A STUDY ON CAREER PLANNING

OF STUDENTS FOR MA FOI MANAGEMENT CONSULTANTS

PVT. LTD., COIMBATORE
PROJECT REPORT

Submitted by

N. KOUSALYA
Register No: 098001805016

In partial fulfillment for the award of the degree

of

MASTERS OF BUSINESS ADMINISTRATION

AVS ENGINEERING COLLEGE

MILITARY ROAD, AMMAPET

SALEM-636003

JULY / AUGUST / SEPTEMBER 2011

 AVS ENGINEERING COLLEGE,
MILITARY ROAD, AMMAPET
SALEM-636003
Department of Management Studies
PROJECT REPORT

APRIL/MAY/JUNE- 2011

This is to certify that the project entitled

“A STUDY ON CAREER PLANNING OF STUDENTS FOR MA

FOI MANAGEMENT CONSULTANTS

PVT. LTD., COIMBATORE ”

. is the bonafide record of project work done by

N.KOUSALYA

Register No: 098001805016

Of MBA during the year 2010-2011

-------------------------- ----------------------------------

Mr. R. BASKAR Mr. R. NAVANEETHA KRISHANAN

Project Guide Head of the Department

Submitted for the Project Viva-Voce examination held on ______________

---------------------- ------------------------

Internal Examiner External Examiner

 DECLARATION

I affirm that the project work titled A STUDY ON CAREER PLANNING OF

STUDENTS FOR MA FOI MANAGEMENT CONSULTANTS PVT. LTD.,

COIMBATORE

being submitted in partial fulfilment for the award of Master of Business Administration

(MBA) is the original work carried out by me. It has not formed the part of any other Project

work submitted for award of any degree or diploma, either in this or any other University.

N.KOUSALYA

Register no: 098001805016

I certify that the declaration made above by the candidate is true

R.BASKAR
 ACKNOWLEDGEMENT

In the first instance, I thank almighty for being with me in ever past of my life and who
gave me the knowledge for completing this project work successfully.

I submit my deep intention to my parents for their encouragement and compassion

which are holds gift to me.

I express my sincere thanks to Dr.N. MEIKANDAN, ME, P.HD, Principal of the

AVS Engineering College, Salem-3, gave his kind permission to do this project.

I also express my sincere thanks to Mr. R. NAVANEETHA KRISHANAN, HOD of

the MBA department, who gave permission to do this project.

It is my pleasure to extend my gratitude and sincere thanks to my guide

Mr. BASKAR. For his constant help, guidance, inspiration and encouragement
extended to me. His inspiring ideas and creating talents are visible on almost every page of my
study.

I cordially extent my thanks to Mr. Wonder Joky, Area Business Manager at MA

FOI RANDSTAD MANAGEMENT CONSULTANTS, COIMBATORE for their
encouragement in the successful completion of the project work.

Finally I thank my nearest and dearest friends for their support that made me to succeed.
 TABLE OF CONTENTS

CHAPTER PARTICULARS PAGE NO

I INTRODUCTION

1.1 Introduction of the study

1.2 Statement of the problem

1.3 Objectives of the study

1.4 Scope of the study

1.5 Limitation of the study

II CONCEPTS AND REVIEW

2.1 Concept of the study

2.2 Review of related literature

2.3 Industry profile

2.4 Company profile

III METHODOLOGY

3.1 Research design

3.2 Survey details

3.3 Tools of the study

IV DATA ANALYSIS AND INTERPRETATION

4.1 Ratio analysis

4.2 Comparative statement

4.3 Common size statement

V RESULTS AND DISCUSSION

5.1 Findings of the study

5.2 Suggestions

5.3 Conclusion

APPENDICES and REFERENCES

ABSTRACT
 The final project is that part of curriculum for MBA (Master of Business Administration) of
Anna University. It is short job testing program to bridge the gap between theory and practice. It
also helps to have a first hand knowledge about the situation of business organization. The mere
statistics may not tell the real story. The logistics, the tonnages, the number of executing
agencies, the procedures, the contract laborers, the finance, so on and so forth – the sheer scale of
Operations and the range of activities are staggering. Needless to mention,

The key to success lies efficient management of Finance and working

capital is very much important for the success of the business. It has been emphasized that a
business should maintain sound working capital position and also that there should not be an
excessive level of investment in the working capital components. As pointed out by Ralph
Kennedy and Stewart MC Muller, “the inadequacy or mis-management of working capital is one
of a few leading causes of business failure.
Current assets, in fact, account for a very large portion of the total investment of the firm

Working capital management also know as analysis and interpretation of financial statement refers to
the process of determining financial strengths and weaknesses of the firm by establishing strategic
relationship between the items the balance sheet profit and loss account financial statements are
prepared primarily for decision making.

LIST OF TABLES
TABLE NO. PARTICULARS PAGE NO.

Table showing the gender wise classification of the

3.1.1 24
respondents

3.1.3 Table showing the age wise classification of the respondents 26

Table showing the experience wise classification of the

3.1.5 28
respondents

Table showing different sectors of students visited the

3.1.7 30
organization

Table showing the level of knowledge on career planning of

3.1.9 32
respondents

Table showing the knowledge on career tendency and career

3.1.11 34
values of respondents

3.1.13 Table showing the evaluation types followed by respondents 36

Table showing the percentage of respondents making a

3.1.15 38
primary career planning in college

Table showing the awareness on various opportunities by

3.1.17 40
respondents

Table showing the respondents interest on various

3.1.20 43
professions

3.1.22 Table showing respondents interest on degree subjects 45

Table showing the qualities of respondents that lead to

3.1.25 48
success in degree.

3.1.27 Table showing the level of competence of respondents 50

Table showing the respondents preferred type of interest in

3.2.1 53
relation to career opportunities

3.3.1 Table showing the self assessment scores of respondents 56

Table showing the need for self assessment in relation to the

3.4.1 59
nature of job expectations of respondents

LIST OF CHARTS

CHART NO PARTICULARS PAGE NO

3.1.2 Chart showing the gender wise classification of the 25

 respondents

3.1.4 Chart showing the age wise classification of the respondents 27

Chart showing the work experience wise classification of the

3.1.6 29
respondents

3.1.8 Chart showing different sectors of students 31

Chart showing the level of knowledge on career planning of

3.1.10 33
respondents

Chart showing the knowledge on career tendency and career

3.1.12 35
values of respondents.

3.1.14 Chart showing the evaluation types followed by respondents 37

Chart showing the percentage of respondents making a

3.1.16 39
primary career planning in college

Chart showing the respondents awareness on various

3.1.18 41
opportunities

Chart showing the ranking of respondents awareness on

3.1.19 42
opportunities

Chart showing the level of interest of respondents on

3.1.21 44
various professions

Chart showing the level of interest on degree subjects by

3.1.23 46
respondents

Chart showing the percentage level of interest on degree

3.1.24 47
subjects

Chart showing qualities that lead to success in respondents

3.1.26 49
degree

3.1.28 Chart showing competency level of respondents 51

Chart showing percentage level of competence of

3.1.29 52
respondents

Chart showing the ranking of highest preferred type of

3.2.2 55
interest in respondents career

3.3.2 Chart showing the self assessment scores of students 58

Chart showing the need for self assessment in relation to the

3.4.2 61
nature of job expectations of respondents
 CHAPTER I
INTRODUCTION OF THE STUDY

1.1 ABOUT THE STUDY

 Career Planning is a key strategy in the implementation of Career Preparation

System for any student. Career planning help students make meaningful connections to the broad industry
sectors that are reflective of the current and emerging world of work. Through their incorporation into the
curriculum, career planning help students examine their interests and learn through direct experience how
subjects relate to work. It is believed that this approach will help students select a career that suits them
while acquiring the skills to help them succeed.

A career has been defined as the involving sequence of a person's experiences over time. It is
viewed as fundamentally a relationship between one or more organizations and the individual. To some a
career is a carefully worked out plan for self advancement to others it is a calling- a life role to others it is
a voyage to self discovery and to still others it is life itself.

