MR PROJECT

COMPANY: INFOYSIS LTD

GROUP – 10A ORACLE: The future Market Teller GROUP MEMBERS:

TABLE OF CONTENT
INTRODUCTION 1
AIMS & OBJECTIVES 2
RESEARCH OBJECTIVE 3
DESK RESEARCH 5
QUALITATIVE RESEARCH 19
QUANTITATIVE RESEARCH 20
REPORTING 22
CRERDENTIALS 22
REFERENCES 23

INTRODUCTION
Infosys Limited (NYSE: INFY) was cofounded in 1981 by seven people, N.R. Narayana Murthy, Nandan Nilekani, N. S. Raghavan, S. Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora, with US$ 250. The company was incorporated as "Infosys Consultants Pvt Ltd." in Model Colony, Pune as the registered office and signed up its first client, Data Basics Corporation, in New York. In 1983, Infosys corporate headquarters was relocated to Bangalore. In 1999, Infosys achieved Capability Maturity Model level 5 certification. Globally, Infosys has 67 offices and 69 development centres in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 155,629 employees as on Dec 31, 2012. Today, we are a global leader in consulting, technology and outsourcing with revenues of US$ 7.231 billion (LTM Q3 FY13). Many of the world’s most successful organizations rely on Infosys to deliver measurable business value. Infosys pioneered the Global Delivery Model (GDM), based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk.
AWARDS and ACHIEVEMENTS
Infosys has consistently been honoured by clients, industry bodies, media and other influencers.
Forbes has ranked Infosys 19 among the world's most innovative companies.
Infosys has been identified as one of the top 25 performers in Caring for Climate Initiative by UN Global Compact and UN Environment Program.
Infosys has been ranked No.1 among the best managed companies in Asia Pacific in the annual survey, 2013.
It was recognized as a top performing global partner by Procter & Gamble (P&G).
At Oracle Open World 2012, Infosys won the Oracle Excellence Award for Specialized Partner of the Year – North America in both Financial Management and Human Capital Management categories.

Aims & Objectives:-
Even the most difficult labour market have vacancies, but jobseekers have particular skills, experience, preferences and constraints and the employees cannot apply for every vacancy. Some vacancies had unattractive pay and conditions. The study searched for job vacancies which required limited education and skills. Of those identified, 76 per cent were part time, or had non-standard hours, or both; 78 per cent of those stating the wages paid under £7 per hour (under the 'living wage'); and 54 per cent paid the minimum wage. Many jobseekers were prepared to take any job, but those with minimal or non-standard hours and low pay posed real constraints for people trying to combine several jobs or combine work with family/caring responsibilities, or who would incur extra costs (e.g. travel, childcare, uniforms) in taking work.
Transport is also a key issue. Employers expressed a preference for people living nearby.
Jobseekers Experiences:-Many young jobseekers wanted work and had tried to find it. They understood the employers’ requirements like wages and what they were expecting from the jobs. Most of the jobseekers used a variety of job search methods and sources of advice and support. Internet is the key tool for searching jobs. The confident jobseekers applied speculatively by email, post or in person. Other jobseekers sought to improve their qualifications, and some relied on networks of friends to help them find work.

Boys Top Ranked Ideal Job Features Girls Top Ranked Ideal Job Features
• The job offers the chance to earn a lot of money (95%)
• Learn lots of new things and skills (94%)
• This job involves lots of organization and planning
(92%)
• The job is trendy (89%)
• There is a lot travel involved (88%)
• You can see the results of what you do (87%)
• The job offers good chances of advancement and promotion (86%)
• A job that people look up to and respect (86%)
• Lots of variety (79%)
• Able to combine work and family (78%)
• Responsibility for getting things done (78%)
• The job is good for being able to combine work and kids (98%)
• The job offers good chances of advancement and promotion (94%)
• The job is trendy (94%)
• Learn lots of new things and skills (93%)
• Job security (91%)
• There is a lot of travel involved (89%)
• You can see the results of what you do (89%)
• A job that people look up to and respect (85%)
• Worthwhile to society (85%)
• Lots of variety (85%)
• Chance to earn a lot of money (83%)
• Chance to be creative (82%)

RESEARCH OBJECTIVES I. Decision Maker’s Problem

How to find a job that aligns one’s KSA’s (knowledge, skills and abilities) with the requirements of the job?
What are the major perceptions and expectations of a job seeker about a prospectus job?
What are the preferences job hunters possess when present in the job market?

