1|Page

TABLE OF CONTENTS

SNO. INDEX PAGE NO.

1 INTRODUCTION

2 COMPANY PROFILE

3 GOALS AND PRAXIS

4 INTERNSHIP LEARNING AND

EXPERIENCE

5 SUGGESTION

6 ONGOIND CONSIDERATION

ANNEXURE

2|Page
CHAPTER: 1

INTRODUCTION

Organisation is there to help people. The way people act and how well they do their jobs
will show how they affect the company. Human resource management is the part of
management that develops and oversees the people who work for a business. It does this by
taking into account the organization's employees' knowledge, skills, creative abilities,
talents, aptitudes, and potential to do their jobs well.HRM is the process of handling an
organization's employees in a way that is sensitive to their needs. Human Resources is the
field that deals with people, who are an organization's most important and necessary
resource. It's important to look at HRD ideas, parts, and processes as a whole and as
functions that deal with people, rather than separating them into separate functions like
personnel or industrial relations. No longer is the thought that employees should be
involved in management an ideal or an ideology. To deal with change in a company, you
have to. It's because the types of people who have high standards and are expected to do
well are changing.As part of HRM, manpower planning includes things like recruitment,
selection, supervision, and other functions of personnel management. Other parts of HRM
include human resource development, career planning and development, ongoing efforts for
appraisal, research and feedback systems, data storage, and so on. Policies that give workers
more welfare benefits and good working relationships should also be an important part of
HRM. In the HRM approach, the personnel role is more than just keeping records. Instead,
it is always a challenge to get people to work together with the company to reach its
performance goals. Pressure tactics, fights, and struggles don't work to get this done. What
works is constant cooperation, building teams, and knowing each other.HRM is the study of
how to use an organization's people in the best way possible. To run our business, we need
people to work for us. Because of this, we need to find and hire the best workers we can.
One job of the human resources management department is to find people who want to
work for the company. Now that we have a pool of possible employees, we need to be able
to pick the best ones. Also, now that we have hired people, we need to train them so they
can do their jobs well. HRM also includes taking care of people resources. This includes the
question of how to pay people.
3|Page
INTRODUCTION OF HUMAN RESOURCE MANAGEMENT

Human Resource Management:

“Human Resource Management is a series of decisions that affect the

relationship between the employees and the employers; it affects many
constituents and is intended to influence the effectiveness of the employees
and employer”.

HRM--- effective and efficient use of the organisation’s human

resources within most organisations, considerable thought is given to the
effective and efficient use of financial resources. This is called “Financial
Management” and “Marketing Management” concerns it self with the
promotion and sale of the organisation’s products.

HRM is concerned with the effective and efficient use of the

organisation’s human resources. What kind of human resources (employees)
we need? How to procure them? How to select only the best? How to ensure
that the people chosen can do the jobs in the way which is expected them to
do? How to measure their effectiveness? Human resource management meets
all these.

Once our employees are functioning effectively, we need to ensure that

they continue to do so; we need to concern ourselves with their motivation. In
4|Page
the case of hiring, we need to decide what kind of employee we’re looking
for? When engaged in the selection process, we must decide which of the
applicants will actually be the best employee? HRM also involves the main
penance of human resources. This includes the issue of compensation.
Theories of motivation also point out employees needs for feedback therefore,
we need to be able to determine when our employees are doing a good job.

There is a need to understand the jobs that our employees are

performing and, to understand their jobs, we need to do a job analysis.
Essentially, the job analysis forms the core of the human resource
management function. In doing a job analysis, we are essentially gathering raw
data about the jobs in our organisations. Human Resource Development has
been defined as an organized learning experience, conducted in a definite time
period, to increase the possibility of improving job performance and growth.

RECRUITMENT AND SELECTION

The Employment Process:

On the face of recruitment and selection seem to be a fairly straight

forward procedure. Its objectives to place the right people in the right place to
achieve organisational goals. Recruitment and selection are only two activities
or stages in what can be called the employment process. It can be divided into
five stages

 Manpower Planning

5|Page
  Job Analysis
 Recruitment
 Selection
 Induction and follow up

*An effective employment process requires that each of these stages or

activities must be gone through in an entire and systematic manner.

Recruitment and selection allow management to determine and

gradually modify the behavioral characteristic and competence of the
workforce.

Manpower Planning:

Manpower planning enables a department to projectiles short to long

term needs on the basis of its departmental plans. So that it can adjust its
manpower requirements to meet changing priorities. The more changing the
environment the department.

 The number of requirements in a specified timeframe and the

availability of talent.
 Early indications of potential recruitment or retention difficulties
 Availability of suitable qualified and experienced successors.

Job Analysis:

6|Page
 Consists of defining the job and discovering what the job demands in
terms of employee behavior. Job analysis forms the basis of a number of
personnel activities such as job evaluation, job design, and performance.
Appraisal with regard to the employment process and recruitment and
selection in particular job analysis clarifies the duties and responsibilities of a
job, the knowledge, skills and expertise required to under take it.