Aims of Career Planning:

Career Planning aims at matching individual potential for promotion and individual aspirations with
organizational needs and opportunities. Career Planning is making sure that the organization has the right
people with the right skills at the right time. In particular it indicates what training and development
would be necessary for advancing in the career altering the career path or staying in the current position.
Its focus is on future needs and opportunities and removal of stagnation, obsolescence, dissatisfaction of
the employee. In the process it opens avenues for growth to higher levels of responsibilities for each and
every employee of the organization through hierarchy of position and training and development activities
to equip the individuals with the requisites fir succession.

“to be employed is potentially risky but to be employable is to feel secure”

The “Career Planning” cycle

self-awareness
 Taking action opportunity awareness

decision making

So career planning is not just about jobs it about asking

What kind of a person am I?

What opportunities are open to me?

What do I want from life?

What am I good at and interested in?

What have I done?

When the above cycle is followed trying to answer the above questions exactly, a clear and
everlasting hopeful career plan can be created

1.2 INDUSTRIAL PROFILE

A Recruitment Consultant is someone who helps their clients fined suitable personnel to fill one
or more vacancies. Recruitment Consultants act as a bridge between the employer and prospective
employee. They have the responsibility of calling eligible candidates for a job opening, screen the
received applications, interview a few, verify their candidacy through references and finally select the
ideal person for the job opening.

Most Recruitment Consultants specialize in one industry type, for example, construction, fashion,
operations, supply chain, education and so on. They provide knowledge base solutions to their clients.

It is widely accepted that consultancy constitutes an important professional activity in any

Institution which is aiming for Education, Research and wider applications in Corporate sectors including
HR activity services. Consultancy assignments provide exposure to real life problems which call for
solutions in specified time frames. Consultancy can help Corporates through various means and also
provide various clues and pursuit of Recruitment and selection process etc with wider applications.

Responsibilities

• Their primary job is to attract client companies to outsource the recruitment jobs to them. After
obtaining a client company, Recruitment Consultants must work hard to bolster that relationship.
• Recruitment Consultants must have in-depth knowledge about the policies and work cultures of
their client companies.
• Frame recruitment advertisements and decision making based on the understanding of the client
company.
• Recruitment Consultants should offer an attractive and informative advertising campaign, through
a variety of mediums, like newspapers, magazines, web sites and social contact groups.
• They are required to attend job fairs or college career forums in order to increase their candidate
database.
• Screen all the received applicants, choose the most delectable or qualified ones and arrange for
personal interviews with them.
• Briefly describe the responsibilities of the position, salary range and other benefits of the
organization in question.
• Cross-check with the references given by the candidates and have a clear understanding of their
work or educational background.
• Enhancing the resumes of the short-listed candidates and inform their client companies that they
have someone who is prepared and knowledgeable about the position.
• Relay the time, date and place of the interview to those short-listed candidates and inform the
candidates with the positive and negative results a few days later.
• Negotiate with both parties regarding the salary and close the agreement with the agreed amount.

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job
at an organization or firm. For some components of the recruitment process, mid- and large-size
organizations often retain professional recruiters or outsource some of the process to recruitment
agencies.

The recruitment industry has five main types of agencies: employment agencies, recruitment
websites and job search engines, "headhunters" for executive and professional recruitment, niche agencies
which specialize in a particular area of staffing and in-house recruitment. The stages in recruitment
include sourcing candidates by advertising or other methods, and screening and selecting potential
candidates using tests or interviews.

Agency types

The recruitment industry has five main types of agencies. Their recruiters aim to channel
candidates into the hiring organizations application process. As a general rule, the agencies are paid by
the companies, not the candidates. David Lord of Executive Search Information Services suggests that
"...retained search is a management consulting service. Contingency recruiting is one of many forms of
candidate identification, no more, no less."

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 match their pool of candidates to their clients'
open positions. Suitable candidates are short-listed and put forward for an interview with potential
employers on a temporary ("temp") or permanent ("perm") basis.

Compensation to agencies takes several forms, the most popular are:

• A contingency fee paid by the company when a recommended candidate accepts a job with the
client company (typically 20%-30% based and calculated on the candidates first-year base salary
– though fees as low as 12.5% can be found online [2], which usually has some form of guarantee
(30–90 days standard), should the candidate fail to perform and is terminated within a set period
of time (refundable fully or prorated)
• An advance payment that serves as a retainer, also paid by the company, non-refundable paid in
full depending on outcome and success (eg. 30% up front, 30% in 90 days and the remainder
once a search is completed). This form of compensation is generally reserved for high level
executive search/headhunters
• Hourly Compensation for temporary workers and projects. A pre-negotiated hourly fee, in which
the agency is paid and pays the applicant as a consultant for services as a third party. Many
 contracts allow a consultant to transition to a full-time status upon completion of a certain number
of hours with or without a conversion fee.

Headhunters

A "headhunter" is 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 preexisting industry experience and contacts. They may use advanced sales
techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate
offices. They may also purchase expensive lists of names and job titles, but more often will generate their
own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure
to the search. They are frequently members in good standing of industry trade groups and associations.
Headhunters will often attend trade shows and other meetings nationally or even internationally that may
be attended by potential candidates and hiring managers. Headhunters are typically small operations that
make high margins on candidate placements (sometimes more than 30% of the candidate’s annual
compensation). Due to their higher costs, headhunters are usually employed to fill senior management
and executive level roles. Headhunters are also used to recruit very specialized individuals; for example,
in some fields, such as emerging scientific research areas, there may only be a handful of top-level
professionals who are active in the field. In this case, since there are so few qualified candidates, it makes
more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While
in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and
actively seek them out as well. To do so, they may network, cultivate relationships with various
companies, maintain large databases, purchase company directories or candidate lists, and cold call
prospective recruits.

Niche recruiters

More and more we are seeing the emergence of specialized firms which only staff for 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 them to 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 the same candidates are placed many times throughout their careers.

In-house recruitment

Larger 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 job vacancies on their own websites, coordinate internal employee referrals, work with external
associations, trade groups and/or focus on campus graduate recruitment. While job postings are common,
networking is by far the most significant approach when reaching out to fill positions. Alternatively a
large employer may choose to outsource all or some of their recruitment process (recruitment process
outsourcing).

Passive candidate research firms and sourcing firms

These firms are the new hybrid 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 company's
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 per
hour fee or by candidate lead. Many times this uncovers names that cannot be found with other methods
and will allow internal recruiters the ability to focus their efforts solely on recruiting.

Process

Job analysis

The proper start to a recruitment effort is to perform a job analysis, to document the actual or
intended requirement of the job to be performed. This information is captured in a job description and
provides the recruitment effort with the boundaries and objectives of the search. [3] Oftentimes a company
will have job descriptions that represent a historical collection of tasks performed in the past. These job
descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day
requirements. Starting a recruitment with an accurate job analysis and job description insures the
recruitment effort starts off on a proper track for success.

Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing
multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications,
window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting
research, which is the proactive identification of relevant talent who may not respond to job postings and
other recruitment advertising methods done in #1. This initial research for so-called passive prospects,
also called name-generation, results in a list of prospects who can then be contacted to solicit interest,
obtain a resume/CV, and be screened (see below).

Screening and selection

 Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through résumés, job applications, interviews, educational
or professional experience, the testimony of references, or in-house testing, such as for software
knowledge, typing skills, numeric, and literacy, through psychological tests or employment testing. Other
resume screening criteria may include length of service, job titles and length of time at a job. In some
countries, employers are legally mandated to provide equal opportunity in hiring. Business management
software is used by many recruitment agencies to automate the testing process. Many recruiters and
agencies are using an applicant tracking system to perform many of the filtering tasks, along with
software tools for psychometric testing.

On boarding

"On boarding" is a term which describes the process of helping new employees become
productive members of an organization. A well-planned introduction helps new employees become fully
operational quickly and is often integrated with a new company and environment. On boarding is
included in the recruitment process for retention purposes. Many companies have on boarding campaigns
in hopes to retain top talent that is new to the company, campaigns may last anywhere from 1 week to 6
months.

