A Summer Training Project Report on

“R e c r u i t m e n t & S e l e c t i o n ”

In
“Big Bazaar”

Submitted to:

Mahamaya Technical University, NOIDA

For pursuing the degree of

MASTER OF BUSINESS ADMINISTRATION

2011-2013

Submitted By: External Guide:

AJAY KUMAR PRAJAPATI MS. SWATI SHARMA
110337002 HR Executive
MBA- 3rd Semester Big Bazaar
(2012-13)

Department of Management Studies (MBA)

Raj Kumar Goel Institute of Technology

(ISO: 9001: 2008 Certified)
5-km, Stone Delhi-Meerut Road, Ghaziabad (UP-201003)

1
 ACKNOWLEDGEMENT
I am fortunate to have got an opportunity to undergo the “internship” at Big Bazaar. The
project has been very useful for me in understanding the various pragmatic aspects of the
management function practice in the real world.

I express my deep sense of gratitude to Ms. SWATI SHARMA, (HR

Executive/Recruitment Advisor), for their counsel throughout my training. I would also like
to express my gratitude to all the members of BB-EDM-Kausambi Store for their assistance
and constant motivation.

Above all, I give my special thanks to my faculty guide Ms. PARUL MARWAH who has
supported me. I am very thankful to faculty who has guided me for my project.

(AJAY KUMAR PRAJAPATI)

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3
 Declaration

I Ajay Kumar Prajapati Son of Shri Om Prakash Prajapati pursuing

Master of Business Administration (MBA) 2nd year from Raj Kumar Goel

Institute of Technology , Ghaziabad in the session 2012-13. I hereby declare

that this summer training research project report titled “Recruitment and

Selection” is the outcome of my own effort at Big Bazaar organization under

the guidance of Ms. Swati Sharma, (HR Executive). The same report has not

been submitted earlier to any Institute /University for awarding any degree/

diploma of MBA or any other professional course. If there will be any

violation of IPR than I will be solely responsible to that and

Institute/University has right to cancel my degree.

Date:…………………. Signature in full:……………………

Place: RKGIT, Ghaziabad Name: Ajay Kumar Prajapati

Roll. No: 1103370002

4
 Raj Kumar Goel Institute of Technology
(ISO: 9001: 2008 Certified)
5th KM. STONE, DELHI-MEERUT ROAD, GHAZIABAD (U.P)-201003

Department of Management Studies (MBA)

Date: ……………….

TO WHOM SOEVER IT MAY CONCERN

This is to certify that Mr. Ajay Kumar Prajapati is a bonafide student of MBA 2nd
Year of this institute for the session 2012-13 and he has undergone the summer
training in Big Bazaar organization and prepared Summer Training Project Report
titled “Recruitment and Selection”, for partial fulfillment of Master of Business
Administration (MBA) affiliated to Mahamaya Technical University, NOIDA.

I wish him all the best for his future endeavors.

(Dr. Vibhuti)
Professor & Head
Department of Management Studies (MBA)

5
 TABLE OF CONTENTS

Topics Page No.

1. Executive Summary 7
2. Introduction of Big Bazaar 8
3. Benefit of Study 17
4. Objective of the study 18

5. Recruitment and Selection 19

 Recruitment 24
 Guiding Principles Of Recruitment 26
 Recruitment Strategies and Resources 27
 Position Announcements 28
 The Recruitment Industry 29
 The Recruitment Process 33
 Selection 35
 Objectives of Recruitment and Selection 36
 Recruitment and Selection Policy Statement 37
 Recruitment and Selection Guidelines of Big Bazaar 40
 Recruitment and selection policies for executive and 44
management trainee
 Procedure for a successful recruitment and selection 50

6. Research Methodology 84
 Research Design 86

7. Analysis and Interpretation 87

8. Findings 101
9. Suggestions 104
10. Limitations 106
11. Conclusion 108
 Bibliography 110

12. Appendix 112

 Questionnaire 113

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 EXECUTIVE SUMMARY

Recruitment is not a magical process of having people sign up, but is one of the most critical

aspects of operating your program.

Recruitment should be a strategic process that connects candidates who need what you have

to offer and who possess the skills and aptitude to accomplish your goal and objectives.

The recruitment and selection unit is dedicated to recruiting and selecting qualified

candidates for appointment. This process includes administering all testing phases from the

written examination up until applicants are appointed. The recruitment and selection process

should ensure fairness and consistency throughout the entire process. It should be

administered in such a way that only those applicants who meet various job related standards

are offered positions of appointment. The recruitment and selection units should actively

recruit and participate in event that will foster a diverse applicant pool. Recruiting from a

pool of targeted leads can decrease member attrition.

The objective of the study was to understand the recruitment and selection. In this report, the

study includes all the issues related to recruitment and selection process which was gathered

by after reading various articles on Human Resource.

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Introduction of
Big Bazaar

8
 INTRODUCTION OF BIG BAZAAR

Big Bazaar is not just another hypermarket. It caters to every need of a family. Where Big

Bazaar scores over other stores is its value for money proposition for the Indian customers.

At Big Bazaar, one can get the best products at the best prices – that is what they guarantee.

With the ever increasing array of private labels, it has opened the doors into the world of

fashion and general merchandise including home furnishings, utensils, crockery, cutlery,

sports goods and much more at prices that will surprise you. And this is just the beginning.

Big Bazaar plans to add much more to complete the shopping experience. Food is the main

shopped for category in this store.

Parent Company:-

Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple

Retail formats in both the value and lifestyle segment of the Indian consumer market.

LINES OF BUSINESS OF THE ABOVE STORE:-

· E-tailing

· Food

· Fashion

· Home Solution

· General Merchandise

· Leisure and Entertainment

· Wellness and Beauty

· Books and Music

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Big Bazaar, which has about 150 outlets across the country, is also promoting small retailers

by partly having the shop-in-shop concept. The selected retailers put up their counters and

sell through the outlet. The small retailers also lower their prices as they gain through bulk

sales.

Life at Big Bazaar is pretty self-sufficient. If you were trapped in there for a week, you could

live a good life. But to appreciate the nuances of home economics, one should try comparing

prices. The clothes especially deserve an independent feature of their own.

The Big Bazaar is the discount store which offers a wide range of products under one roof.

The products include apparels and non-apparels such as utensils, sports goods and footwear.

The Food Bazaar provides a range of food and grocery products ranging from fresh fruits and

vegetables, staples, FMCG products and ready-to-cook products. The Central offers a chain

of stores including books and music stores, global brands in fashion, sports and lifestyle

accessories, grocery store and restaurants.