First Way: You ask the employees to prepare their own job description.

Second Way: Ask the manager or supervisor of the employee to prepare a job
description.

Third Way: Employ a trained job analyst and interviews the employees.

In any job description/job specification there are five key areas:

 Job title
 Job Purpose
 Key results area
 Who the employee reports to
 Responsibilities

7|Page
Recruitment:-

Edwin B. Flippo defined recruitment as “The process of searching for

the prospective employees and stimulating them to apply for jobs in the
organisation”.

Thus there are two states in the recruitments

1. Searching for suitable candidate for job and
2. Motivating and encouraging them to apply for jobs.

SOURCESS OF RECRUITMENT

Internal Sources of Recruitment:-

The main sources of internal recruitment are promotion, transfer and

demotion.
There are many advantages of using the internal labor market.

An accurate knowledge of the employee and their performance internal

recruitment can have a positive impact on employee moral. Some
organisations believe that this approach can increase employee loyalty and
commitment.

8|Page
External Sources of Recruitment:

There are four main sources

Unsolicited Applications: These are people who have submitted their CV to

the organisation on a speculative basis. They should be kept on file in the
organisation and used as a source of suitable candidates when the occasion
arises.

Schools and Colleges: Many companies have developed links with particular
schools and colleges, which they use as a recruiting source.

Recruitment agencies and consultancies: Apparently, there is extensive use of

recruitment agencies, contracting out the recruitment task has a number of
advantages for the organisation.

Media Advertising: This is the most widely known method of recruitment. It

has 3 main objectives. Attract suitable candidates to apply, discourage
unsuitable candidates from applying, promote organisations public image.

9|Page
CONSTRAINTS ON RECRUITMENT

It makes sense that companies would want to hire in a way that

promises the most qualified applicants. But there are often limits on the hiring
process that make some ways impossible.

They are some of the following:

1. Policies for organisations

2. Programs that use affirmative action
3. Habits of Recruiters
4. Conditions in the environment
5. Needs for the Job
6. Policies for organisations

A company's pay policy is another organisational policy that might make it

harder to hire people.

Plans for affirmative action: Companies may sometimes make affirmative

action rules. The goal is to have a staff that is more like the general population.
In order to make their staff more diverse, companies may choose to hire
people with certain traits; more often than not, the law requires them to do so.

Recruiter habits: Recruiter habits can also make it hard to hire people. For
instance, habits or preferred ways of recruiting may come from past
achievements. One recruiter, who had played rugby, had a lot of luck finding
other people who liked rugby. While he was lucky to have this first success, he

10 | P a g e
now wants to go so far as to actively seek out rugby players in his hiring. It's
clear that rugby skills aren't always a sign of job success, and bad hiring habits
like this aren't good recruitment practices either. In the end, these kinds of aid
may actually make mistakes happen again.

Needs for the Job: - In general, it's harder to find skilled workers than
untrained ones. Because there aren't many applicants, companies have to use
different ways to find new employees. Putting an ad in the classified part of a
newspaper might help you find unskilled workers, but you need to do more to
find skilled workers.

Public posting of jobs is one of the best ways to compare things. The
candidates make it, and it will have information they want to share and may
lead to internal hiring. Job postings also give workers a sense that they have
some say over their futures in the company.

Conditions of the Workplace: In many unionised workplaces, rules may limit

the number of part-time workers who can work for the company. This is
clearly an employment constraint because it limits what the company can do.
But it might also cut down on the number of applicants because some very
skilled people might just want part-time work.

Employer Referrals: Another popular way to hire people is through employee

referrals. Current employees send job seekers to the HR department as
possible workers so that open positions can be filled.

11 | P a g e
CHOICE Make your choice:When hiring, it's helpful to have a lot of suitable
people to choose from. But once companies have a huge pool of job
applicants, they have to weed out the ones who aren't qualified and then
choose the best ones. If the selection process is well thought out, it will show
what skills and flaws a candidate has.When hiring new people, there are some
necessary things to keep in mind. Many businesses are much more careful
about who they hire now that they are afraid of being sued for wrongful firing.
Some companies hire people more often than others, which can cut down on
the number of times they have to fire workers.In short-listing, some applicants
are picked out of all the ones who applied so that they can be looked at more
closely before a choice is made. Applicants can be put into three groups.
What's on the edge
- The good, possible - The bad, not-so-good

First Step:

Setting minimum standards for the job and telling employees and agencies that
help hire people about these standards is a common way to narrow down the
pool of candidates. Some potential applicants might not apply because they
can't make the minimum requirements. This is used as a first screening tool.

Step 2:

Initial screening: This is the first step in the hiring process, and it's done to
make sure that only the best candidates move on to the next round of
interviews. By looking over resumes and application forms, companies can
weed out people who aren't good candidates. Companies can now also put the

12 | P a g e
resumes in order of importance so that the best candidates are seen first.