Internet recruitment and websites

Such sites have two main features: job boards and a résumé/curriculum vitae (CV) database. Job
boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to
be included in searches by member companies. Fees are charged for job postings and access to search
resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment.
Websites capture candidate details and then pool them in client accessed candidate management
interfaces (also online). Key players in this sector provide e-recruitment software and services to
organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly
their recruitment process in order to improve business performance.

The online software provided by those who specialize in online recruitment helps organizations
attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online
recruitment websites can be very helpful to find candidates that are very actively looking for work and
post their resumes online, but they will not attract the "passive" candidates who might respond favorably
to an opportunity that is presented to them through other means. Also, some candidates who are actively
looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current
companies, co-workers, customers or others might see their resumes.
Job search engines

The emergence of meta-search engines, allow job-seekers to search across multiple websites.
Some of these new search engines index and list the advertisements of traditional job boards. These sites
tend to aim for providing a "one-stop shop" for job-seekers. However, there are many other job search
engines which index pages solely from employers' websites, choosing to bypass traditional job boards
entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised
on traditional job boards, and online recruitment websites.

Educational Requirements

A graduate degree in human resources, or related field is them minimum eligibility. Also, you
must finish certification or a training course. An RC should have excellent communication skills,
telephone etiquette and tact.

Job Opportunities

Entry level candidates can acquire a position in a recruitment agency as a trainee recruitment
consultant or as a recruitment resource consultant. During this period, you will normally receive
continuous training from the veteran consultants.

After you successfully surpass the targets set by your employer in the probationary period, you
can be invited on as an Executive Recruitment Consultant.

If you become a member of the Recruitment and Employment Confederation, it will be useful in
exploring new opportunities for career enhancement. With strong dedication, total focus and sincerity,
you can be promoted to positions like Senior Executive, Team Leader and Branch Manager. But progress
to each level requires enhanced skill sets, more certifications and usually more training.

1.3 ORGANIZATION PROFILE

About the company

 Ma Foi is a 14 years old public limited company. Established in 1992 at Chennai by Mr. K.
Pandia Rajan ( CEO & Managing Director) with a focus on recruitment services, Ma Foi has since grown
to be one of the largest staffing and HR service providers in India. Ma Foi today, is a part of the world’s
third largest staffing major, VEDIOR NV, with presence in 36 countries worldwide, specializing in a
broad range of staffing services through distinct brand names targeting specific sectors.

Ma Foi operations are directed from its corporate office in Chennai and conducted through its
network offices in India and abroad. Ma Foi has a network of 58 centers ( 12 core centres and 46 business
partners ) spread over 43 locations in India, as well as seven overseas subsidiaries in the UK, UAE,
Singapore, Sri Lanka, Malaysia, Oman and the USA. With a CAGR of 78% over the last 13 years, Ma
Foi’s growth has been sustained through investments in increasing presence in new locations, people,
operating systems, information technology and quality.

The company is managed along professional lines with emphasis on business planning, goal
directed actions and accountability for promises and performances across the management spectrum. Key
values that guide us are – dignity, accountability, integrity, professionalism, growth, diversity and
TRUST (Ma Foi). In 2003-04, Ma Foi clocked revenue of $ 18.3 million.

Certification

Ma Foi is the only company in the HR services domain in India to be certified ISO 9001:2000 by
DNV of Norway.

Milestones in the growth path

 1992 Inception of Ma Foi.

 1994 Transition from private limited to public limited company.
 1996 Crossing a turnover of 10 Crores & Expansion to multiple locations within India through
own offices.
 1998 Expansion of Service portfolio to HR Outsourcing, Executive Search as a separate business
unit & First Bonus Issue.
 2000 ISO Certification.
 2001 Foray into International Market.
 2002 Crossing 5000 Deputee mark.
  2003 Further expansion within India through Franchisee network.
 2004 Becoming a part of Vedior – World’s largest specialist staffing major Launch of Ma Foi
Academy – The Career Training Business of Ma Foi Crossing the 10000 deputee mark &
emerged as the leader in flexi staffing business in India Release of the first Ma Foi Employment
Survey (MEtS) results for OND Quarter.
 2005 Merger of Consulting & Outsourcing business to form a separate subsidiary - “Ma Foi
Consulting Solutions Ltd.”
 2007 Merged with the world’s 2nd largest HR consultancy ‘Randstad’ and got renamed as
Mafoirandstad Management Consultants.

Mission

To emerge as the most respected Human Resource service provider in the world, anchored on
values of transparency, growth, dignity and diversity.

Quality Policy

We exist as an organization to offer the right Human Resource Solutions at the right time and
enable our clients to enhance the net worth of their Human Capital. We build enduring relationships with
our clients in a spirit of partnership and continuously seek insights through our work to deliver value, as
perceived by them.

Our credo is to learn with humility, serve with dignity and grow with integrity.

Service Offerings

Flexi Staffing:

Flexi staffing business specializes in providing just-in-time workforce. This involves making
available personnel who are on Ma Foi’s rolls and who match a clients specification for a contractual
period. Ma Foi has pioneered the introduction of the flexi staffing services in India which otherwise is a
fairly well accepted modality to fulfill manpower needs in developed countries. With more than 4000
man-years of experience in handling PF, ESI, GA and Insurance, Ma Foi takes care of the statutory
obligations of the employees deputed into client systems. Ma Foi focuses on adding to the networth of the
deputees by taking care of their developmental needs with the support of a robust technology platforms.
 Ma Foi is the largest organized player in the flexible staffing arena with over 18,000 deputees.
The winning combination of recruitment, payroll processing, in-house technology team, training and HR
consulting makes it possible to manage pan Indian assignments.

Permanent Staffing:

Permanent staffing primarily addresses requirements for middle and junior management staff in
organizations through database selection, advertised recruitment and turnkey recruitment services, based
on the need.

 Database Selection
Leverages on Ma Foi’s growing web-enabled database of over 2,00,000 professionals
who seek career-enhancing opportunities through Ma Foi in different career streams.

 Advertised Selection
Often a strategic choice guided by volume of requirements, perceived ease of drawing
out suitable candidates, budgets and sometimes the client’s desire to catch the public eye.

 Turnkey Recruitment Services

An innovation from Ma Foi that seeks to address large requirements from clients,
particularly at Junior/Middle management levels. Typical scenarios where this service is well
suited are start-ups, new project manning including large scale BPO projects, plant expansion,
scale up of team sizes and geographical expansion of teams.

Assessment Practice:

Our expertise in the areas of testing and assessment lends a visible value addition when combined
with the power of staffing. Ma Foi does this through well researched, standardized and renowned tests
that assess one’s personality and behavioral styles. We conduct tests such as the 16 Personality Factor
Test, 16PF SELECT, Executive Profile Survey (EPS), Comprehensive Abilities Battery (CAB), Myers-
Briggs Type Indicator (MBTI), Fundamental Interpersonal Orientation Behavior (FIRO-B), Differential
Aptitude Test (DAT), Raven’s Progressive Matrix and Belbin Team Analysis.

Holistic Search:
 This service addresses client requirements for Senior/Top Management professionals to take on
Functional/Business leadership responsibility. Ma Foi has a marked preference to work on a retained
basis with an exclusive mandate.

Academy:

Imparts industry – oriented skills for freshers to enhance employability. Intensive short term retail
training programs are offered in the field of BPO/ Call center, Retail, IT, Sales, Technical publishing,
Instructional Designing and an exclusive program on Placement preparation is provided. By partnering
with educational institutions, placement preparation program is offered to college students at their

premises. Niche corporate training programs like Induction, Voice & Accent, etc., are delivered
by Academy.

Outsourcing Solutions:

This service is addressed by Ma Foi Outsourcing Solutions Ltd. (MOSL), a fully owned
subsidiary of Ma Foi Management Consultants Ltd., focusing in the realm of HR – BPO. Ma Foi has
been offering HR – BPO services like payroll processing, benefits administration, resume management
and HR records management.