Services:-

Particularly designed for the regular middle-class family that requires clothing that lasts and

doesn't burn holes into the pockets of existing clothing, this store offers good bargains. What

you won't get here is designs your friends will drool over. Checks and stripes are like the far-

end of the creative exercise here, and the best bet for the fashion conscious would be the plain

colors on display.

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 BIG BAZAAR

1. Variety: Big Bazaar offers a wide variety of products of different prices and different

qualities satisfying most of its customers.

2. Quality: Providing quality at low prices and having different types of products for

different income customers is another advantage.

3. Price: As noted the prices and offers in Big Bazaar have been one of the main attractions

and reasons for its popularity. The price ranges and the products offered are very satisfying to

the customers.

4. Location: The location of Big Bazaar has been mainly in the heart of the city or in the out

skirts giving a chance to both the City and the people living outside the city to shop.

5. Advertisements: Big bazaar has endorsed very popular figure like M S Dhoni and other

famous personalities which has attracted a lot of customers. This has resulted in increase of

sale and the outdoor advertising techniques have also helped Big Bazaar.

6. Middle class appeal: Considering the fact that there are a lot middle class families in

India, Big bazaar has had a huge impact on the middle class section of India, the prices,

quality and sales strategy has helped in getting the middle income groups getting attracted

towards Big Bazaar.

7. Attractive sales: Big bazaar has been known for its great sale and great offers. Big

bazaar has had long lines of people waiting to get into the store for the sale. Therefore, the

sales that Big Bazaar has had has increased sales in a huge way due to the sales and offers,

thus this has been one of the main advantages of Big Bazaar.

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DISADVANTAGES:-

1. Store layout: The store layout and the assortment of goods is not the best at Big

Bazaar, as the quantity of goods sold is more the arrangement and assortment of

goods in the store is the greatest. Hence at times customers find it hard to find what

they require, this leads to dissatisfaction of customer.

2. Lower quality of goods: As big bazaar aims more toward the middle income

group, the quality of goods is not of the highest quality, and this is sometimes a

disadvantage as some would prefer better quality to the price, making customers to

search for different places.

3. Does not appeal to the elite: As mentioned above, the main customers are middle

income and a few high income groups, the elite do not like to shop at Big Bazaar as

the quality of goods is lower and they would prefer a higher price and get better

brand, this decreases sales from the elite class.

4. Not acclaimed for very good service: Big Bazaar is not known for high class

service. The staff recruited is not very well trained and the billing queues take a long

time to move, this irritates customers which makes them visit the store more seldom.

5. Lower quality of goods: As the sore is trying to concentrate on the middle income

group the type of products used is not of the most superior quality and most of the

times nor branded, this may dissatisfy certain customers.

6. Consumer satisfaction: Long queues and lower quality leads to dissatisfaction of

customers. Due to factors mentioned above Big Bazaar shoppers are not always

satisfied, this is not a positive for the store.

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 FUTURE GROUP MANIFESTO

Rewrite Rules. Retain Values.

 Our manifesto encourages us to explore unexplored areas and write new rules

to create new opportunities and successes. Our focus in striving for a glorious

future gives us strength and the ability to learn, unlearn and re-learn our ability

to evolve.

 At Pantaloon Retail we do not wait for the future to unfold itself but create

future scenarios in the consumer space and facilitate consumption because

consumption means socio-economic development for our customers,

employees, shareholders, associates and partners.

 Our customers will not just get what they need, but also get them where, how

and when they need any product or service.

 We will not just post satisfactory results, we will write success stories.

 We will not just operate efficiently in the Indian economy, we will evolve it.

 We will not just spot trends; we will set trends by marrying our understanding

of the Indian consumer to their needs of tomorrow.

 It is this understanding that has underwritten our success and will help us

succeed in the future as well.

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 GROUP VISION

 Future group shall deliver Everything, Everywhere, Every time for Every Indian

Consumer in the most profitable manner.

GROUP MISSION

 We share the vision and belief that our customers and stakeholders shall be served

only by creating and executing future scenarios in the consumption space leading to

economic development.

 We will be the trendsetters in evolving delivery formats, creating retail realty, making

consumption affordable for all customer segments – for classes and for masses.

 We shall infuse Indian brands with confidence and renewed ambition.

 We shall be efficient, cost- conscious and committed to quality in whatever we do.

 We shall ensure that our positive attitude, sincerity, humility and united determination

shall be the driving force to make us successful.

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 CORE VALUES

Indianness: confidence in ourselves.

Leadership: to be a leader, both in thought and business.

Respect & Humility: to respect every individual and be humble in our conduct.

Introspection: leading to purposeful thinking.

Openness: to be open and receptive to new ideas, knowledge and information.

Valuing and Nurturing Relationships: to build long term relationships.

Simplicity & Positivity: Simplicity and positivity in our thought, business and action.

Adaptability: to be flexible and adaptable, to meet challenges.

Flow: to respect and understand the universal laws of nature.

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 VISION

 “To Deliver Everything, Everywhere, Every time TO Every Indian Costumer in

the most profitable manner.”

 One of the Core values at Future Group is, ‘India ness’ and its corporate credo is –

“Rewrite Rules. Retain Values.”

MISSION

 We share the vision and belief that our customers and stakeholders shall be served

only by creating and executing future scenarios in the consumption space leading

to economic development.

 We will be the trendsetters in evolving delivery formats, creating retail realty,

making consumption affordable for all customer segments.

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 BENEFIT OF STUDY

There are many benefits related to take this study. Some of the benefits of taking this study

are as follows:

 By analyzing this information, the company would be able to better design

recruitment and selection practices at big bazaar.

 More people will get aware about big bazaar that will increase profit level of big

bazaar.

 This study helps to found the study that a formal procedure of recruitment is well for

node of the organization.

 This study helps to revels the major source of recruitment followed in the

organization.

 This study helps to maintain the high level of transparency maintained in the

recruitment and selection process.

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 OBJECTIVE OF STUDY

 To explain the constructive under which recruitment process taken place at the Big

Bazaar.

 Describe the factor to be considered while evaluating recruiting efforts at Big Bazaar.

 To know the various source and method of recruitment at Big Bazaar.

 To define selection and explain the selection process at the Big Bazaar.

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RECRUITMENT
AND
SELECTION

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 INTRODUCTION OF RECRUITMENT AND SELECTION

The project report is all about recruitment and selection process that’s an important part of

any organization. In this project the study tried to cover all the important point that should be

kept in mind while recruitment and selection process.