Step 3:

Application forms: The purpose of the application form is to get information

about the applicant's social and demographic past, as well as their academic
and work-related references.

Step 4:

A test is a sample of some part of a person's behaviour, ability, or attitude. It

also gives you a way to compare the actions, results, or attitudes of two or
more people in a structured way. Tests are used to screen applicants and give
extra information that helps with the selection process.There are a number of
selection lets that can help you make choices.

- An achievement test - An attitude test - A personality test - An intelligence

test

5. Do it.

Selection Interview: The hiring interview is another hurdle that the applicant
has to clear. Its purpose is to find out more about how qualified the people
being considered for the job really are. Two more ways to narrow down the
candidates for the job are the interview and the written test.

13 | P a g e
Step 6:

Medical Exam: A medical exam, which is also called a physical exam, is a

selection tool that can be very thorough or very brief, based on the job. People
who are physically disabled need to have full physical exams. It shows if the
candidate has the necessary endurance, strength, and ability to work in tough
circumstances.
Step 7:

Final Interview: The person directly above you should be involved in the
hiring process because they are eventually responsible for the new employees.
The boss knows more about the job and can better judge the applicant's
technical skills and answer the interviewee's questions about the job. Also, the
boss's questions about the job. For another thing, if the boss helped hire the
new worker, that person is more personally invested in their success.

Step 8:

Job offer: When a candidate is actually hired, the selection process is over. At
this point, the company has to let successful applicants know what they
did.The applications of people who didn't get the job are usually kept on file,
and the applications of people who did get the job will be kept in the
employee's personnel file.Different organisations use different ways when
they are choosing who to hire. Management picks the best candidate to help
the company reach its goals, while the individual picks the organisation that
will help him reach his goals. After someone is chosen, they go through
induction and orientation classes.

14 | P a g e
Starting up and getting orientated:During induction, a new employee is usually
introduced to the company's goals, policies, procedures, philosophies,
strategies, goods, market, customers, and other things. This way, the new
employee knows exactly what is expected of him as an employee of the
company. An orientation program might help a new worker get over their
fears, shyness, or nervousness and feel like they belong in the company.Many
companies use a career path method for hiring and training new employees.
This means that new employees are moved around the company's different
sites, divisions, departments, and subunits while being closely watched and
supervised by more experienced employees.

15 | P a g e
CHAPTER 2

COMPANY PROFILE

Digikalawn Infotech Private Limited is a Private incorporated on 06 May 2021. It is

classified as Non-government company and is registered at Registrar of Companies, ROC
Uttarakhand. Its authorized share capital is Rs. 100,000 and its paid up capital is Rs. 60,000.
It is inolved in Legal, accounting, book-keeping and auditing activities; tax consultancy;
market research and public opinion polling; business and management consultancy

Digikalawn Infotech Private Limited's Annual General Meeting (AGM) was last held on
N/A and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was
last filed on 31 March 2023.

Directors of Digikalawn Infotech Private Limited are Anamika Bagwari and Mamta
Gairola.

Digikalawn Infotech Private Limited's Corporate Identification Number is (CIN)

U74130UR2021PTC012381 and its registration number is 12381.Its Email address
is mamta.digikalawn@gmail.com and its registered address is H No 114 near panchayat
bhawan Doonga Road Bhauwala , Dehradun, Uttarakhand, India - 248007.

Current status of Digikalawn Infotech Private Limited is - Active.

Company Details
16 | P a g e
CIN U74130UR2021PTC012381

Company DIGIKALAWN INFOTECH PRIVATE LIMITED

Name

Company Active
Status

RoC ROC Uttarakhand

Registration 12381
Number

Company Company limited by shares

Category

Company Sub Non-government company

Category

Class of Private
Company

Date of 06 May 2021

Incorporation

Age of 3 years, 3 month, 26 days

Company

Activity Legal, accounting, book-keeping and auditing

activities; tax consultancy; market research and
public opinion polling; business and management
17 | P a g e
CIN U74130UR2021PTC012381

consultancy

Number of 0
Members

Previous Names

Login to view previous names

Previous CINS

Login to view previous cins

Share Capital & Number of Employees

Authorised Capital ₹100,000

Paid up capital ₹60,000

Number of Employees Login to view

Listing and Annual Compliance Details

Listing status Unlisted

Date of Last Annual General Meeting N/A

Date of Latest Balance Sheet 31 March 2023

Financial Report
18 | P a g e
Profit & Loss

Total Revenue (Turnover)

Total Expenses

Employee Benefit Expenses

Contact Details

Email ID: mamta.digikalawn@gmail.com

Address:

H No 114 near panchayat bhawan Doonga Road Bhauwala , Dehradun, Uttarakhand, India -
248007

19 | P a g e
CHAPTER: 3

GOALS & PRAXIS

The ideas of "goals" and "praxis" are important in many areas, such as management,
education, and the social sciences. Here is a summary of each and how they connect:
Definition of Goals:

• A person or an organisation sets goals that are clear and can be measured. They show you
the way and give you a sense of meaning.
Different Kinds of Goals:
1. Short-term goals are things you want to do that you can do soon, like in a few months or
a year. A lot of the time, these are steps towards bigger goals.
2. Long-Term Goals: These are plans for the future that last for a longer time, like a few
years. Most of the time, these fit with bigger vision or goal statements.
Goals that work well have these traits:
• SMART: Clear, Rational, Doable, Important, and Due By a Certain Date.
«Aligned» means that it should fit with the organization's or person's main goals and aim.
• Actionable: It should spell out the clear steps or actions that need to be taken to reach the
goal.
Examples in a Range of Situations:
In my personal life, I'm going to finish a race next year.
• Professional: Getting 10% more of the market in the next two years.
• Educational: Increasing the number of students who stay in school by 5% over the next
school year.
Praxis is the process of putting what you've learnt in the classroom into action in the real
world. It combines theory and practice in situations that happen in the real world.
Important Notes:
1. Theorems and Practice: Praxis helps people understand theories and use them in real life.
Putting academic ideas into practice in real life is what it means.
2. Reflection: Praxis means constantly thinking about how to improve and change what
20 | P a g e
you're doing. This practice of reflecting helps make methods and techniques better.
3. Action: It stresses doing things and being involved, not just knowing about them in
theory.

PRAXIS AND GOALS

Practice and goals are two ideas that are closely linked and are essential for success in many
areas. Let's take a closer look at each idea and see how they connect:
Definition of Goals: • Goals are clear goals or targets that people or groups want to reach.
They give you direction, keep you going, and a way to measure your growth.
Different Kinds of Goals:
1. Short-Term Goals: These are things you want to do soon that will help you reach your
long-term goals.
Long-term goals are more general aims that last longer and are usually in line with a
mission or vision.
Goals that work well have these traits:
• SMART: Goals should be clear, measurable, attainable, relevant, and have a due date.
• Aligned: They should be in line with the values and purpose of the organisation or the
person.
• Doable: To reach the goals, clear steps should be laid out.
Personal: I'm going to run a 5K race in three months.
• Professional: Increasing sales by 15% each year for the next year.
• In school, finishing a degree program in four years.
The process of using what you've learnt in the classroom in real-life settings is called
Praxis. Theory and practice must be brought together, with a focus on action and thought.
Important Notes:
1. Integration: putting together what you know about theory with what you can do in the
real world to solve problems.
2. Reflection: Always thinking about how well actions are working so that changes and
improvements can be made.
3. Action: Putting more emphasis on hands-on activities and real-world applications than on

21 | P a g e
learning theories.
For example, in education, teachers use pedagogical ideas in the classroom and change their
methods based on what students say.
• Healthcare: Doctors and nurses use medical theories and studies to decide how to care for
patients and change their methods based on how well patients do.
• In business, managers use strategic ideas to solve problems and make changes to
strategies based on how well they work.
Putting Goals and Practice Together
How to Set and Reach Your Goals with Praxis:
• Setting goals: Make sure your goals are clear and attainable by using academic
frameworks and real-world needs.
• Application: Use practice to put these goals into action by combining what you've learnt
in the classroom with what you've done in real life.
• Reflection and Adjustment: Think about the results of your actions on a regular basis and
make any changes that are needed to stay on track with your goals.
2. Constantly getting better:
• Feedback Loop: Use feedback from real-life events to make your goals and methods
better. This iterative process helps change tactics and make them work better overall.
3. Examples from real life: • In business, a company aims to make customers happier and
acts on theories of customer care. They are always asking for feedback, thinking about how
well their service is working, and making changes to reach their goal.
• Healthcare: A healthcare organisation uses methods that have been shown to work to
improve patient care. Based on real-world data, they look at how these methods affect
patient outcomes and make changes to their method.
People and groups can bridge the gap between theory and practice more effectively by
setting clear goals and putting them into practice (praxis). This will lead to more successful
and meaningful results.

Definition of Goals and Purpose:

• Goals are specific results or targets that people or groups want to reach. They give people
clear goals and direction, which helps to focus their efforts and resources.
Different Kinds of Goals:

22 | P a g e
Short-term goals are ones that are usually met within a few weeks or months. A lot of the
time, they are important steps on the way to long-term goals.
Like finishing a job by the end of the month or learning a new skill by the end of the year.
2. Long-Term Goals: o Characteristics: Set for a longer period of time, like a few years.
Most of the time, they fit with bigger goals or ideas.
For example, getting to a senior level in your work or being able to retire without any debt.
Effective goals have these traits: • SMART Criteria:
o Specific: Make it clear what needs to be done.
“Measurable” means that there are ways to keep track of progress and know when the goal
has been met.
o Achievable: Make goals that are doable with the resources and time you have available.
Important: Make sure that your goals are in line with your bigger goals and that they have a
real effect.
o Time-bound: Give yourself a clear amount of time to reach your goal.
Why setting goals is good:
• Focus: Goals give you direction and help you decide what to work on first.
• Motivation: Having clear goals can push people and groups to work together to reach
them.
When you set goals, you can see how far you've come and how successful you've been.
• Accountability: Clear goals make it easier to keep track of success and who is responsible
for what.