Some of the product offerings of the Outsourcing solutions are:

o Resume Management Software

o Human Resource Management Software
o Daily Activity Tracker
o Expense Management System
o Recruitment Process Outsourcing (RPO)

Ma Foi Consulting Solutions Ltd. (MCSL)

Consulting Solutions, is a fully owned subsidiary company of Ma Foi Management Consultants

Ltd. MCSL is one of the leading national players in the realm of HR Consulting, HR Automation,
Organization Diagnostics, Training, Compensation Surveys and HR Business Process Outsourcing (e.g.
payroll outsourcing) are the services offered by this business group.
Ma Foi Global Search Services Ltd. (MGSSL)

The Executive Search Business, is a wholly owned subsidiary of Ma Foi Management

Consultants Ltd. MGSSL caters to Senior Level Search, Managerial Assessment, Interim Management,
and HR Statistical Research. Specializing in identifying, assessing and recruiting business leaders with
outstanding track records, we are able to provide our clients with the best of talent that the industry has to
offer.

Strength of the Company

Ma Foi has a core member staff of 665 and over 18,000 deputees.

Servicing Organization

Ma Foi services organizations in various industry segments including BPO, IT, Telecom,
Banking & Financial services, Consumer & Retail, Manufacturing.

Clients of Ma Foi

Ma Foi have an established client base which extends to over 1334 companies including GE
Capital, Ford Motors, Satyam Group, Infosys, Enron, Haldia Petrochemicals and HSBC, to name a few.

Placements

As a premier staffing company, Ma Foi have placed more than 75,000 personnel in 31 countries
worldwide, over 628 of these being at the GM and the above. Among the senior level placements, 58 are
CEO’s.

Ma Foi’s Credentials

o Grown to be the largest HR Service provider in India within 14 years of inception.

o Part of Vedior N.V., the world’s leading specialist staffing major with a turnover of Euro
6.46 Billion.
o Revenue grew to Rs. 1220 million (2004) as against Rs. 785 million(2003) reflecting a
CAGR of 75% over the last 13 years.
o Worked for over 129 Fortune 500 organizations.
o Globally present in 8 countries through 58 offices- India, UK, UAE, Singapore, Sri
Lanka, Malaysia, Oman and the USA.
o Quick turn-around time with cost effective solutions.
o Management Depth – Over 29 Principal Consultants with mean experience of 15 years.
o Anchored over 740 HRD assignments in Training, Organisational Diagnostics,
Assessment, Compensation and outsourcing.
o Strong network of offices across India and abroad.
 CHAPTER II

MAIN THEME OF THE PROJECT

2.1 REVIEW OF LITERATURE

Ryan George an author published an article conveying that students are very cautious and
choosy while selecting their career. Everyone wants to become the perfect careerist and to get his dream
position. So, Career planning has become the need of time.

John Vespasian stated that ‘Career planning’ is a delusion created by wishful thinking. The idea
that an individual can precisely steer his way from job to job in a rapidly changing society is unrealistic.
Instead, a man should have long-term goals and let his career develop accordingly.

Will Helton’s view goes as such. ‘Typical aptitude testing identifies talents, personality or
behavior as ways to help students determine their career paths; yet statistics show that over 67% of
today’s graduates will hate their professions. These methods have proven to be outdated and hence some
new method of judging the students should be followed which will help them get the jobs that they like
and develop their career in the same.’

Blake Evans suggests that getting a career assessment is a great way to match your personality,
skills and interests to a potential career for you. There are now specific career assessment websites which
aim to help you with career planning, job skills, choosing a college major and also hunting for the desired
job.He also says that career planning is an exercise well worth the time invested in it because it sets you
going on the path that leads to where you would like to go.

RE: Ryan George & John Vespian , Tappi Journal

Will Helton & Blake Evans-Career Analysis for Training-Niagra Divison Papers

A small article from spiral2g@gmail.com says so. ‘In the current times when the recession is
casting a pall of gloom over the entire global economy the number of plum jobs and lucrative fields has
considerably reduced. In such a situation you have to tread with caution and decide on your career path
with at most concern and care’.

Dalvin Rumsey sticks on to the fact that the education process leaves very short span to devote
full focus towards your career after completing basic education. So, one must find his/her interest and
available career options while taking the school education. This helps students to decide the option of
further higher education leading towards their goals. Proper career management is the key of success for
those who start the efforts to achieve their career goals from their adolescent period.

Sharon Greenslade: The purpose of this study was to explore what career planning and
placement services are currently offered at four online, degree-granting institutions in the United States.
This study examined what distance education administrators perceive as ideal career planning in lieu with
the regular graduates.

John Sern conveys that today's business world requires individuals who posses the right
knowledge and qualifications in order to take on important jobs which will provide the right career to
them and who help in increasing the revenue of the organization. The article suggests view steps to
compete with the developing business world and also to develop their career along with the organization

It is also believed that career consultant provide scientific evaluation of student’s interests and
intelligence. They inspect their abilities with various assessments tests and suggest some best career
options suitable to them. They too can define students interest and focus on their goals from the beginning
of the higher education. Picking a right occupation is essential for building the bright future. Many of us
have a myth that they know how to select the right career. But after some years, we feel that we have
taken the wrong decision.

RE: John Sern,-Journal of Business Management, vol 2, 2009

www.articlealley.com
2.2 OBJECTIVES OF THE STUDY

• To explore students knowledge towards their career.

• To identify students learning about career opportunities for various sectors
• To conduct self-assessment for students and define career goals.
• To find out the students expectation on their jobs.

2.3 NEED FOR THE STUDY

Consultancy services plays a significant role nowadays in bigger way whether is small or large
scale companies especially in terms of Human Resource practices. Mafoirandstad Management
Consultants is one among them which serves and caters many in this regard. It is understood that the
study is undertaken in-order to find the expectations of students from Corporate and their level of
knowledge on career planning and to assess the need for Consultancy services and it’s scope for starting
services.

2.4 SCOPE OF THE STUDY

The stu dy covers the exact view of the students on their careers, for all sectors. The study serves
as a platform for the students to choose their career path clearly and as well as to guide them to reach their
career goal. It also provides a general scenario of career opportunities in the corporate, so that
Mafoirandstad Management Consultants can prepare themselves in providing the right path to reach the
right organization in an easy and a compatible manner.

2.5 LIMITATIONS OF THE STUDY

• The study is limited within the students from colleges of Coimbatore region for a period of two
months from March 2010 to April 2010.
• The data collected updated databases between the year 2009 to 2010.
• The information sourced belongs to only that of Mafoirandstad Management Consultants and not
from any other organizations within the same field.

2.6 RESEARCH METHODOLOGY

Business research is of recent origin and is largely supported by business organizations that hope
to achieve competitive advantages. Research methodology lays down the various steps that are generally
adopted by a researcher in studying the problem.

Research methodology is a way to systematically solve the research problems. It may be

understood as a science of studying how research is done scientifically. It includes the overall research
design, the sampling procedure, data collection method and analysis procedure.

2.6.1 RESEARCH DESIGN:

A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.

The Research design used in this study is Descriptive research design. This includes surveys and
fact-finding enquiries of different kinds. The main characteristic of this method is that the researcher has
no control over the variables, one can only report what has happened or what is happening. Thus, the
research design in case of descriptive study is a comparative design throwing light on all the areas and
must be prepared keeping the objectives of the study and the resources available.

2.6.2 SOURCES OF DATA

The task of collecting data begins after a research problem has been defined and plan is
chalked out. This study pertains to collection of data from primary sources.
Primary Data

Data are collected for the first time for a specific purpose in mind using the questionnaire
method. Questionnaire through personal contact .

2.6.3 SAMPLING DESIGN

A Sample plan is a definite plan for obtaining a sample from a given Population. It refers
to the technique or the procedure the researcher would adopt in selecting items for the sample.