In this information age, the importance of human capital and human asset cannot do ignored;

rather it is that line of business that could lead any organization to attain heights. This is the

factor that makes difference between one organization and another. Getting the right person

at the right place and then retaining him is the main area of concern in today’s corporate

world. Hence, the emphasis is being laid to device policies and programs in such a manner

that it leads to retention of the desired manpower and thus contributes towards organizational

development. Each organization is now thriving to attain the best person i.e. the

knowledgeable worker and leverage their wisdom towards the achievement of the

organizational objectives. Nobody wants to have the third best or the second best, but to have

the best person in the organization it becomes very difficult to retain them.

Certain great leaders who have made their mark in corporate world by their actions say that

every organization can acquire the same machinery, the same infrastructure etc. But what

makes the difference in one organization to another is the manpower it possess which cannot

be copied down.

Considering the aspect of sourcing, no organization should ever think that once it has

acquired the best talent created favorable conditions to retain them they would not require

going in for sourcing activities.

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Hence this should be kept in mind that sourcing is a continuous process, an outgoing one and

will have its existence till the organization functions. The talent that we have acquired and

retained is through its sourcing only. Unless and until a person is sourced from outside, how

will the organization get the best. To have the best it is essential to acquire it from outside.

There has been tremendous change in the technology and for the organization to survive in

this changing scenario; it has become very essential that they keep up with the pace with the

changes in the technology, the change in the culture etc.

Taking for example no organization can even think of operating without the use of

information technology, now it becomes very difficult and costly affair to train the people

within the organization at different level to learn how to make use of this technology. Hence

sourcing is done and the best talent is acquired so that the person not only takes case of

changing technical needs of the organization but also be able to make other employee learn

from him.

After having determined the number and kinds of personnel required the human resource and

personnel manager proceeds with identification of sources of recruitment and finding suitable

candidates for employment. Both internal and external sources of manpower are used

depending upon the types of personnel needed.

The selection procedure starts with the receipt of applications for various jobs from the

interested candidates. Totally unsuitable candidates are rejected at the screening stage. Man

power planning gives an assessment of the number and type of people required in the

organization. The next task of the personnel manager is to find out capable and suitable

persons who may be working in the organization itself while others will have to be sought

from outside the organization. It involves persuading and inducing suitable persons to apply

for and seek jobs in the organization.

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Recruitment refers to the attempt of getting interested applicants and providing a pool of

prospective employees so that the management can select the right person for the right job

from this pool. Recruitment is a positive process as it attracts suitable applicants to apply for

available jobs. The process of recruitment:

1. Identifies the different sources of manpower supply.

2. Assesses their validity.

3. Chooses the most suitable source or sources.

4. Invites applications from the perspective candidates for the vacant jobs.

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 RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable applicant pool from

which hiring and promotion decisions are made. But prior to recruitment, position description

is necessary while selection includes all the activities, from the initial screening interview to

physical examination if required, that exist for the purpose of making effective selection

decisions.

POSITION DESCRIPTION

A complete, accurate and current position description is the foundation for planning and

conducting the recruitment effort. It should be

Non discriminatory- One should never express a preference for certain age, race or

national origin. In very rare case sex can constitute a bonafide occupational qualification.

Valid- This means they are inherently job related and predict successful performance of the

job.

Defensible- This means they are recognized as legitimate in the field attached to the

position.

Objective and Measurable- It should be as objective and measurable as possible. The

more subjective qualification the greater the need to predetermine how it will be qualitatively

assessed.

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 RECRUITMENT

Recruitment refers to the process of sourcing, screening, and selecting people for a job or

vacancy within an organization. Though individuals can undertake individual components of

the recruitment process, mid and large size organizations generally retain professional

recruiters.

The recruitment process in India is designed in such a way that each candidate gets the

desired profile according to its own choice. Place the candidate from the right profile, the best

job recruitment agencies, the solution is the end of most Indian job recruitment agencies.

The job recruitment agencies in India involves identifying those posts, preparing the job

description and person specification, advertising, management of the response, the

prequalification process, organizing meetings, conducting interviews, making decisions, the

appointment and action. This means that a lot of time and resources must be invested before

the right candidate is selected.

Most recruitment agencies in India follow three stages in the recruitment process, which are

essentially short list of application, preliminary assessment and final interview and selection.

The recruiting India process may include a written test to judge the particular skills of a

candidate. In this case, the test must be carefully prepared, not to deviate from the subject.

Much can be found on the candidate's resume. A good presentation of his resume is in an

organized way and refined talk a lot on the individual. His mentality and attitude can be

judged according to his resume.

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Then the interview, which is an important and crucial part of the recruitment process. The

person who takes the interview of the candidate must be well prepared in advance. Concerns

such as the location of the interview, the timing, structure of the question of strategy, the style

of taking the interview must be decided in advance, so that nothing is excluded, and all

subjects properly treated.

In addition, there are a number of things that must be taken into consideration in the

recruitment process. Until the final decision about a certain candidate is taken, it is important

to keep in regular contact with the candidate. The decision-making process should not take

too long to prevent candidates from taking any other occasion. An applicant must be

informed once the decision is made. He or she must say the entire process of his appointment

clearly with the details of all documents to be submitted. A record should be kept of the

candidate file for future reference.

The recruitment process must be strong and justified and shall withstand external scrutiny.

Only a good job recruitment agency with a good understanding of the area and the process

can execute the same success. In India, most of the recruitment agencies to understand the

needs of clients and candidates and they work in a planned way to recruit people.

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 GUIDING PRINCIPLES OF RECRUITMENT

Appropriate and effective recruitment strategies vary with each position. The length and

scope of the recruitment should be relevant to the position.

In setting the timeline for your recruitment, consider the wording carefully- there are

consequences to your choice.

 If you specify a recruitment deadline, you may not consider any applications received

after that date.

 If you indicate the position will remain open until filled, you must consider any

applications received until an offer has been extended and accepted.

 If you indicate "applications received by a certain date will be assured full consideration,"

you can decide whether or not to review applications received after the specified date.

When using this wording, it is critical to establish a meaningful date.

Recruitment activities should include good faith efforts to solicit a diverse applicant pool and

affirm that race, sex, age, disability or veteran status will not be used to discriminate.

If the position is in a job group that is underutilized, by women or ethnic minorities,

additional targeted recruitment efforts should be undertaken.

All advertisements and position announcements should be consistent with each other, reflect

the qualifications identified in the position description.

Prior to recruiting for a position, ensure that you know what institutional policies and

procedures apply. Contact your HR Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified positions, consult with the

appropriate HR Director or designee.

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 RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in developing recruitment

strategies for each vacancy. General guidelines for specific types of positions are listed

below.