23 | P a g e
CHAPTER: 4

INTERNSHIP LEARNING & EXPERIENCE

Week 1: Orientation and Initial Training

Day 1-2: Orientation and Onboarding

 Activities:

o Introduction to the company, its culture, and HR department.

o Briefings on company policies, procedures, and the role of HR in the organization.

 Learning Outcomes:

o Understanding the company’s mission, vision, and values.

o Familiarization with the organizational structure and HR department’s key

functions.

Day 3-4: HR Tools and Systems Training

 Activities:

o Training on using the Applicant Tracking System (ATS) and other HR software.

o Overview of recruitment processes and key metrics.

 Learning Outcomes:

o Gained proficiency in using ATS to track candidates.

o Learned about recruitment metrics like time-to-hire, cost-per-hire, and quality-of-

hire.

Day 5: Shadowing Senior HR Professionals

 Activities:

24 | P a g e
 o Shadowing senior HR staff during recruitment meetings and candidate interviews.

o Observing how job requirements are discussed with hiring managers.

 Learning Outcomes:

o Understanding how to align recruitment strategies with departmental needs.

o Insights into effective interview techniques and candidate assessment.

Week 2: Sourcing and Screening

Day 6-7: Job Posting and Candidate Sourcing

 Activities:

o Posting job openings on various job boards and social media platforms.

o Sourcing candidates from LinkedIn, job portals, and employee referrals.

 Learning Outcomes:

o Developed skills in crafting engaging job postings.

o Learned to use LinkedIn and other platforms for active candidate sourcing.

Day 8-9: Resume Screening

 Activities:

o Screening resumes and cover letters to shortlist candidates for interviews.

o Collaborating with hiring managers to refine search criteria.

 Learning Outcomes:

o Improved ability to match candidate profiles with job descriptions.

o Gained experience in identifying key qualifications and skills.

Day 10: Preparing for Interviews

 Activities:

o Coordinating with candidates and scheduling interviews.

25 | P a g e
 o Preparing interview questions based on job requirements.

 Learning Outcomes:

o Learned to manage the logistics of scheduling interviews.

o Developed an understanding of creating effective interview questions.

Week 3: Conducting Interviews

Day 11-12: Conducting Initial Screening Interviews

 Activities:

o Conducting phone and video interviews with shortlisted candidates.

o Assessing candidates’ fit for the role based on qualifications and soft skills.

 Learning Outcomes:

o Gained confidence in conducting interviews and assessing candidates.

o Improved communication skills, particularly in asking probing questions.

Day 13-14: Interview Feedback and Coordination

 Activities:

o Collecting and organizing feedback from hiring managers.

o Communicating interview outcomes to candidates.

 Learning Outcomes:

o Learned to provide constructive feedback to candidates.

o Improved organizational skills in managing interview logistics and follow-ups.

Day 15: Debriefing and Learning

 Activities:

o Attending debriefing sessions with the HR team to review the week’s interviews.

o Discussing what went well and areas for improvement.

26 | P a g e
  Learning Outcomes:

o Gained insights into continuous improvement in the hiring process.

o Learned the importance of feedback loops in refining recruitment strategies.

Week 4: Collaboration and Strategic Planning

Day 16-17: Collaboration with Hiring Managers

 Activities:

o Attending meetings with hiring managers to discuss recruitment needs and

timelines.

o Assisting in revising job descriptions based on manager feedback.

 Learning Outcomes:

o Enhanced understanding of the strategic alignment between HR and departmental

goals.

o Learned to manage expectations and build strong working relationships with

stakeholders.

Day 18-19: Talent Pool Development

 Activities:

o Building a talent pool for future openings by engaging with passive candidates.

o Keeping in touch with candidates who were strong but not selected for current
roles.

 Learning Outcomes:

o Learned techniques for long-term candidate engagement and relationship-building.

o Developed strategies for maintaining a robust pipeline of potential hires.

Day 20: Mid-Internship Review

 Activities:

27 | P a g e
 o Participating in a mid-internship review with the HR supervisor.

o Reflecting on progress, challenges, and setting goals for the remainder of the
internship.

 Learning Outcomes:

o Gained feedback on performance and areas for development.

o Clarified goals and expectations for the rest of the internship.

Week 5: Onboarding and Documentation

Day 21-22: Onboarding Preparation

 Activities:

o Preparing onboarding materials for new hires, including welcome packets and
orientation schedules.

o Assisting with setting up workstations and coordinating with IT for access needs.

 Learning Outcomes:

o Learned the critical components of a smooth onboarding process.

o Gained experience in coordinating across departments to ensure a seamless new

hire experience.