After deciding the research approach the next stage is to design a Sampling plan. The
selected respondents from the total population constitute what is technically called a “Sample”
and the selection process is called “Sampling Technique”.

The sampling technique used was under Non-Probability Convenience sampling. The
targeted respondents were the out going students from various colleges and institutions fro
Coimbatore who have registered themselves at Mafoirandstad Management Consultants.

Sample Size

The Sample Size is 100 and the population is 400..

2.6.4 STATISTICAL TOOLS USED

1. Simple Percentage Analysis:

Simple percentage analysis refers to a ratio, with the help of absolute figures it will be difficult
to interpret any meaning from the collected data, but when the percentage are found out then it becomes
easy to find the relative difference between two or more attributes.

No .of respondents

Percentage = 100

Total no. respondents

2. Chi-Square Test:

The chi-square test is also referred to as a test of a measure of fit or "goodness of fit" between
data. Typically, the hypothesis tested is whether or not two samples are different enough in a particular
characteristic to be considered members of different populations.The chi-square analysis is used to test
the null hypothesis (H0), which is the hypothesis that states there is no significant difference between
expected and observed data. Investigators either accept or reject H0, after comparing the value of chi-
square to a probability distribution. Chi-square values with low probability lead to the rejection of H 0 and
it is assumed that a factor other than chance creates a large deviation between expected and observed
results.

∑(Oi-Ei)2

X2 =

Ei

3. Kendall’s Coefficient Of Concordance:

Kendell’s coefficient of concordance, represented by the symbol W, is an important non-

parametric measure of relationship. It is used for determining the degree of association among several(k)
sets of ranking of N objects or individuals. It is considered as an appropriate measure of studying the
degree of association among three or more sets of ranking. s

W=

(1/12)* k2 [(N3)-N]

4. T-Test

T-test is based on t-distribution and is considered an appropriate test for judging the
significance of a sample mean or for judging the significance of difference between the means of two
samples in case of small samples when population variance is not known.

X-µ

t=

σs / √ n
 2.7 RESEARCH HYPOTHESIS

A hypothesis is a preliminary or tentative explanation or postulate by the researcher

of what the researcher considers the outcome of an investigation will be. It indicates the
expectations of the researcher regarding certain variables. It is the most specific way in which an
answer to a problem can be stated.
Research hypothesis are the specific testable predictions made about the independent
and dependent variables in the study. Hypothesis is found in terms of particular independent and
dependent variables that are going to be used in the study. The research hypothesis of this study is
as follows:-
Hypothesis 1:
Ho: Students preferred types of interests are independent of the career opportunities
available.
H1: Students preferred types of interests are dependent of the career opportunities
available.
Hypothesis 2:
Ho: Existence of Personality factors is high in respondents.
H1: There is no existence of Personality factors in respondents.
Hypothesis 3:
Ho: Self assessment is essential for expecting the desired jobs of respondents.
H1: Self assessment is not essential for expecting the desired jobs of respondents.
 CHAPTER III

DATA ANALYSIS AND INTERPRETATION

Based on the data obtained from various college students, in relation with their views on career planning,
the collected data is analyzed and interpreted with the help of various statistical tools.

3.1 SIMPLE PERCENTAGE ANALYSIS

PART I

TABLE 3.1.1

TABLE SHOWING THE GENDER WISE CLASSIFICATION OF THE

RESPONDENTS

S NO GENDER NUMBER OF PERCENTAGE

RESPONDENTS

1 MALE 64 64%

2 FEMALE 36 36%

TOTAL 100 100

Inference:
From the above table, it is clear that 64% of the respondents are male and 36% of the respondents are
female.

CHART 3.1.2

CHART SHOWING GENDER WISE CLASSIFICATION OF

RESPONDENTS

36%

64%

MALE FEMALE

TABLE 3.1.3
 TABLE SHOWING THE AGE WISE CLASSIFICATION OF THE

RESPONDENTS

SNO AGE GROUP NUMBER OF RESPONDENTS PERCENTAGE %

1 Below 21 28 28

2 21-25 42 42

3 Above 25 30 30

TOTAL 100 100

Inference:

From the above table, it can be inferred that 28% of the respondents are in the age group below 21 years,
42% of the respondents are in the age group of 21 to 25 years, 30% of the respondents are in the group of
above 25 years.

CHART 3.1.4
CHART SHOWING AGE WISE CLASSIFICATION OF
RESPONDENTS

30% 28%

42%

Below 21 21-25 Above 25

TABLE 3.1.5
 TABLE SHOWING EXPERIENCE WISE CLASSIFICATION OF THE

RESPONDENTS

EXPERIENCE NUMBER OF
S.NO PERCENTAGE%
( in years) RESPONDENTS

1 0-1 33 58

2 1-2 21 37

3 2-3 3 5

TOTAL 57 100

Inference:

From the above table, it is known that 58% of the respondents have work experience between 0 to 1
years, 37% between 1 to 2 years, 5% between 2 to 3 years. Only 57% the total respondents have work
experience, the remaining 33% of respondents have no work experience.
 CHART 3.1.6

CHART SHOWING THE PERCENTAGE OF WORK

EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

5%

37%
No. of years58%

0-1 1-2 2-3

 TABLE 3.1.7

TABLE SHOWING DIFFERENT SECTORS OF STUDENTS

EDUCATION
S.NO TOTAL PERCENTAGE
SECTOR

1 ENGINEERING 21 21%

2 COMPUTER 20 20%

ARTS/SCIENCE/
3 32 32%
COMMERCE

4 DIPLOMA 9 09%

5 MANAGEMENT 18 18%

TOTAL 100

Inference:

From the above table, it shows that, in the sample only arts/science/commerce sector have occupied
32%. Next to it are the engineering and computer sector that have occupied 21% & 20%
respectively. Management & diploma carries 18% and 19% respectively.
 CHART 3.1.8

CHART SHOWING DIFFERENT SECTORS OF STUDENTS

ENGINEERING
18% 21%
COMPUTER

9% ARTS/SCIENCE/

COMMERCE
20% DIPLOMA
MANAGEMENT
32%
 TABLE 3.1.9

TABLE SHOWING THE LEVEL OF KNOWLEDGE OF RESPONDENTS ON CAREER

PLANNING

IDEA ON CAREER PLANNING

EDUCATION
S.NO TOTAL NOT
SECTOR
CLEAR NO IDEA
CLEAR

1 ENGINEERING 21 15 5 1

2 COMPUTER 20 10 3 7

ARTS/SCIENCE/
3 32 19 11 2
COMMERCE

4 DIPLOMA 9 1 6 2

5 MANAGEMENT 18 16 1 1

TOTAL 100 61 26 13

Inference:

From the above table, it is clear that 61% of the sample, have a clear knowledge on their career
planning, and only below 50% of the respondents are not clear and have no idea. It also states that
diploma sector respondents are the one, who has a very less knowledge on their career path.
 CHART 3.1.10

N CHART SHOWING THE LEVEL OF KNOWLEDGE OF RESPONDENTS ON

CAREER PLANNING
O

20
O

F
15

C
CLEAR
R
10 NOT CLEAR
E NO IDEA
S
5
P

O 0
ENGINEERING COMPUTER ARTS/SCIENCE/ DIPLOMA MANAGEMENT
N
COMMERCE
D SECTORS

S
 TABLE 3.1.11

TABLE SHOWING RESPONDENTS KNOWLEDGE ON

CAREER TENDENCY AND CAREER VALUES

S.NO IDEA ON CAREER TENDENCY &

EDUCATION VALUES
TOTAL
SECTOR PARTLY NOT NO
CLEAR
CLEAR CLEAR IDEA

1 ENGINEERING 21 13 3 4 1

2 COMPUTER 20 5 8 3 4

3 ARTS/SCIENCE/
32 10 9 10 3
COMMERCE

4 DIPLOMA 9 1 0 4 4

5 MANAGEMENT 18 15 2 1 0

TOTAL 100 44 22 22 12

Inference:

From the above table, only 44% of the respondents are clear on their career tendency and values,
the remaining 52% of the respondents fall under the category where they are not clear on their
career tendency and values.
 CHART 3.1.12

CHART SHOWING RESPONDENTS KNOWLEDGE ON

CAREER TENDENCY AND CAREER VALUES

16
14
12
10 CLEAR
8 PARTLY CLEAR
6 NOT CLEAR
4 NO IDEA
2
0
ENGINEERING COMPUTER ARTS/SCIENCE/ DIPLOMA MANAGEMENT

COMMERCE

SECTORS
 TABLE 3.1.13

TABLE SHOWING THE EVALUATION TYPES

FOLLOWED BY RESPONDENTS

TYPES OF EVALUATION
EDUCATION
S.NO TOTAL OTHERS ON-LINE PROFESSIONAL
SECTOR SELF
ASSESSMENT TESTS TESTS

1 ENGINEERING 21 8 3 8 2

2 COMPUTER 20 7 2 10 1

ARTS/SCIENCE/
3 32 16 8 3 5
COMMERCE

4 DIPLOMA 9 4 5 0 0

5 MANAGEMENT 18 8 2 4 4

TOTAL 100 43 20 25 12

Inference:
From the above table, it is noted that self evaluation is used by most of the respondents with an average of
43%. On- line tests are being followed by 25% of the sample and evaluation of others caries only 20% of
the sample. Professional tests are taken up by only upto 12%.

CHART 3.1.14

CHART SHOWING THE EVALUATION TYPES FOLLOWED BY RESPONDENTS

16
14
12
10 SELF
OTHERS
8 ONLINE

6 PROFESS

4
2
0
ENGINEERING COMPUTER ARTS/SCI/COM DIPLOMA MANAGEMENT

SECTORS
 TABLE 3.1.15

TABLE SHOWING THE PERCENTAGE OF RESPONDENTS MAKING A PRIMARY

CAREER PLANNING IN COLLEGE
S.NO PRIMARY CAREER
EDUCATION PLANNING
TOTAL
SECTOR
YES NO

1 ENGINEERING 21 18 3

2 COMPUTER 20 18 2

3 ARTS/SCIENCE
32 17 15
/COMMERCE

4 DIPLOMA 9 3 6

5 MANAGEMENT 18 18 0
TOTAL 100 74 26
Inference:

From the above table it is clear that, primary career planning is made in college completely by
management students. And the next highest are engineering and computer graduates. Diploma
and arts/science/commerce are the least ones to have done a primary career planning in college.

CHART 3.1.16

CHART SHOWING THE PERCENTAGE OF RESPONDENTS

MAKING A PRIMARY CAREER PLANNING

R
15
E 35
30
S
25 3 2
0
P 20
NO
O 15 6 YES
10 18 18 17
N 18
5
3
D 0
ENGINEERING COMPUTER ARTS/SCI/ DIPLOMA MANAGEMENT
E
COM
N
SECTORS
T

S
 PART II

TABLE 3.1.17

TABLE SHOWING THE RESPONDENTS AWARENESS ON OPPORTUNITIES

 OPPORTUNITY NO. OF RESPONDENTS
S.NO TOTAL
SOURCES RANK1 RANK2 RANK3 RANK4 RANK5

1 CAREER CENTERS 6 13 31 21 29 100

2 EMPLOYER FAIRS 10 17 22 21 30 100

3 JOB ADVERTISEMENTS 63 29 4 4 0 100

4 WORD OF MOUTH 10 30 16 23 21 100

5 FAMILY & FRIENDS 11 11 27 31 20 100

TOTAL 100 100 100 100 100

CHART 3.1.18

CHART SHOWING RESPONDENTS AWARENESS ON OPPORT

70
60
50
40
30
20
10
0 RANK1 RANK2 RANK3 RANK4 RANK

RANKING OF THE OPPORTUNITIES

O

O
A

N
E

S
T

T
 CHART 3.1.19

CHART SHOWING THE RANKING OF RESPONDENTS AWARENESS ON OPPORTUNITIES

70 63
60 JOB ADVERTISEME

50 WORD OF MOUTH
CAREER CENTER
40 30 31 31 30 FAMILY & FRIENDS
EMPLOYER FAIRS
30
20
10
0 1 2 3 4 5

RANKS
G
R

A
P

E
T
 TABLE 3.1.20

TABLE SHOWING RESPONDENTS INTEREST IN VARIOUS PROFESSIONS

VARIOUS EDUCATION SECTORS

S.NO TOTAL
PROFESSIONS ENGG COMP A/S/C DIPL MGMT

Scientific
1 10 0 0 3 0 13
research/Engineer

2 Finance&Accounting 0 0 10 0 4 14

3 IT/ITES 1 13 0 0 4 18

4 Marketing/Sales 0 0 0 0 2 2

Customer service/
5 0 5 0 0 0 5
Tech support

6 Manufacturing 7 0 0 5 0 12

7 Tutor/Teacher 0 0 14 0 0 14

8 Art/Design 0 0 4 0 0 4

9 Hotel Industry 0 0 2 0 3 5

10 Law/Counseling 0 0 2 0 0 2

11 Management 2 0 0 0 5 7
 12 Cinematography 1 1 0 0 0 2

13 Medicine/Nursing 0 0 0 0 0 0

14 OTHERS 0 1 0 1 0 2

TOTAL 21 20 32 9 18 100

Inference:

From the above table, it is known that IT/ITES profession is preferred by 18% of the sample and the
next highest are Finance & Accounting and Teaching profession by 14% each by the sample.
Engineering and Manufacturing professions are preferred by 13% & 12% of the sample respectively.
Management is preferred by 7%, customer service & hotel industry by 5% each. Law,
Marketing/sales, cinematography and other professions constitute 2% each.
 CHART 3.1.21

CHART SHOWING THE RESPONDENTS INTEREST

Scientific research/
ON VARIOUS PROFESSIONS
Engineer
Finance&Accounting
20
18 IT/ITES
18 Marketing/Sales
16 Customer service/
14 14
14 13
12 Manufacturing
12 Tutor/Teacher
10 Art/Design
8 7 Hotel Industry
6 5 5 Law/Counseling
4
4 Management
G
R

A
E

E
T

2 2 2 2
2 Cinematography
0
0 Medicine/Nursing
LEVEL OF INTEREST OTHERS
 SUBJECTS THEORY LAB WORK CREATIVE TEAMING

S.NO
INTERESTING

INTERESTING

INTERESTING

INTERESTING

INTERESTING

INTERESTING

INTERESTING

INTERESTING
SECTORS
NOT

NOT

NOT

NOT
1 ENGINEERING 11 10 8 13 20 1 9 12

2 COMPUTER 5 15 3 17 10 10 14 6

3 ARTS/SCI/COM 28 4 15 17 20 12 17 15

4 DIPLOMA 3 6 5 4 2 7 3 6

5 MANAGEMENT 16 2 5 13 18 0 12 6

TOTAL 63 37 36 64 70 30 55 45

TABLE 3.1.22

Inference:

From the above table, it is proved that 63% of the sample are interested in theory, 36% interested in
lab work, 70% interested in creativity and 55% interested in teamwork. Vice-versa, 37% of the
 sample are not interested in theory, 64% not interested in lab work, 30% not interested in creativity
and 45% not interested in team work.