Tenure-track Faculty

Scope of Search: National or regional

Recruitment Resources:

Discipline-specific journalisé, list-serves, Professional associations

Personal contacts with colleagues, alma maters, and alumni associations

Position announcement mailings to doctoral-degree granting universities

Chronicle of Higher Education

Recommended Recruitment Period: At least 3 weeks after appearance of first advertisement;

at least 1 full week after publication of last advertisement

Unclassified staff, Director Level and above

Unclassified (below Director Level) and Classified Staff

Scope of Search: Regional (for technical or paraprofessional positions) or local

Recruitment Resources:

Position announcement mailings to state employment offices, local vocational and

community colleges.

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Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week

after publication of last advertisement

Classified: Contact your HR Generalist for state requirements

POSITION ANNOUNCEMENTS

Purpose of the Position Announcements:

Provides applicants, hiring departments and search committees with a general idea of the

nature of the position, the terms and conditions of appointment, salary range, reportage, and

required application materials and application deadline. Serves as a convenient mailer or flyer

to advertise the position by direct mail.

General Guidelines for Developing Position Announcements:

 Use the recommended format, which is either printed on company’s own letterhead. Limit

the announcement to one page, using the reverse side of the page, if necessary.

 Provide enough information to give applicants adequate understanding about the nature of

the position. Identify required and preferred qualifications so that you solicit qualified

applicants and stimulate interest in the position.

 Provide notification of the company's EO/AA policy, and identify contacts for requesting

reasonable accommodation.

 Provide a contact name, address and phone number.

 Explain application requirements.

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 THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters aim to channel

candidates into the hiring organization’s application process. As a general rule, the agencies

are paid by the companies, not the candidates. The industries practice of information

asymmetry and recruiters' varying capabilities in assessing candidate quality produces the

negative economic impacts.

Traditional recruitment agency

Also known as an 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 endeavor to match

their pool of candidates to their clients' open positions. Suitable candidates are with potential

employers.

Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job with

the client company (typically 20%-30% of the candidate’s starting salary), which usually has

some form of guarantee, should the candidate fail to perform and is terminated within a set

period of time.

An advance payment that serves as a retainer, also paid by the company. In some states it

may still be legal for an employment agency to charge the candidate instead of the company,

but in most states that practice is now illegal, due to past unfair and deceptive practices.

29
Online recruitment websites

Such sites have two main features: job boards and a Resume/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.

In recent times the recruitment website has evolved to encompass end to end recruitment.

Websites capture candidate details and then pool then 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.

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HEADHUNTERS

Headhunters are third-party recruiters often retained when normal recruitment efforts have

failed. Headhunters are generally more aggressive than in-house recruiters. 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,

or to find very specialized individuals.

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.

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In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their Human

Resources department. In addition to coordinating with the agencies mentioned above, in-

house recruiters may advertise job vacancies on their own websites, coordinate employee

referral schemes, and/or focus on campus graduate recruitment. Alternatively a large

employer may choose to outsource all or some of their recruitment process (Recruitment

process outsourcing).

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 THE RECRUITMENT PROCESS

These are the main recruiting stages.

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. This initial research for

so-called passive prospects, also called same-generation, results in a list of prospects who can

then be contacted to solicit interest, obtain a resume/CV, and be screened.

SCREENING & SELECTION

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing,

and computer skills. Qualifications may be shown through resumes, job applications,

interviews, educational or professional experience, the testimony of references, or in-house

testing, such as for software knowledge, typing skills, numeracy, and literacy, through

psychological tests or employment testing.

In some countries, employers are legally mandated to provide equal opportunity in hiring.

On boarding

A well-planned introduction helps new employees become fully operational quickly and is

often integrated with the recruitment process.

33
PITFALLS OF RECRUITMENT

Candidates can sometimes be subject to undue pressure to accept a job or position by an

overly zealous recruiter or personnel person.

34
 SELECTION

Selection is a negative process. Selection is the process of choosing individuals who have

relevant qualifications to fill vacant positions. The process begins when a hiring department

identifies the need to fill a position, and ends when a person is hired to meet that need. What

happens in the middle of the process includes job analysis, position description development,

recruitment, testing, and screening, corresponding with applicants, Credentials verification,

background investigations, interviewing, reference checking, physical examinations, and the

offer.

Discriminatory hiring practices could result in significant costs for the Company. Individuals

acting on behalf of the organization who fail to follow nondiscrimination policies may face

personal liability. Poorly designed or executed selection processes will generally fail to

identify the right person for the job, result in missed opportunities or delays in accomplishing

the mission of the organization, and lead to discrimination claims. Impolite or incompetent

interviewers, unnecessarily long waits, and lack of follow-up may cause unfavorable

impressions of the Company.

35
 OBJECTIVES OF RECRUITMENT AND SELECTION

 Hire the right person

 Conduct a wide and extensive search of the potential positive candidates

 Recruit staff members who are compatible with the organization’s environment or culture

 Hire individuals by using a model that focuses on learning and education of the whole

person

 Place individuals in positions with responsibilities that will enhance their personal

development

36
 RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a thorough position analysis regardless of

the level of the position or the extent of the search. The diversity goals of the institution,

division of affairs, and the unit will be addressed in all recruitment and selection processes.

Units may use different processes for recruitment depending upon the circumstances

surrounding the need to fill the position, but must take steps to ensure that the values of the

profession are applied in all procedures that are used. IT Recruitment and selection

committee members should be properly trained to assume the important responsibilities of

recruitment and selection.

Supervisors should adhere to any institution-wide recruitment and selection programs. This

cannot, however, substitute for an understanding of procedures and processes from a student

affairs perspective.

Recruitment and selection should be planned, implemented, and evaluated to ensure that each

potential employee is provided equal opportunities to compete for the position

37
THE COST OF SELECTION

The cost of selecting performers who are inadequate performers or who leave the

organization before contributing to profits is a major cost of doing business. The cost incurred

in hiring and training any new employee is expensive sometimes in the thousands of dollars.

In 1983, the average cost per hire for exempt employees was more than $4600; nearly $4700

if there was relocation. These cost incurred by the organization suggest that hiring is very

expensive activity and that any efforts the organization can make toward minimizing turnover

and hiring costs can pay dividends. Thus proper selection of personnel is obviously an area

where effectiveness (choosing competent workers who perform well in their position) can

result in large savings.

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability. Seeking training from

HR for anyone who participates in the process before beginning.

Provide reasonable accommodation in the application process to persons with disabilities.

Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of a

rating guide is recommended. This is a form used to rate applications for a position based on

the required and preferred qualification as defined in the position description. Rating guides

simplify the paper screening process, ensure that applications are being evaluated against the

same criteria, and provide documentation which will be used to defend any challenged

outcome.