II. Marketing Research Problem

MR can be very challenging. There are many risks, but if it’s planned properly and executed precisely, and if the results are presented such that people can digest and apply them, it can be a very important tool in the business-planning tool chest.
As a job seeker in the potential market every one gets in to a dilemma when they tries to match their skill set exactly to the job specifications available. And most of them gets forced to compromise in their KSA’s even if the job specifications does not comes inline with it.
So the major research problem that has to be answered is like,
What are the deciding / influencing factors for job seekers that drives them towards prioritizing as well as in selecting a hiring call?

And

To study and analyse the preferences and perceptions of people seeking for job in Infosys

The set of specific objectives we intend to address during the course of our research are, * To study job seekers’ perceptions towards the problems they face while entering a job market

* To study the perceptions of a job seeker towards the barriers they face while searching for a job

* To figure about the trade off between package and profile while opting for a job

* To find out the myths that job hunters carry about IT and managerial profiles.

* To identify the different criteria’s that job seekers follow to rate the jobs available to them

* To analyse the depth of the search that candidates carries out about the organisations and about the industry.

* To gather inputs on miss matches that happens when the stream of education and the job available differs

* To figure out the perception that a jobseeker possess about the employers expectations.

* To analyse the weights given for personal and job characteristics preferences.

* To characterise the differences in the mentality and approach towards job credentials from IT and NON IT sector

* To find out the extent to which conventional preferences drives a job seeker and to figure out what all are the other credentials that have gained importance.

* To identify what are the drivers for the thought process of a job seeker, both internal and external

* To identify the position of Infosys among the job seekers as an employer.

* To carry out a study on the credentials that gives Infosys its position in the job market and to figure out the scope for improvement.

DESK RESEARCH
Varying a job seeker's job search requirement
The number of job contacts a job seeker is required to make each fortnight can vary significantly for a variety of reasons including personal factors. These factors include: * access to reliable transport, * physical, intellectual or psychiatric impairment, * cultural factors, * accommodation situation where this is likely to impede job search, * alcohol or drug abuse where this is likely to impede job search, * education or skill level where this is likely to limit job opportunities, * recent completion of training, * current employment status (part-time or casual work), * seasonal employment fluctuations, * domestic violence or family relationship breakdown, * maternal leave, * level of English language skills, * elevated level of family and caring responsibilities, and * Remote location (distance from labor market). * The job offers the chance to earn a lot of money * Learn lots of new things and skills * This job involves lots of organization and planning * The job is trendy * There is a lot travel involved * You can see the results of what you do * The job offers good chances of advancement and promotion * A job that people look up to and respect * Lots of variety * Able to combine work and family * Responsibility for getting things done * The job is good for being able to combine work and kids * The job offers good chances of advancement and promotion * The job is trendy * Learn lots of new things and skills * Job security * There is a lot of travel involved * You can see the results of what you do * A job that people look up to and respect

Crazy quotes about jobseekers
1. “Never take a job where winter winds can blow up your pants” Geraldo Rivera
2. “Your attitude, not your aptitude, will determine your altitude “ Zig Ziglar
3. “In theory there is no difference between theory and practice. In practice there is” Yogi Berra
4. “It is said that the present is pregnant with the future” Voltaire
5. “I can’t go back to yesterday – because I was a different person then” Lewis Carroll
7. “He had a mind so fine that no idea could violate it” T. S. Eliot
8. “Of all the things I’ve lost, I miss my mind the most” Mark Twain
9. “Don’t take life too seriously, you’ll never get out of it alive” Elbert Hubbard
10. “I always advise people never to give advice” P. G. Wodehouse
11. “When you come to a fork in the road … Take it” Yogi Berra
12. “Advice is like castor oil, easy to give, but dreadful to take” Joshbillings