CHART 3.1.23

CHART SHOWING THE RESPONDENTS INTEREST ON DEGREE SUBJECTS

30
S

POND

25

20

15

10

0
NOT INTERESTING NOT INTERESTING NOT INTERESTING NOT

ENGINEERING
INTERESTING INTERESTING INTERESTING INTERESTING

COMPUTER INTERESTING
THEORY LAB WORK CREATIVE TEAM WORK
ARTS/SCI/COM

DIPLOMA
MANAGEMENT
 CHART 3.1.24

CHART SHOWING THE RESPONDENTS PERCENTAGE INTEREST

ON DEGREE SUBJECTS
80
70
60
50
40
30
20
10
0
THEORY LAB WORK CREATIVE TEAMIN
SUBJECTS

INTERESTING NOT INTERESTING

G
R

A
P

E
T
 TABLE 3.1.25

TABLE SHOWING QUALITIES THAT LEAD TO SUCCESS IN RESPONDENTS DEGREE

WINNING QUALITIES

S.NO SECTOR TOTAL CO-

WORKING
RESEARH VISUAL ORDINATING
TO DEAD
SKILLS PROBLEMS
LINE
TEAMS

1 ENGINEERING 21 8 3 1 9

2 COMPUTER 20 3 8 3 6

ARTS/
3 32 8 3 9 12
COMMERCE

4 DIPLOMA 9 1 2 4 2

5 MANAGEMENT 18 4 4 2 8

TOTAL 100 24 20 19 37
Inference:

The above table gives a clear view on the successful quality levels that the respondents possess. It is
known that 24% of the sample possess researching skills, 20% possess visual problem solving skills, 19%
work towards dead line and 37% can co-ordinate teams.

CHART 3.1.26

CHART SHOWING QUALITIES THAT LEAD TO SUCCESS

IN RESPONDENTS DEGREE
12

10

2
MANAGEMENT
ENGINEERING

COMPUTER

DIPLOMA

0
COMMERCE
ARTS/

RESEARCH SKILLS
VISUAL PROBLEMS EDUCATION SECTOR
WORKING TO DEAD LINE
CO-ORDINATING TEAMS
O
R

N
E

S
T
 TABLE 3.1.27

TABLE SHOWING COMPETENCE LEVEL OF RESPONDENTS

COMPETENCEY

S.NO SECTOR IT
BEING MOTIVATING PLANNING
ORGANIZED OTHERS AHEAD SKILLS

1 ENGINEERING 10 5 5 4

2 COMPUTER 9 8 7 20

3 ARTS/COMMERCE 30 25 18 10

4 DIPLOMA 7 9 8 2

5 MANAGEMENT 15 16 18 11

TOTAL 71 63 56 47

PERCENTAGE 29 27 24 20
Inference:

The above chart specifies that the competency of being organized is present in 71 respondents of the
sample, motivating others is present in 63 respondents, planning ahead is present in 56 respondents and
IT skills are present in 47 respondents of the sample.

CHART 3.1.28

CHART SHOWING COMPETENCY LEVEL OF RESPONDENTS

COMPETENCY LEVEL AT DEGREE

30
30

25
25
NO. OF RESPONDENTS

20
20
18 18
16
15
15

10 11
10
9
10 9 8
7 8
5 7
5
5 4
2

0
ENGINEERING

COMPUTER

MANAGEMENT
ARTS/COMMERCE

DIPLOMA

BEING ORGANIZED
MOTIVATING OTHERS
PLANNING AHEAD
IT SKILLS SECTOR
 CHART 3.1.29

CHART SHOWING PERCENTAGE LEVEL OF COMPETENCE

20%
29%

24%
27%

BEING ORGANIZED MOTIVATING OTHERS PLANNING AHEAD IT SKILLS

 3.2 KENDALL’S COEFFICIENT OF CONCORDANCE

TABLE 3.2.1

TABLE SHOWING THE RESPONDENTS PREFERRED TYPE OF INTEREST IN RELATION

TO CAREER OPPORTUNITIES

TYPES OF INTEREST
CAREER
OPPORTUNITIE PEOPLE PEOPLE
S TECHNICAL CREATIVE DATA PRACTICAL
CARING INFLUENCING

V-HIGH 14 23 40 19 39 20

HIGH 28 28 20 12 26 20

MODERATE 31 20 10 30 12 20

LOW 17 21 15 16 10 20

V-LOW 10 8 15 23 13 20

TOTAL 100 100 100 100 100 100

 SCORES 16 14 19 18 20 15

RANK 3 1 5 4 6 2

Null Hypothesis (Ho):

Students preferred types of interests are independent of the career opportunities available.

Level of significance (α) = 0.05

Kendall’s Coefficient Of Concordance Table:

TYPES OF INTEREST

K=5 PEOPLE PEOPLE N=6

TECHNICAL CREATIVE DATA PRACTICAL
CARING INFLUENCING
CAREER OPPORTUNITIES

V-HIGH 6 3 1 5 2 4

HIGH 1 1 4 6 3 4

MODERATE 1 3 6 2 5 3

LOW 3 1 5 4 6 2

V-LOW 5 6 3 1 4 2

Sum of
16 14 19 18 20 15 ∑Rj=102
Ranks (Rj)

1 9 4 1 9 4 S=28
(Rj-Rj)^2

RESULT:

TABLE VALUE AT 5% LEVEL CALCULATED VALUE

182.4 0.04
Inference:

The calculated value is lesser than the table value. Hence Ho is accepted. Students preferred types of
interests are independent of the career opportunities available. The lowest value among Rj is 14 and hence
the type of interest ‘people caring’ is preferred in any kind of jobs by the students.

CHART 3.2.2

CHART SHOWING THE RANKING OF HIGHEST PREFERRED TYPE OF INTEREST

IN RESPONDENTS CAREER
19 20
20 18 RANK 1
16
15 RANK 2
14
15 RANK 3
RANK 4
10 RANK 5
RANK 6
5

0
O
C

R
S

PEOPLE PRACTICAL TECHNICAL CREATIVE PEOPLE DATA

CARING INFLUENCING
 PART III

3.3 T-TEST

TABLE 3.3.1

TABLE SHOWING THE SELF ASSESSMENT SCORES OF RESPONDENTS

 PERSONALITY STRONGLY DIS STRONGLY TOTAL
S.NO AGREE NEUTRAL
FACTORS AGREE AGREE DISAGREE SCORE

1 Assertive 125 80 5 75 50 335

2 Confident 150 120 90 20 0 380

3 Reliable 50 80 90 30 25 275

4 Methodical 160 72 69 20 17 338

5 Consistent 20 45 60 50 25 200

6 Tactful 139 47 67 60 20 333

7 Organized 320 80 30 8 2 440

8 Meticulous 125 100 60 10 25 320

9 Outgoing 100 80 60 40 20 300

10 Imaginative 100 74 63 38 12 287

11 Energetic 200 120 30 20 10 380

12 Competitive 250 40 36 48 15 389

13 Cheerful 151 68 70 56 23 368

14 Reserved 92 115 68 16 25 316

15 Cautious 99 71 51 89 90 400

16 Sensitive toothers 200 74 63 38 12 387

17 Warm 56 50 50 50 50 256

18 Decisive 180 100 60 40 32 412

19 Independent 120 70 80 90 90 450

20 Objective 33 46 57 75 89 300

21 Adaptable 50 50 48 50 50 248

22 Adventurous 180 50 50 42 20 342

23 Persistent 125 100 60 20 25 330

24 Relaxed 65 30 80 70 20 265

Null Hypothesis (Ho):

Ho : µ = minimum required score for the existence of Personality factors 300

Hα : µ > 300 (Existence of Personality factors is high)

Level of significance (α) = 0.05

T-test Table:

S.NO Xi Xi-X (Xi-X)^2

1 335 -1 1

2 380 44 1936

3 275 -61 3721

4 338 2 4

5 200 -136 18496

6 333 -3 9

7 440 104 10816

8 320 -16 256

9 300 -36 1296

10 287 -49 2401

11 380 44 1936

12 389 53 2809

13 368 32 1024

14 316 -20 400

15 400 64 4096

16 387 51 2601

17 256 -80 6400

18 412 76 5776

19 450 114 12996

20 300 -36 1296

21 248 -88 7744

22 342 6 36

23 330 -6 36

24 265 -71 5041

N =24 ∑Xi = 8051 ∑(Xi-X) 2 = 91127

RESULT:

DEGREE OF FREEDOM TABLE VALUE AT 5% LEVEL CALCULATED VALUE

23 1.714 2.802086

Inference:

Since the calculated value is greater than the table value, Ho is rejected. Therefore, the existence of
Personality factors is not high among the students.