38
Once it is determined that an individual does not meet the established minimum

qualifications, she must be eliminated from further consideration. If you are unclear whether

or not an applicant possesses the minimum qualifications, it is appropriate to conduct a

verification phone interview. You may also ask applicants to include a cover letter detailing

how they meet the established qualifications as part of the application process.

Be able to justify every selection/rejection decision with appropriate documentation (e.g., the

position description, applications/resumes, rating guides, selection criteria, interview

questions, and reference checks). This documentation should be forwarded to HR Generalist

after the search is completed.

Avoid prohibited pre-employment inquiries and interview contaminants.

Conduct reference checks as part of the selection process.

Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an employer's ability

to choose the most qualified person. They are intended to ensure that employers use criteria

that are job-related and nondiscriminatory. Hiring departments and search committees should

use the appropriate guidelines to identify appropriate pre-employment inquiries. Any

questions regarding the appropriateness of specific inquiries should be directed to the

EO/Compliance Specialist.

39
 RECRUITMENT AND SELECTION GUIDELINES OF

BIG BAZAAR

These guidelines are also called BIG BAZAAR RECRUITMENT RULES.

OBJECTIVE

The main objective of detailing guidelines is that the right type of personnel’s are recruited,

who fulfills the requisite job specifications for Recruitment including the desirable level of

qualification, skills/ experiences and competence which is essential for the sustained vitality

and growth of the organization

APPLICABLITY AND SCOPE

The guidelines shall apply to the Managerial/ Executive/ Supervisors category of employees

in the pay scale/level, as announced separately in the classification of employees order.

Detailed job specifications, required to recruit the person at various Levels/ Grades.

RECRUITMENT

Recruitment shall be resorted for induction of talent from outside, when suitable Candidates

are not available from within the organization or upon a specific demand of the post is such

that it has to be filled up from the open market.

40
SOURCES OF RECRUITMENT

From within organization through Transfers;

 Through Employment Exchanges

 Through Placement agencies/ Consultants

 Through open Market Advertisements

 From Engineering /Management / Educational Institutes.

 Through E-mail sources viz Naukri.com etc.

 Through Contractors /Suppliers etc.

 Through referred cases, relatives / friends etc

General

All recruitment shall be done exclusively on merit basis only except experienced personnel

maximum age for recruitment shall be 28 years of age & Minimum 18 years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

Each person is expected to fulfill the requisite job specifications / as required for the position

before his candidature is considered for the post. Age requirement at entry point with 10+2

qualification shall be around 20 years and for Graduate / Post graduate / Professional

Qualification shall be between 21 years to 25 years for a fresher. The upper age limit for

recruitment of experienced personnel shall normally be not more than 45 years.

41
AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 years for all classes of employees. In order to

streamline the recruitment age and to ensure that no person is retiring on his birthday, all

employee shall be retiring only on first day of the next month in which he attains the age of

superannuation.

EXTENSIONS IN SERVICE

In case any employee requests for extension of services on attaining the age of

superannuation, i.e., 60 years, or management wishes to retain his service in the interest of

the organization, subject to medically fitness, the management at its sole discretion, may

grant such extension of service for one year at a time, However, a management may also

consider reappointment of a retired employee on a contract basis. However such a person

shall be entitled to a consolidated amount and contracted facilities/ perquisites only. He shall

not be entitled to any other facility/perquisite as applicable to other regular Executives/

Employees of the company of his cadre.

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HOD’s / Sectional Heads shall raise a requisition in the prescribed format, as per

sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

Candidates application screened / short listed are required to fill in the prescribed application

form in their own handwriting and submit the same to HR Department along with a passport

size photograph, photocopies of certificate and testimonials etc, in support of their Age,

Qualification, Experience conduct etc.

42
LETTER OF APPOINTMENT

Every candidate selected and appointed in Executive Cadre shall be issued a letter of

appointment as per the Standard Format placed.

SERVICE AGREEMENT

Experienced personnel recruited in Executive cadre may be required to execute a service

agreement to serve the organization at least for a period of two years, after joining the service

of the company.

ANTECEDENT VERIFICATION

Each Candidate should state names along with contact address Telephone number etc of at

least 2 persons (not in relation), who can be referred by the employer to verify candidate

antecedents etc, in the application form itself, out of which one should be preferably of

immediate past employer.

SCRUITINY OF APPLICATION

All application received from the candidates, shall initially be screened by HR Department

Recruitment section to ensure that candidate fulfills the job specifications and there after send

the screened applications to respective HOD / Requisition authority for detailed screening

and ensuring that the candidate meet their requirement and return such screened applications

back to HR Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

All applicants, who have been short listed for an appointment in the Company, shall be

required to complete an Application Blank for Employment in his own handwriting.

43
 RECRUITMENT AND SELECTION POLICIES FOR MANAGEMENT

AND EXECUTIVE TRAINEE

SCOPE & OBJECTIVES

Keeping in the view the existing and expansion needs as well as to meet the competition BIG

BAZAAR needs well qualified, and talented personnel in various discipline of Retail business

Viz, Merchandizing, Sales, Supply chain, Warehousing, HR and Finance & A/c’s, General

Management etc. In view of that it has been considered desirable to induct fresh entrants as

ET’s/ MT’s so as to mould and develop them as per organization need and to frame

guidelines to Recruit, Select and provide effective Training to new entrants, so as to ensure

that each one of them shoulders appropriate responsibility and produce desired results.

TITLE & APPLICABILITY

This scheme shall be called as ET/MT scheme which interlaid include CA’s, MBA’s, ICWA,

Engineers. IT Professionals and Commerce discipline candidates and shall come into force,

w.e.f from 1st April 2007. All such Trainees recruited shall be placed in Executive Cadre (E-

Cadre)

TRAINING AND STIPEND

Candidate recruited as Trainee shall undergo six month training. Their job specifications and

level shall be as stated here under:-

44
 MANAGEMENT TRAINEE

Minimum qualifications

MBA’s from ‘A’ &’B’ class Management Institutes

IT Engineers

Fresh CA’s

Training Duration

Total 6 months unless extended by another 3 months, in no case training period shall exceed

for 9 months

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposures to organizational Rules and Regulations.

Next 2 ½ months- On the job training in various Departments on rotational basis so as to

know all the functions of the organization.

Next 3 months- On the job/ under study /Training in the parent Department where the

Trainee has to be placed finally. To be trained in detailed working and in depth studies &

working of that department.

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 EXECUTIVE TRAINEE

Training Period: 6 months extended by another 3 months not beyond that

ICWA’S/Bright Commerce Graduate with min 50% pass marks

MBA’s from ‘C’ class & below level Management Institutes.

Diploma Holder of minimum 1 year duration of respective vocation/ Profession after

Graduation.

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposure to organizational Rules and Regulations.