13. “Advice is what we ask for when we already know the answer but wish we didn’t” erica john
14. “God does not ask about our ability, but our availability” Unknown

15. “A man’s got to believe in something. I believe I’ll have another drink” W.C

Have you done anything crazy to get a job?
Crazy Stunts People Have Pulled Off Trying To Get Hired |

With unemployment at 8% and the competition for jobs getting tougher than ever, standing out among the hundreds of people applying for the same position isn't always easy. Some job seekers are going above and beyond the usual tactics, and are pulling out all the stops to get noticed by prospective employers. This includes offering foot massages, using Christmas lights to highlight a resume, and sending personalized food items.

The odds of getting your resume noticed by a busy executive are tough, but Alec Brownstein beat those odds by taking out Google ads with the names of advertising execs. When they Goggled their names, his job request showed up at the top of the page.
When Ian Reichenthal of Young and Rubicam saw the ad — which by the way only cost Brownstein 15 cents for the top result — he called him for an interview and eventually hired Brownstein.

This guy got hired after buying a Google ad with a prospective employer's name

A Georgia woman used Christmas lights to spell out her resume outside her home

The lights, which read "My wish, HR job, Liz Hickok, Linked In," got her a lot of attention — people told her about jobs they'd heard of and others sent her messages on LinkedIn.

One man spent his savings on a billboard with the message, "Save Me From Emigration"

When traditional job search methods proved unsuccessful, a 26-year-old Irish man in Dublin spent $2,544 on a billboard on the side of the street to catch prospective employers' attention.
Féilim Mac An Iomaire, who called himself Jobless Paddy, put his email on the sign along with the bold message. He also created a Twitter account to further build his audience.
Mac An Iomaire's investment paid off when he was hired in June, by PaddyPower.com, an Ireland-based online betting site.

One man offered a free HD video camera on Twitter to anyone who could help him find a job
The so-called "Help Jon Kolbe Find A Job Contest" was a last resort after Kolbe failed to find employment by sending out his resume the traditional way and searching for job posts on message boards in 2009.
His LinkedIn page now lists his current job as director of operations at Affiniti Architects, although it's not clear if he was hired because of his give away.

This guy used an interactive resume and got tons of job offers

PR and social media consultant Graeme Anthony put his skills to use in this interactive video resume, complete with links to additional sections like About Me and Timeline.
"I've produced this video because let's face it, communications have changed," Anthony says in the clip. "There's nothing wrong with a good old-fashioned pen and paper but it's evolved into something far more exciting and accessible."
Anthony sent the video directly to individual companies and had a job lined up before it even became public. But after the video was posted on YouTube, he received so many offers that he eventually decided it made more sense to freelance.

One candidate even offered a foot massage to a prospective employer
This came from the same CareerBuilder survey. The catch is, the massage would only be offered if the candidate was hired.

One man sent a giant cookie with his name written on it in frosting to an employer
The HR manager who submitted this to a Career Builder survey didn't say whether or not the candidate got the job.

Some have even tried this DoktorSnake "good job voodoo spell" to try and land a job

It seems quite a few people have turned to the supernatural for help. DoktorSnake.com sells job spells for $120 to give job hopefuls a leg up on their competition.
The website says, "If you're looking to find the job you've always wanted, my good job voodoo spell will increase your confidence and secure the position you want."

BONUS: These two guys didn't want to face the tough job market, so they sell advertising ... on their faces

Facing the prospect of graduating without good jobs and tons of debt, two UK university students decided to skip the high stakes game of getting hired and started their own creative business.
Ross Harper and Ed Moyse started BuyMyFace.com in September as a way to pay off their student loans. The two paint images like company logos on their faces and promote the ad by attending events and highly trafficked areas, and by posting the images on their website, Twitter and Facebook pages. So far, they've received a lot of business.

