’s
culture.
a) Strongly Agree b) Agree c) Neutral d) Disagree e)
Strongly Disagree

23. As embedUR is specialized in networking and telecommunication

domain, it hiresfreshers with an engineering background.
a) Strongly Agree b) Agree c) Neutral d) Disagree e)
Strongly Disagree

24. embedUR’s aim is to meet the quantity of hiring rather than quality.
a) Strongly Agree b) Agree c) Neutral d) Disagree e)
Strongly Disagree

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