Next 2 and ½ months- On the job training in various Department on rotational basis so as

to know the all the functions of the organization

Next 3 months- On the job/ under study / Training in the parent Department, to be trained

in detailed working and in depth studies & working of that department, where he has to be

placed initially.

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Age:

The age limit of trainee shall not be above 25 years of age at the time of selection. However,

this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional Trained personnel.

Review:

Progress of each trainee shall be reviewed by a committee consisting of Guru/

Supervisor/HOD/Trainer and a HR representative every quarter.

Recruitment:

Recruitment of MT; s/ET/s shall be done on a continuous basis. However, campus

recruitment shall be encouraged for this level of personnel. To impart effective training

recruitment of MT’s and ET’s shall be done twice a year, keeping into view the manpower

requirement of the organization. During recruitment specific emphasis shall be laid on the

overall personality, IQ, EQ and performance in the exam starting from Board School Exams

onward and his potential to meet organizational needs & challenges and to fit in

organizational culture.

Candidates to be recruited shall be evaluated through written Tests, Group Discussions and

Interviews by the expert committee, candidates selected for recruitment shall be physically fit

and mentally alert and each trainee shall have to qualify in medical standards as laid down by

the company.

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Service Agreement

As company incurs a substantial costs on training the personnel, all Trainees, shall have to

execute a service agreement with the company for a minimum period of two years after the

completion of scheduled training period.

Progress Report:

Each trainee shall submit a Monthly Report to Training Manager about his Training work,

difficulties and suggestions made. As stated in Para 4 and in order to keep a watch on the

progress of each trainee there shall be a Quarterly Assessment by the concerned

Guru/Supervisor and Training officer about the learning and progress of the Trainee. Every

quarter each trainee shall undergo Performance Review so as to assess his learning and get

feedback about his adjustment in the organization and if needed counseling session shall be

held with the Trainee.

Each trainee shall undergo a written Test upon completion of Training and only trainees who

have got constantly a ‘Good’ rating shall be withdrawn from the training scheme and be

placed in appropriate level/ Grade.

Training Module

Training modules for each trade shall be announced and circulated by the Training

department from time to time.

Implementation of Training Scheme

Training scheme shall be coordinated by Training Manager/ H R Department, and shall be

reviewed periodically on need based.

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Placement of Trainees Upon withdrawal from Training

Each person upon successful completion of training shall be placed in the company’s

Executive cadre and in regular pay scale as per the service agreement / Company pay

structure.

Service Conditions

All Trainees engaged in Executive Cadre shall be governed by the Service Rules of the

company and the terms and conditions lay down in their letter of appointment and service

agreement which they shall be required to be executed at the time of joining the company.

49
PROCEDURE FOR A SUCESSFUL RECRUITMENT AND SELECTION

 Develop a written job description, which clearly articulates the essential elements of the

job.

 Establish valid, job-related criteria which are as objective and measurable as possible.

 Find qualified and diverse applicants by casting your recruitment net far and wide.

 Evaluate all applicants by the same criteria.

 Never make prohibited pre-employment inquiries.

 Safe questions are those which are clearly job-related.

 Establish and retain documentation supporting all selection or rejection decisions.

The process of recruitment and selection of staff occurs within a student affairs culture

shaped by many external and internal forces. Such forces should be considered in every

search process. Whereas many external forces are common among institutions, internal forces

that are unique to the institution impact most campuses. These forces should be considered in

the recruitment and selection procedures.

Every administrator should consider applicable laws whenever conducting searches

processes. However, the overriding institutional policies should be considered in all

circumstances. It is wise to consult with the campus personnel office before undertaking any

recruitment and selection process. Once the campus personnel office has been consulted, the

recruitment and selection process may begin.

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Following are 12 steps that every effective search process should include:

1. Assess the Need For and Establish the Purpose of the Position

The institution's goals and mission statement should be clearly defined and understood prior

to conducting a search for qualified individuals. It should also emphasize the people oriented

nature of the organization.

2. Perform a Position Analysis

Every student affairs division should identify the characteristics and requirements of the

vacant position and the personality traits that would most benefit the individual who assumes

the position. It is important to create a profile that best fits the position in the context of the

institution's culture.

Whether the position is new or recently vacated, there must be a careful determination of why

the position is needed, precisely how it will assist the division and the institution in achieving

its goals and mission, how it relates to other positions in the division, and what skills and

other abilities are necessary to carry out its responsibilities.

Finally, the position analysis should include a judgment as to whether other positions in the

division should be reconfigured in light of the vacancy.

3. Prepare the Position Description

The division should first establish a hiring profile, consistent with the idea of choosing the

person who would best fit the position. It is imperative that a position description clearly

defines the institution's goals, including the definition of student services, and that employees

are selected based on personality and chemistry that fit the defined services and goals.

51
The division should offer leadership that embraces the concept and reality of the defined

goals and practice them every day. It should also simplify operations so the "people element"

shines forth and stamps the institution.

The job description should indicate the need for the position in light of the institution's goals.

It also should make clear to other members of the unit in which the work is to be performed,

what is expected of the new member.

The position description should take heed of ethical consideration in regards to ethnic,

gender, and minority bias. It should be written so that it does not systematically eliminate

members of underrepresented groups such as women and minorities. For example, because

women's career paths are more often marked by absences related to maternal and family

responsibilities, the expectation that an applicant's record show a steady progression of

positions with increasing responsibilities is more likely to attract men than women.

In writing a job description, one should avoid "must statements" such as "the candidate must

possess a Ph.D.". Use of such statements creates unnecessary limitations in the event the most

successful candidate does not meet the qualifications that have been described as a "must."

At a minimum a position description should include:

 Position title

 Credentials or position specifications

 Administrative location of the position

 Physical and working conditions

 Goals for the position

 Work activities

 Procedures and conditions of employment

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 Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

The integrated staffing model suggests the use of a search committee to recruit and select

staff. Search committees are most frequently the mechanism used to carry out recruitment

and selection processes Composition of committees varies depending on the functional area

and level of the position. Persons frequently included in search committees were:

 Student affairs staff outside the department with the vacancy

 Staff from non-student affairs areas of the institution

 Students

 Faculty members

 Professional staff in the area/department with vacancy

 Support staff in the area/department with vacancy

According to Winston and Creamer (1997), as the level of responsibilities of the vacant

position increases, the search committee members should be more widely representative of

the entire campus and outside community. Search committee membership may be comprised

of many different constituents. Care, however, should be exercised to keep the committee

small enough that it can communicate and function effectively. Large committees have

difficulty in just scheduling meetings, such less providing opportunities for everyone's active

participation. Large committees may impede timely reviews of applications, which may result

in having highly qualified candidates withdraw because they have received offers from

competing institutions.