THE GLOBAL SENARIO : AN OUTLOOK TO THE JOB MARKET FROM THE SEEKERS POINT OF VIEW

Much has changed since the global financial crisis. The economic pendulum has undoubtedly swung towards Asia. The growth potential lies in Asia, and that's the good news. According to the World Bank, GDP growth projections for the next three years for the East and South Asia regions are between 7 to 9%, compared to just 3% for the US and 1.3% for the Euro countries. In addition, Asian companies are more ready to venture outside of their home country, and the current economic situation serves as a catalyst.
With an agenda to internationalize, Asian companies will start to face what many Western companies have already faced in the past: the challenge of becoming an international employer.
Asian employers face risks on two fronts in their efforts to attract the right talent into their organization. First, they face the risk of losing out to Western companies in attracting talent within their home country. Secondly, they face the challenge of attracting top local talent when they venture abroad. The bad news is that Asian employers may not be ready for the international arena yet.
A recent survey of job seekers in eight job markets in Asia showed significant gaps between the reputations of Asian and Western companies in terms of being a desirable employer.
The 2010 Jobseekers' Preference Survey was jointly conducted by JobStreet.com and Aon Hewitt Consulting. The survey, administered online throughout the month of October 2010, gathered a total of 13,964 valid responses. All of this year's respondents have at least a university degree, with 17% holding a Master's degree or above. A total of 57% of the respondents are below the age of 30 and about 30% are between the ages of 30 to 39. The ratio between male and female respondents was approximately 3 to 2. Close to 98% of the respondents reside in the following five countries: the Philippines (38%), Malaysia (25%), Indonesia (18%), India (10%) and Singapore (7%).
Western companies are preferred over Asian companies