CHART 3.3.2
 Assertive
CHART SHOWING THE SELF ASSESSMENT
Confident
SCORES OF RESPONDENTS Reliable
Methodical
265 335 Consistent
330 380 Tactful
342 275 Organised
248 Meticulous
338
300 Outgoing
200 Imaginative
Energetic
450 333
Competitive
Cheerful
440 Reserved
412
Cautious
Sensitivetoothers
256 320
Warm
Decisive
387 300
Independent
287 Objective
400
380 Adaptable
316 389
368 Adventurous
Persistent
Relaxed

PART IV

3.4 CHI-SQUARED TEST

 TABLE 3.4.1

TABLE SHOWING THE NEED FOR SELF ASSESSMENT IN RELATION TO THE NATURE
OF JOB EXPECTATIONS OF RESPONDENTS

NEED FOR SELF ASSESSMENT

NATURE OF
S.NO JOB ABSOLUTELY VERY NOT NOT
EXPECTATIONS IMPORTANT TOTAL
IMPORTANT ESSENTIAL
ESSENTIAL IMPORTANT

1 AUTONOMY 46 35 15 3 1 100

2 STABILITY 28 20 43 7 2 100

3 ENTERPRISE 54 21 7 9 9 100

4 SENSITIVITY 60 21 19 0 0 100

5 LIFESTYLE 25 30 20 17 8 100

6 EXPERTISE 67 10 20 3 0 100

7 REWARD 32 31 10 10 17 100

8 AUTHORITY 69 18 5 5 3 100

TOTAL 381 186 139 54 40 800

Null Hypothesis (Ho):

Self assessment is essential for expecting the desired jobs.

Level of significance (α) = 0.05

Chi square Table:

JOB EXPECTATIONS Oi Ei Oi-Ei (Oi-Ei) 2/Ei

For authority & stability

Self assessment is absolutely essential 74 95.25 -21.25 4.740814

Self assessment is very important 55 46.5 8.5 1.553763

Self assessment is important 58 34.75 23.25 15.55576

Self assessment is not important 10 13.5 -3.5 0.907407

Self assessment is not essential 3 10 -7 4.9

For enterprise & sensitivity

Self assessment is absolutely essential 114 95.25 18.75 3.690945

Self assessment is very important 42 46.5 -4.5 0.435484

Self assessment is important 26 34.75 -8.75 2.203237

Self assessment is not important 9 13.5 -4.5 1.5

Self assessment is not essential 9 10 -1 0.1

For lifestyle & expertise

Self assessment is absolutely essential 92 95.25 -3.25 0.110892

Self assessment is very important 40 46.5 -6.5 0.908602

Self assessment is important 40 34.75 5.25 0.793165

Self assessment is not important 20 13.5 6.5 3.12963

Self assessment is not essential 8 10 -2 0.4

For reward & authority

Self assessment is absolutely essential 101 95.25 5.75 0.347113

Self assessment is very important 49 46.5 2.5 0.134409

Self assessment is important 15 34.75 -19.75 11.22482

Self assessment is not important 15 13.5 1.5 0.166667

 Self assessment is not essential 20 10 10 10

∑(Oi-Ei) 2/Ei

62.8027

RESULT:

DEGREE OF FREEDOM TABLE VALUE AT 5% LEVEL CALCULATED VALUE

12 21.02 62.8027

Inference:

Since the calculated value is much higher than the table value, Ho is rejected. Therefore, self assessment
is not essential for expecting the desired jobs.

CHART 3.4.2
 CHART SHOWING THE NEED FOR SELF ASSESSMENT IN
RELATION TO THE NATURE OF JOB EXPECTATIONS OF
RESPONDENTS

80

70
NEED FOR SELF ASSESSMENT

60

AB-ESS
50
V-IMP
40 IMP
N-IMP
30
N-ESS

20

10

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SE
TY

LE

TY
Y
Y

IS

AR
M

IT

TI
R

VI

TY

RI
O

IL

R
TI

EW

O
N

ES
R
AB

PE
SI

TH
TO

TE

R
F
ST

EX

AU
LI
AU

EN

SE

NATURE OF JOB EXPECTATION

CHAPTER IV

FINDINGS, SUGGESSTIONS AND CONCLUSION

4.1 FINDINGS

• Among the total respondents, 64% of the respondents are male and 36% of the respondents are
female.
• Majority of the respondents of 42% belong to the age group of 21 to 25.
• Only 57% of the total respondents have work experience. Respondents having work experience of 0
to 1 year is high of about 58%.
• Among the students who make use of consultancies, Arts/Science/Commerce sector are the highest
with 32%.
• Around 61% of the respondents have a clear knowledge on career planning idea while they pursue
their study, among which management graduates are the highest of 88%.
• Only 44% of the respondents are clear on their career tendency and career values, among which
Management sector is the highest with 83%
• Self-evaluation is the most followed evaluation technique by most of the respondents with 43%,
among which Arts/Science/Commerce sector is the highest with 50%.
• Primary career planning is taken up by 74% of the respondents.
• Job advertisements are highly known to the respondents with 63%.given the 1st rank among
respondents.
• When surveyed the interested professions of students, 18% of the respondents are interested in
IT/ITES which is the highest among various professions.
• Among the various subjects studied during the degree courses, interested score is high for theory
subjects with 63% and not interested score is high for lab work with 64%.
• The quality of co-ordinating teams is highly present in 37% of the respondents.
• The competence level of being organized is liked by 71 respondents from the sample who hold a
percentage of 29%.
• It is found that the type of interest ‘people caring’ is preferred in any kind of jobs by the students
using Kendell’s Coefficient of Concordance.
• It is found that the existence of Personality factors is not high among the students using t-test.
• It is found that self assessment is not essential for the students to expect their desired nature of jobs
using Chi-square test.

4.2 SUGGESTIONS
• Students of all sector should be made aware of the use of consultancy and their services towards
their personal growth.
• Ma Foi can do this by advertising about them to all colleges. So that the management will take
the responsibility of bringing up their students.
• Ma Foi should conduct more assessment tests to the students, because expert’s assessment is
more important than self assessments.
• Professional tests should also be conducted to the students, so that it will help them a lot in
planning their career as well as, to measure the level of knowledge on their interested professions.
• Career planning classes and courses can be organized by the consultancy in a unique and
effective way, so that students prefer Ma Foi than any other consultancies.
• The uniqueness can be shown in the way if preparing ‘Career planning tools’ on their own.
• If concentrated on developing the career path of the students, which is the beginning for any
graduate, Ma Foi can take him/her for the respective placements based on their professions. This
will also make the process of recruitment easy for their employees, by having the data base of
career wise sorted students.
• While preparing the career path, students should also be made aware of the fact that authority and
responsibility are in lieu with each other, which is more important for a successful career path.
• Ma Foi must encourage and guide students to take up more no. of tests, assessed by others like
experts and also more of professional and on-line tests.
• Ma Foi should conduct more personality and attitude tests on their students, for them to know
their level of competence and for the betterment of their status which will be a unique strategy
followed by the consultancy.

4.3 CONCLUSION
 Career Planning is a lifelong process including selection of a career, getting a job in the esteemed
organization, possibly changing the career and afterwards eventually retiring. But to end up in such a
way, a proper beginning is always necessary. By following simple steps such as conducting self-
assessment, exploring careers that interest you, making decisions and setting goals, creating an action
planner and managing your career, a proper career plan can be set.

It is important to know the overall goal. Think about where one would like to be at the end of his/her
career and set the plan to get there. The best way to ensure compatibility and balance in one’s life and
career is to consider all aspects of his/her life from the beginning of the plan. Assessing the personality
and attitudes will help to determine the best way to move toward one’s goal.

Keep in mind that factors outside of the employee and agency's control may affect the outcome of
career actions. But one thing is true – it is important to perform well in one's current position. Consistent,
high quality performance, along with thoughtful career planning, will help ensure continued career
success.