Day 23-24: New Hire Orientation

 Activities:

o Participating in the orientation of new employees, including presenting HR policies.

o Assisting new hires with initial paperwork and introducing them to the team.

 Learning Outcomes:

o Developed public speaking and presentation skills.

o Learned to address new hires’ questions and concerns during their transition into
the company.

Day 25: Documentation and Record-Keeping

28 | P a g e
  Activities:

o Updating the ATS and maintaining accurate records of candidate interactions and
outcomes.

o Organizing files related to new hires and ensuring compliance with documentation
requirements.

 Learning Outcomes:

o Improved attention to detail and organization skills.

o Gained an understanding of the importance of documentation in HR processes.

Week 6: Advanced Sourcing and Recruitment Analytics

Day 26-27: Advanced Sourcing Strategies

 Activities:

o Exploring advanced sourcing techniques, such as Boolean searches and niche job
boards.

o Attending webinars or training sessions on recruitment best practices.

 Learning Outcomes:

o Enhanced skills in sourcing difficult-to-find talent.

o Learned new methodologies for improving sourcing efficiency.

Day 28-29: Recruitment Analytics

 Activities:

o Analyzing recruitment data to identify trends, such as time-to-fill and quality of

hire.

o Presenting findings to the HR team and suggesting process improvements.

 Learning Outcomes:

o Developed analytical skills in interpreting recruitment data.

29 | P a g e
 o Gained experience in making data-driven decisions to optimize the hiring process.

Day 30: Final Interview Practice and Feedback

 Activities:

o Conducting mock interviews with HR peers to refine interviewing techniques.

o Receiving feedback from supervisors on interview style and effectiveness.

 Learning Outcomes:

o Improved interviewing skills through practice and constructive feedback.

o Learned to adapt interview techniques to different roles and candidates.

Week 7: Candidate Experience and Employer Branding

Day 31-32: Enhancing Candidate Experience

 Activities:

o Reviewing and improving communication templates for candidate outreach.

o Implementing changes to the recruitment process to ensure a positive candidate

experience.

 Learning Outcomes:

o Learned the impact of candidate experience on employer branding.

o Developed strategies to improve communication and transparency throughout the

recruitment process.

Day 33-34: Employer Branding Initiatives

 Activities:

o Assisting in creating content for the company’s careers page and social media
channels.

o Participating in employer branding projects, such as employee testimonials and

virtual events.

30 | P a g e
  Learning Outcomes:

o Gained insights into the role of employer branding in attracting top talent.

o Developed creative skills in crafting engaging content to promote the company as

an employer of choice.

Day 35: Reflecting on Learning

 Activities:

o Reviewing personal learning goals set at the beginning of the internship.

o Preparing a reflection report on the key takeaways from the internship experience.

 Learning Outcomes:

o Refined the ability to self-assess and reflect on professional growth.

o Consolidated learning into actionable insights for future career development.

Week 8: Wrapping Up and Final Projects

Day 36-37: Finalizing Recruitment Projects

 Activities:

o Completing any outstanding recruitment tasks, such as final interviews or

onboarding.

o Wrapping up documentation and updating the ATS with final outcomes.

 Learning Outcomes:

o Learned the importance of closure in project management.

o Developed a sense of responsibility and ownership over recruitment projects.

Day 38-39: Presentation and Reporting

 Activities:

o Preparing a final presentation on your internship experience, highlighting

achievements, challenges, and recommendations.

31 | P a g e
 o Presenting the report to the HR team and receiving feedback.

 Learning Outcomes:

o Improved presentation and reporting skills.

o Learned to articulate experiences and insights effectively to an audience.

Day 40: Farewell and Next Steps

 Activities:

o Participating in a farewell meeting with the HR team, receiving a certificate of

completion.

o Discussing potential future opportunities within the company or advice for career
progression.

 Learning Outcomes:

o Gained closure on the internship experience and received valuable career advice.

o Left with a network of professional connections and a clear path for future
development.

32 | P a g e
CHAPTER: 5

SUGGESTIONS

1. Make your goals clear

• Figure out what you need to learn: Take some time to think about what skills or
information you want to learn before you start your job. You might want to learn how to
use an Applicant Tracking System (ATS) better, how to do better in interviews, or how the
analytics behind recruitment measures work.

• SMART Goals: Make sure your goals are clear, measurable, attainable, important, and
have a due date. As an example, you could try to learn the ATS by the end of the first
month or talk to at least five candidates by the end of the second week.

• Reviews that happen regularly: Set up meetings with your boss every two weeks to talk
about how things are going. If you need to, use these meetings to change your goals and get
feedback on how you're doing.

2. Be proactive • Do things on your own; don't wait for people to give them to you. Offer
your help if you see a job opening or a project that could use some extra hands. For
instance, if your team is planning a hiring drive, offer to help with planning, talking to
candidates, or coordinating the event.