When asked about their employer preferences to work for companies owned by a list of different nationalities, an average of 67% of the respondents gave the Western employers a positive preference rating1, while Asian employers received a 41% preference rating. Western companies occupied the top four places of the ranking, with American companies emerging as the most preferred employers, followed by British, Australian and German companies. Japanese companies came out top among the Asian companies, but were ranked fifth overall. Singaporean companies ranked one place below the Japanese companies and one above the French companies. At the other end, Indian and Chinese employers were ranked as the least preferred, with preference ratings of 28% and 30%, respectively. What was even more telling is that 27% of all respondents prefer not to work for Indian companies; and 24% felt the same way about Chinese companies.
While it is no surprise to find the Western companies atop the list, it gives pause for thought to see the substantial gaps that emerged in the data results between Asian and Western companies. Such preferences have a huge bearing on the ability of Asian companies, in particular Chinese and Indian companies, to compete with Western companies for top talents, both at home and abroad. Job seekers with a low preference for an Asian employer would simply not apply for job openings in Asian companies. So this fact would further limit the talent pool available for Asian companies, in an already tight talent market in Asia. Indian employers: Most popular at home, least abroad
Interestingly, the Indian companies, ranked in last place overall among the above list of employers, are the most preferred employers back home. A total of 87% of the respondents in India (n=1,309) said they prefer to work for Indian companies, which was substantially higher than their preference ratings for British and American companies (72% and 78%, respectively). However, this seemingly "advantageous" position that Indian companies hold at home does not appear to apply in the international arena. Outside of India, the preference rating for Indian companies drops to just 22%.
This finding echoes the 2009 Best Employer study, whereby 17 out of the top 25 Best Employers in India were local companies. According to Ajay Soni, regional practice leader for the Leadership practice for Aon Hewitt Consulting, Asia Pacific, top Indian companies would often customize their HR programs to align with their unique business and employee needs in India. He added that the rapid economic growth in India enables companies there to offer much faster career tracks to their employees than elsewhere.
Unfortunately, what works at home does not necessarily transfer abroad. "While such 'local' mindset has made Indian companies successful at home, they have not spent enough effort in adapting the HR programs to the unique employee needs outside of India," explains Mr. Soni. The challenge Indian MNCs face now is how to transform their employee value propositions to achieve the same advantage abroad that they already enjoy at home. Indian companies need to adapt their recruitment strategies to take into consideration their weaker reputation as a desirable employer in comparison to companies of other nationalities. To do this requires a better understanding of the needs and wants of non-Indian employees and subsequent efforts to change the perceptions locals hold about Indian employers in the countries outside of India.
The top Chinese companies also seem to face a similar situation. Chinese companies are becoming more popular as employers, and they are now competing with the MNCs for talents in China. "Some private-owned enterprises (POEs) are willing to pay very aggressively to attract middle management and leadership talent; and increasingly, there are more local talent who feel that they would have better career growth in a local company," says Audrey Widjaja, the Talent and Organization practice leader for Aon Hewitt, East China. However, while Chinese companies are increasingly more popular at home, their preference rating abroad is as low as the Indian companies.
The findings appear to suggest that Asian employers are generally more preferred at home than abroad. Kris Park, chief executive officer of Aon Hewitt Consulting South Korea, agrees. "Korean MNCs have a good employer reputation at home but not outside of Korea," said Park. She added that Korean MNCs face problems in attracting, engaging and retaining their best talent in markets outside of Korea.
Japanese employers: Best in class producer, not an attractive employer
Another notable finding was the disconnection between the perception of the product or service quality of Japanese companies and their attractiveness as an employer. While there is generally a positive and strong correlation between the perception of a particular nationality's product or service quality and a preference to work for that nationality, this has not been the case for Japanese companies.
Japanese products and services received the most positive rating among all nationalities, with 45% of the respondents rating Japanese products as highly positive, compared to American products (41%), German (37%), British (31%) and Australian (19%).
However, Japanese companies trail behind all of these nationalities when it comes to their image and reputation as an employer. Japanese companies received an overall preference rating of 60% and were ranked fifth among the twelve employer nationalities included in the survey.
Tetsu Horie, chief executive officer of Aon Hewitt Consulting Japan points out that, "An important question for Japanese companies to reflect upon is why they have not yet been able to leverage their product superiority as a plus to attract talented staff."
Asian employers: Doing worse in what matters most
So what matters most to a job seeker and how does it vary among the different employer nationalities? Overall, job seekers are most attracted by companies that provide a good working environment. A total of 96% of the respondents rated working environment as either "extremely important" or "very important". The other key attraction factors are overseas training and development opportunities (81%) and the perception of the product or service quality of the company (80%). Interestingly, the least attractive factor appears to be the nationality of local top management. In fact, less than half of the respondents considered having local nationals as local top management to be either "extremely important" or "very important".

A further analysis using the multiple regression technique unveiled two important differentiations between Asian and Western companies. Western companies have the image of providing a better working environment, whereas Asian companies are perceived to offer better promotion opportunities.
The analysis shows that the desire to work for a company with an excellent working environment is negatively correlated with the desire to work for an Asian company (except Japanese), but positively correlated with the desire to work for American or British companies. These correlations remained significant even after the effects from all demographic factors and job functions were controlled for. The message for Asian companies is loud and clear. First, 96% of job seekers rated "work environment" as either "extremely important" or "very important". Secondly, all else being equal, these people are less likely to join an Asian company, and more likely to choose an American or British company.
Another key differentiation between Asian and Western companies is the perception about the nationality of local top management. Respondents who desire to work for a company where the local top managers are local nationals would also prefer to work for Asian companies (positively correlated), but would prefer not to work for Western companies (negatively correlated). This factor appears to be an advantage that Asian companies have over Western companies, albeit it is also the factor that matters the least.
The survey points to a clear gap between the attractiveness of Western and Asian companies among Asian job seekers. What should Asian companies do to better compete for talents both at home and abroad? How can they enhance their reputation as a preferred employer in this region?
Employer branding
Asian companies need to take steps to build an attractive and sustainable employer brand in order to compete for top talent in the region. The following action steps are offered as a general guiding framework: 1. | Understand the company's reputation as an employer, as perceived by past, present and potential employees, and learn how attractive the company's existing "employer brand" is relative to its competitors. | 2. | Develop an integrated employee value proposition – an employer brand – to attract the type of employees the company needs. An effective employer brand communicates the employment experience and the expectations of both employer and employee. For Asian companies, one of the key challenges is to create a value proposition that addresses the perception of a poor working environment and to communicate it effectively to the target audiences. | 3. | Align the employer brand to customer brand and leverage it for talent attraction. The results from our survey show that Asian companies receive better ratings for their products or services than for their employer brand. As discussed above, perhaps the biggest discrepancy exists for Japanese companies. Aligning the employer brand to customer brand would allow Japanese companies to leverage their customer brand power to attract the best talent in the region. |
As Asian companies are gearing up for a larger presence in the global marketplace, a key challenge is to manage the reputational risk of becoming a global employer. This is especially crucial in a tight talent market like Asia, where human capital development is still playing catching up with the West. It is time that Asian companies recognize the impact of perceptions and employer branding on their ability to attract and retain the best talent. While it is important to operate well, it is time that Asian companies also learn to look good.