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As search committees tend to be adhoc committees, members may not know precisely what is

expected of them. The committee's duties and the role of the hiring authority should be

clearly stated in writing. Because search committees are sometimes comprised of students

and individuals outside of the division and others who may not be familiar with the

credentials and experience required for professional work in the field of student affairs, it is

vital that all members of the committee are well trained regarding the necessary

qualifications. The members of the search committee should be educated as to the general

progression of a career in student affairs and what level of responsibilities are required for

involvement at the particular level of employment where the vacancy exists.

The empowering official shall clarify the following responsibilities with the search committee

members:

 Select a search committee chairperson

 Prepare the position description (this responsibility is sometimes fulfilled prior to

appointment of the search committee)

 Determine the timeline of the search process

 Prepare the position announcement

 Advertise the position

 Manage the overall search process

 Determine the finalists

 Make arrangements for interviews

 Make or recommend the final decision

54
5. Prepare the Position Announcement

This crucial step informs all who are interested in the position precisely what the search

committee is looking for in clear and unambiguous language. The announcement should

include such information as:

 Title

 Location and demographics of the institution

 Supervisor

 Mission of institution and division

 Contributions expected by the staff member toward the accomplishment of these missions

 Goals and work requirements of the position

 Minimum education

 Experience and knowledge requirements

 Conditions of employment

 Date for beginning of review process

 Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the overall search process by

encouraging self-elimination of candidates who clearly do not fit the announced

requirements.

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6. Advertise the Position

The student affairs division should evaluate all possible avenues for advertising a position

vacancy. Limited budgets may determine the means by which a position vacancy is

advertised. Therefore, it is important to consider carefully which advertising medium is most

likely to target the audience most important to reach. Possibilities to consider are:

 Campus resources such as publications, offices, employee referrals, web-sites, or

electronic bulletin boards

 Local newspapers

 Word-of-mouth

 Employment agencies

 Mass media advertising (radio, television, etc.)

 Professional lists

 Professional journals and web-sites.

 Professional placement conferences and exchanges.

 The Chronicle of Higher Education - The Chronicle of Higher Education is generally

thought to be the most helpful medium in higher education though it may not be read at

all institutions. The Chronicle is distributed in both paper and electronic form.

Extra care should be taken to ensure that the announcement reaches potential minority

candidates.

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7. Conduct the Search

The individual and office listed in the position announcement should receive all applications

from candidates. Acknowledgment of the application should be sent to both the applicant and

the search committee. All correspondence and activity should be recorded in a log to ensure

careful tracking of the candidates' materials and status.

Applicants that the division would normally judge unacceptable suddenly seem desirable

when the need to hire a body, "any body", becomes severe. The division will face a natural

temptation to short-circuit the standard screening process and hire a replacement

immediately.

One way to avoid such crisis hiring is to encourage qualified individuals to submit

employment applications even when the division has no current job openings. The

applications may be kept on file for future consideration. Another way to maintain possible

candidates on file is to ask exemplary staff members to refer their friends who might be

looking for work, even offering the staff member’s rewards for referrals.

8. Screen the Applicants

Screening of applications should be conducted from the beginning of the search process, and

reviews should begin immediately following the announcement. The division should test to

ensure that each applicant fits the profile and hire a person who fits the profile remembering

that good selection reduces turnover, training and recruitment costs, and thereby produces

stability, consistency, low operating costs and an ability to increasingly reward desired

behavior.

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Selection methods that focus both on crucial requirements and organizational culture include:

 Interviews

 Biographical data

 Work samples

 Self-assessment

 Personality tests

 Cognitive abilities

 Physical abilities

 Use of an assessment center

 A thorough literature review concerning the screening of resumes.

A comprehensive employment application is the cornerstone of every successful pre-

employment screening program. It will identify many undesirable applicants early in the

selection process. The completion of an application form is important for Equal Employment

Opportunity reasons, for record keeping, and for gathering information from which to make a

good employment decision.

Some institutions require that all applicants complete an employment application. Taking a

critical look at the institution's employment application, the recruitment staff may see ways in

which it can be improved. The one page, stationery-store variety is too brief if it fails to elicit

vital information that can be legally requested.

The nitty-gritty of the employment application is the work history section. Recent jobs are the

best predictors of future job performance and permanency. An application should provide

enough space to allow the applicant to list job he/she has held for at least five years. Their

58
personal saga of success or failure often is displayed clearly in their unabridged employment

record. Beginning and ending dates of each job, month as well as year, are also necessary.

Precise dates of employment expose gaps between jobs.

Instructions should direct job seekers to list every job, including part-time, second jobs, and

volunteer jobs. The search committee should always carefully study each applicant's

employment history.

9. Arrange the Candidate Interviews

Once the applicant pool has been screened and individuals to be considered are identified,

interviews should be arranged with those candidates. Often, the size of the departmental

recruitment budget will determine both the type and the number of interviews that will be

conducted. Many times, institution with limited budgets will begin the interview process by

conducting telephone interviews. Telephone interviews can be held with either an individual

or a group of people as the interviewer. If a group of people interviews the candidate,

arrangements should be made to conduct a conference telephone call with the candidate.

If an institution is fortunate to have a healthy recruitment budget, the search committee may

wish to invite one or more candidates to visit the office and participate in the interview

process in person. Or, an institution might wish to conduct office interviews after conducting

phone interviews has narrowed the pool of candidates. Regardless of what method of

interviewing is used, certain arrangements are necessary prior to the interview:

 Arrange and confirm dates and times with candidate

 Develop the interview schedule and confirm with all individuals who will be involved in

the interview process (provide a final copy of the schedule to the candidate, the

interviewers, and the search committee members)

 Arrange for escorts to and from all interviews

59
 Arrange overnight accommodations if necessary

 Arrange for transportation if necessary

 Arrange for a campus host (and pick up from airport, train station, etc. if necessary)

 Arrange for any meals provided outside of the interview schedule if necessary

 Develop an evaluation tool for all interviewers to use upon completion of the interview

 The candidate should be reimbursed for all travel related expenses incurred in order to

attend the interview unless other arrangements have been made.

10. Interview the Finalists

Interviewing an applicant from a resume can lead the search committee to overvalue assets

and never see liabilities. The purpose of the applicant's resume is to highlight assets and hide

shortcomings. Most applicants do not overtly lie on their resumes; they just omit negative

information. Unsuccessful short-term jobs, reasons for leaving and dates of employment are

the items most frequently omitted from resumes.