• Suggest Changes: As you learn and watch, you may find places where things could be
done better. If you notice that candidates are asking the same questions over and over, you
could suggest adding the answers to those questions to the job posting or the Frequently
Asked Questions (FAQ) area.

• Check in on Tasks: If you're given a task, make sure you not only do it but also check in
on how it went. For instance, if you're asked to look over resumes, check back later to see
how many of the people you chose moved on to the next step in the hiring process.

3. Meet new people and make connections

33 | P a g e
• Talk to your coworkers: Take the time to get to know the people on your team and in
other areas. By building strong relationships, you can get advice from more experienced
people and learn about different parts of HR and the company's culture.

• Go to HR events: If your company offers or takes part in HR events like job fairs,
webinars, or workshops, you should try to go. You can meet new people and find out about
the newest HR trends at these events.

• LinkedIn Connections: Use LinkedIn to connect with business people you meet during
your job. Not only does this help you meet new people, but it also gets you up to date on
news in your field and job openings.

4. Think about what you've been through

• Daily notebook: Write down what you do, the problems you face, and the things you learn
every day in a notebook. For instance, at the end of each day, write down what jobs you
finished, what new ideas you came across, and any feedback you got. This will help you
remember what you've learnt and see how you've changed over time.

• Reflection every week: At the end of each week, look back over your journal to find
trends or areas where you did well or poorly. Change how you do things next week based
on what you've learnt from this thought.

• Feedback Sessions: Ask your boss and coworkers for feedback on a regular basis. Giving
and receiving constructive feedback is an important part of growing, and it shows that you
want to get better.

5. Work on your "soft skills"

• Communication Skills: People who work in human resources need to be able to talk to
people in a clear and effective way. You should get better at writing short, professional
emails and talking clearly in meetings and interviews. You can improve your asking and
listening skills by acting out different interview situations with your coworkers.

• Managing your time well: People who work in HR often have to do a lot of different
things at once, like setting up interviews and filing papers. To stay on top of things and
meet goals, use to-do lists, calendars, or project management software.
34 | P a g e
• Resolving Conflicts: You may face tough situations when working with candidates and
coworkers. Watch how HR workers with a lot of experience handle disagreements and try
to learn how to solve problems in a friendly way.

6. Learn more about recruitment analytics

• Know the important metrics: To help you with your hiring process, learn about time-to-
fill, cost-per-hire, and application conversion rates. Ask your team if you can see these
measures or help them analyse them so you can see how they affect hiring decisions.

• Look at the data: If you are given employment data, look it over to find trends or places
where things could be better. For instance, you may notice that a certain job posting
platform consistently brings in better candidates. This information could help you make
choices about hiring in the future.

• Suggest Ways to Beat It: Use what you've learnt from analysing the data to suggest ways
to make the process better. For instance, if you notice that the time it takes to hire someone
for a certain job is regularly longer than average, you could suggest shortening the
interview process or adding more ways to find candidates.

7. Pay attention to the person's experience

• Improve Communication: Make sure that the way you talk to people is clear, on time, and
polite. For example, if there are delays in the hiring process, you should let candidates
know ahead of time to keep things honest and build trust.

• Make the materials used for onboarding better. If you're in charge of onboarding, look for
ways to make it easier and more fun for new employees. This could mean putting together
welcome kits, making introduction materials better, or setting up mentorship programs.

Encourage Feedback: If you can, ask candidates for feedback on how they felt about the
hiring process. This can give useful information about how the process can be changed to
make it better for the candidate.

8. Look into different areas of HR. • Job shadowing: If your company lets you, try to spend
time with HR pros who work in different areas, like learning and development, employee
relations, or payroll. You'll get a full picture of the HR role this way.
35 | P a g e
Projects that do more than one thing: Take part in projects that involve people from
different departments, like working with marketing on an employer branding effort or with
finance on a compensation strategy.

• Go to HR meetings inside the company: You should go to larger HR meetings where

strategic choices are talked about if you can. This will help you see how hiring fits into the
company's overall HR plan and goals.

9. Do a capstone project. Choose an area of focus. Find an important project that fits your
learning goals and the needs of the HR team near the end of your job. This could be an in-
depth look at the hiring process, a suggestion for a new way to hire people, or a plan to
make the experience of job candidates better.

• Carry Out the Project: You are responsible for this project from planning to carrying out.
For instance, if your goal is to make the training process easier, you could talk to new
employees, find out what problems they're having, and suggest ways to fix them.

• Tell them what you found: Make a full report and a talk that summarise the project's aims,
methods, results, and suggestions. Show your HR team this as a way to show what you've
learnt and what you've contributed.

10. Make plans for the future: • Ask for letters of recommendation: Ask your boss and any
other important teachers for a letter of recommendation if you did a good job during your
internship. If you want to work in HR in the future, these will help you.

• Stay Connected: Keep in touch with your bosses and coworkers after your job is over.
Thank people and stay in touch through LinkedIn. This network can help you find jobs and
advance your career in the future.