QUALITATIVE RESEARCH
PURPOSE:
To obtain qualitative information for the research objectives specified above.
Some of the exploratory methods we intend to use are: * Focus Groups among students and experienced employees: This is to get as many insights and opinions as possible. We intend to extend this exercise to corporate people if possible. Two focus groups-one involving among fresher who wants to work with IT sector and other with non-IT sector, the other one with experience from both corporate and non corporate sector. * Depth Interview (with the fresher): They can give us information about what in of job they are searching for in IT sector as well as non-IT sector, we can get the data to conclude that the preference for the job they are seeking. * Depth interview (with the experienced employees): We can get insights about what are the expectations of the experienced employees from the job while they switch to a new company and how far their current experience will be fulfilling it because that would determine the need for introduction of them in new companies. * Population and Sampling: with a sample size of 180, we propose to interview fresher’s looking for IT and non-IT jobs and experienced employees (say from 2 to 5years) in the Coimbatore city. The Sample size consists of 100-120 fresher and 60 experienced employees

Finding your dream job requires more than just hoping the stars will align in your favour. You probably have a better chance of winning the lottery than having the job fairy deliver you the perfect job just when you need one. In fact, you likely ended up in your current career because you followed in your parent’s footsteps (or heeded their advice), or you took a job because it was something you thought might be “cool” to do. Perhaps a teacher suggested your current career path, or maybe a job simply “opened up” just when you needed one.
Landing the job that’s right for you – that’s a good match for your skills and interests - requires soul-searching, some trial and error and lots of research.
According to the survey by job hunter.com the following are the major credentials with which a jobseeker rates the jobs available for him
QUANTITATIVE RESEARCH
“Physical Demands, Work Environment, Income, Stress and Hiring Outlook”
Job hunting, the art and the process.

Job hunting, job seeking, or job searching is the act of looking for employment,as a fresher or due to unemployment or discontent with a current position. The immediate goal of job seeking is usually to obtain a job interview with an employer which may lead to getting hired. The job hunter or seeker typically first looks for job vacancies or employment opportunities.
Locating jobs:
Common methods of job hunting are: * Finding a job through a friend or an extended business network, personal network, or online social network service * Using an employment website * Looking through the classifieds in newspapers * Using a private or public employment agency or recruiter * Looking on a company's web site for open jobs, typically in its applicant tracking system * Going to a job fair * Using professional guidance such as outplacement services that give training in writing a résumé, applying for jobs and how to be successful at interview.
Researching the employers:
Many job seekers research the employers to which they are applying, and some employers see evidence of this as a positive sign of enthusiasm for the position or the company, or as a mark of thoroughness. Information collected might include open positions, full name, locations, web site, business description, year established, revenues, number of employees, stock price if public, name of chief executive officer, major products or services, major competitors, and strengths and weaknesses.
Networking:
Contacting as many people as possible is a highly effective way to find a job. It is estimated that 50% or higher of all jobs are found through networking.[2]
Job recruiters and decision makers are increasingly using online social networking sites to gather information about job applicants, Job seekers need to begin to pay more attention to what employers and recruiters find when they do their pre-interview information gathering about applicants, according to this 2010 study by Microsoft, "Online Reputation in a Connected World".
PROCEDURE:
We would prepare a questionnaire consisting of questions which provides with answers for the research objectives. The questionnaire would be prepared on the Basis of insights and opinions, factors that are influencing the preferences of job seekers while searching for a job. We would distribute questionnaire to fresher, experienced employees and professors to know which option jobseekers wish to opt. This is to determine which cause usually people are likely to respond to.

The data collected from the respondents’ answers to questionnaires and jobseekers. Choice report would be collated and analyzed. This analysis would be statistical Inference of all the data to determine which is the deciding/ influencing factors for job seekers (People within the age group 21-35 years) to join a firm and work for its cause.

Applying:
One can also go and hand out résumés or Curriculum Vitae to prospective employers. Another recommended method of job hunting is cold calling or emailing companies that one desires to work for and inquire to whether there are any job vacancies.
After finding a desirable job, they would then apply for the job by responding to the advertisement. This may mean applying through a website, emailing or mailing in a hard copy of a résumé to a prospective employer. It is generally recommended that résumés be brief, organized, concise, and targeted to the position being sought. With certain occupations, such as graphic design or writing, portfolios of a job seeker's previous work are essential and are evaluated as much, if not more than the person's résumé. In most other occupations, the résumé should focus on past accomplishments, expressed in terms as concretely as possible (e.g. number of people managed, amount of increased sales or improved customer satisfaction)
Changes to job search when a person undertakes some work - general rule:
Job search requirements can be reduced when a job seeker is already working. The circumstances that apply to different types of job seekers are outlined in the specific sections that follow. However, for any hours of employment to count towards reducing a job seeker's job search or other activity test requirements, that employment must be legitimate and must be for an appropriate level of remuneration. This means that the hours worked must meet the remuneration test outlined in the sufficient work test (1.1.S.403). This is to ensure that a job seeker cannot avoid their job search or other activity test requirement, without affecting their rate of payment, by declaring that they have worked for a number of hours for little pay.Where a job seeker with full-time requirements spends 40 or more hours in paid work during a fortnight, this work will contribute to them satisfying the activity test and their job search requirements can be halved.
If the job seeker undertakes at 70 or more hours of paid work in a fortnight or if the job seeker's income supports payment is reduced to nil, then the job seeker has no further activity test requirements.
If casual employment has only lasted a few days, the job seeker will still be expected to make the usual number of job approaches, as the ability to seek work would not have been substantially reduced by this work.
REPORTING
A report will be submitted from the research we did, based on desk analysis, quantitative analysis and quantitative analysis to our Market Research professor and instructor Dr. Deepak Gupta and our mentor Mr. Arun Babu of how the research is progressing will be communicated to our Faculty and Mentor. Copies of the final report summarising the findings, analysis, conclusions and recommendations of all the stages of the research would be submitted; one copy to the mentor and the second copy to our instructor.

CREDENTIALS
The project “Understanding the Perceptions and Preferences of a Jobseeker” will be carried out by team members comprising Girish Menon, Urmimala Kayal, Pooja Chhotray, Priya Singh, Sarath Mukundan.
The project will be carried out under the guidance of our esteemed marketing research professor and instructor Dr. Deepak Gupta, B. Tech.(IIT-D), PGDM (IIMC),
MS(Mktg.), MA(Econ.), PhD at California-Berkeley. The project will be mentored by Mr. Arun Babu, alumni of Amrita School of Business and currently working as Associate Lead – Talent acquisition at Infoysis. We as a team would take their experience and knowledge as resource for sucessful completion of the project.

REFERENCE www.quikr.com/jobs bangalore.locanto.in/jobs www.findemployment.com www.arca24.com www.jobfill.in www.goodwalkinjobs.com