• Think About Your Career Path: Your job can help you think about what parts of HR
interest you the most. This will help you narrow down your work search and professional
growth efforts in the future.

36 | P a g e
CHAPTER 6:

ONGOING CONSIDERATIONS

1. Continuously Align with Business Goals

 Understand the Company’s Mission and Vision: Regularly revisit the company’s mission
and vision statements to ensure that your work aligns with the broader organizational goals.
This alignment will help you see the bigger picture of how HR contributes to the overall
success of the business.

 Link Recruitment to Strategic Objectives: Consider how the recruitment strategies and
processes you are involved in support the company’s strategic objectives, such as growth,
innovation, or market expansion. For example, if the company is expanding into a new
market, focus on understanding the talent needs specific to that region.

2. Stay Updated on HR Trends

 Industry Research: Dedicate time each week to read up on the latest HR trends,
technologies, and best practices. Subscribe to HR blogs, attend webinars, or participate in
online HR forums. This will keep you informed and help you bring fresh ideas to your team.

 Emerging Technologies: Pay attention to how emerging technologies like AI, machine
learning, and data analytics are being integrated into HR practices, particularly in
recruitment. Consider how these innovations might be applied in your internship to
streamline processes or enhance decision-making.

3. Maintain a Focus on Ethics and Compliance

 Adhere to Legal Standards: Be aware of the legal and ethical standards related to
recruitment and employment, such as non-discrimination laws, data privacy regulations, and
fair hiring practices. Ensure that all recruitment activities you engage in comply with these
standards.

 Confidentiality: Always handle candidate information and internal company data with the
utmost confidentiality. Be cautious about sharing sensitive information, even within the
organization, unless it is necessary for your role.

37 | P a g e
 4. Monitor and Adjust Recruitment Strategies

 Assess Recruitment Channels: Regularly evaluate the effectiveness of different

recruitment channels (e.g., job boards, social media, employee referrals). Analyze metrics
such as cost-per-hire and quality of hire to determine which channels are delivering the best
results.

 Candidate Pipeline Management: Continuously monitor the candidate pipeline to ensure

a steady flow of qualified applicants. If there are bottlenecks, such as a lack of qualified
candidates or slow interview scheduling, work with your team to find solutions.

5. Focus on Continuous Improvement

 Seek Feedback: Don’t wait for formal reviews; seek feedback regularly from your
supervisor and colleagues. Use this feedback to identify areas for improvement and to make
ongoing adjustments to your approach.

 Iterate on Processes: If you’re working on a specific project or process, such as resume

screening or interview scheduling, look for ways to refine and improve your approach based
on what you learn. For example, if you notice that certain resume formats are more
effective, adjust your screening criteria accordingly.

6. Cultivate a Candidate-Centric Approach

 Enhance the Candidate Experience: Continuously strive to improve the candidate

experience throughout the recruitment process. For example, if you notice candidates
frequently experience delays in communication, propose solutions such as automated email
updates or setting clear expectations upfront.

 Personalized Engagement: Pay attention to the individual needs and preferences of

candidates. Tailoring your communication and interactions to each candidate can lead to a
more positive experience and can reflect well on the company’s employer brand.

7. Stay Organized and Prioritize

 Task Management: Use tools like Trello, Asana, or even simple to-do lists to keep track of
your tasks and deadlines. Prioritize your tasks based on urgency and importance to ensure
that you’re meeting expectations consistently.

 Avoid Burnout: Be mindful of your workload and time management to avoid burnout. If
you find yourself overwhelmed, discuss it with your supervisor to re-prioritize tasks or seek
additional support.

38 | P a g e
 8. Build a Portfolio of Work

 Document Achievements: Keep a record of your contributions, such as specific projects

you worked on, improvements you suggested, or key metrics you influenced. This portfolio
will be invaluable when it comes to future job applications or interviews.

 Create Case Studies: For significant projects, consider creating detailed case studies that
outline the problem, your approach, and the outcome. This not only helps with personal
reflection but also serves as a showcase of your problem-solving skills.

9. Develop Leadership Skills

 Take on Responsibility: Whenever possible, volunteer to lead smaller projects or tasks.

This could involve coordinating a recruitment event, managing a specific hiring campaign,
or mentoring a fellow intern. These experiences will help you develop leadership skills that
are crucial for career growth.

 Decision-Making: Practice making informed decisions in your role. For example, if you’re
responsible for shortlisting candidates, make data-driven decisions based on qualifications,
experience, and fit with company culture.

10. Plan for Post-Internship

 Reflect on Career Goals: As you progress through your internship, continuously reflect on
how your experiences align with your long-term career goals. Identify the areas of HR that
most interest you and consider how you might pursue these interests in your next role.

 Networking and Next Steps: Begin thinking about your next steps as your internship
draws to a close. Maintain and strengthen your network within the company and the
industry. Consider seeking advice on career paths or potential opportunities within the
organization or elsewhere.

39 | P a g e
ANNEXURE

40 | P a g e
41 | P a g e