As a result, interviews must be conducted from completed employment applications. The

search committee should never grant an interview to an applicant who has not fully

completed an application form. Interviews are most effective when they include questions

based on a careful analysis of job functions. Interviews should be consistent from candidate

to candidate and should evaluate a candidate's interpersonal and communication skills.

Interviews should involve multiple interviewers. It is always instructive to see how different

interviewers give different points of view on the same applicant, which leads to a better

overall hiring choice. Additionally, it is easy for search committee members to forget some of

the material that was covered in the interview. It is useful to document every interview

60
session and to have one interviewer from each interview team provide brief notes regarding

the gist of the interview.

11. Conduct Reference Checks

One of the most crucial but often neglected steps in the hiring process is reference checking.

Reference checking is often forfeited when a student affairs division is pressured to hire in a

hurry. Additionally, reference checking can be a frustrating exercise that yields little useful

information about a candidate. Nevertheless, the desire to save time and avoid legal

ramifications should not prevent any recruitment staff from conducting thorough reference

checks on all prospective new hires.

Reference checks round out the profile of a job applicant by providing third-party support for

first impressions. Reference checks should be made only for those candidates who have

advanced to the finalist stage and who are under serious consideration for the job.

When calling a reference, be friendly and courteous. Ask if it is a good time to talk then put

the person at ease by mentioning something or someone you both have in common. After

developing rapport, begin with basic questions about the applicant. This will yield essential

information while breaking the ice. Ask for confirmation of employment dates, title, job

duties, salary and the name of the previous employer. Next, segue into a brief description of

the experience and skills you have been looking for and ask the reference to comment on the

applicant's ability to handle some of the typical responsibilities.

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Some ways to improve reference checking are:

 Inform the candidates that, if they advance as a finalist for the position, the hiring

supervisor will conduct a reference check. This information should encourage candidates

to be frank and honest in their responses to questions.

 To increase the chances of contacting candidate references, ask each applicant for at least

five names, including immediate supervisors. Additionally, request a fact about each

contact, such as membership in professional associations, which can be used as an

icebreaker when calling.

 The position supervisor should call all references personally. That person knows best

which skills and personality traits will be optimal for the position.

 Ask open-ended questions in order to elicit broad information. Some people may be

fortunate and contact a reference that is willing to frankly discuss the candidate's

qualifications. But it is just as likely that the reference will be reluctant and offer minimal

information.

 Avoid inquiring about the candidate's marital status, age, disabilities, religion, ethnicity,

gender, or other personal issues. Such information may not be used in making a hiring

decision. The committee may submit one of the following types of recommendations,

depending upon the charge that was originally given to the search committee.

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12. Make the Offer

After the search committee has completed all of the interviews and has evaluated the

candidacy of the finalists, the committee will submit a recommendation to the hiring

authority. The committee may submit one of the following types of recommendations,

depending upon the charge that was originally given to the search committee:

 The name of one candidate

 The names of two or more candidates in order of hiring preference

 The names of two or more candidates in no particular order

Once a qualified candidate or candidates has been recommended to the hiring supervisor, the

supervisor should strongly consider the recommendation that has been presented. The

supervisor may accept a hiring recommendation or charge the search committee to continue

the search.

Should a hiring recommendation be accepted, the supervisor should contact the preferred

candidate and make the job offer. Some important issues that should be addressed in the job

offer are:

 Starting salary

 Starting date

 Length of contract

 Employee benefits

 Moving expenses (if applicable)

 Living accommodations (if applicable)

 Any other points of negotiation

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The candidate should be given sufficient time to either accept or reject the offer. However,

the hiring authority should not compromise the availability of other candidates if the

candidate of choice declines the offer by allowing too much time to pass between the offer

and the decision.

If the candidate accepts the position, the offer and conditions of hiring should be sent to the

candidate in writing as soon as possible. If the candidate declines the position, the hiring

supervisor should make the offer to the next candidate of choice or should reconvene the

search committee to make other arrangements.

Once an individual has been secured for the position, all other candidates should be notified

immediately. They should be informed of the closure to the search and thanked for their

interest in the position. It is proper etiquette to notify those candidates who were interviewed,

either by telephone or in person, personally.

Finally, the search committee should be dissolved with acknowledgments of their time and

service. Appropriate announcements should be made regarding the outcome of the search

process.

Avoiding Ethical Breaches When Conducting a Candidate Search

It is important to act ethically at all times when conducting a candidate job search, not only

out of respect for each candidate, but also to protect the integrity of the institution. It is not

uncommon for hard feelings to develop between candidate and institution as a result of

thoughtless acts or misbehavior on the part of those involved in the search process. It is

important for institutions to avoid any disrespect or malfeasance on the part of the institution

to help ensure success for current as well as future candidate searches. Following are some

behaviors that if adopted, will help ensure a legitimate and respectable job search:

64
 Train all search committee members to understand and recognize the necessary

credentials for the particular position.

 Acknowledge receipt of all application materials.

 Do not make offers that are not honest. For example, do not tell a candidate the position

will be offered to him or her unless it has been agreed upon by the entire search

committee and the hiring authority.

 Never misrepresent the position in any way.

 Maintain confidentiality throughout the entire job search.

 Provide the candidate with professional materials representative of the company.

 Conduct open searches. If there is an internal candidate or candidates for the position,

announce this to all other candidates.

 Never mislead a candidate as to his or her status in the search process.

65
 ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

 Religion should not be a factor in advertising vacant positions in cases of public

universities. It is however permissible in private institutions. In this case, state this

explicitly in the advertisement especially if it is a factor in selection.

 Search committee members should be trained on the protocol and legal situations.

 Search committee members should not make attempts to deduce religious denomination

based on affiliations or organizations listed on the resume.

 Be forthright with all institution policies related to religion.

 In position advertisements attempt to list as much descriptive information on the local

community as possible.

 State all terms of employment in hiring offer.

 List all institutional policies related to dress and appropriate attire. This is important for

employees who may want wear traditional or native attire to work.

 Be sure that hiring practices are consistent across the board. There have been court cases

where employees may not have been hired because of their religious denominate

66
 ISSUES OF GENDER IN RECRUITMENT AND SELECTION

 Do not discard applicants who “stopped out” to provide care for a child, or for maternity

leave.

 Consider the dynamics of the interview – is the candidate being interviewed in an

environment that is representative of the office environment.

 Understand questions that cannot be asked regarding family, children, pregnancy, etc.

 Provide medical insurance that covers the full range of medical needs of women

employees, including reproductive health care.

 Provide paid sick-leave policies for employees’ illness and illness of spouses, lifetime

partners, dependent children, and elderly parents.

 Provide life insurance, disability and pension programs that are nondiscriminatory on the

basis of gender.

 Have clear and vigorously enforced sex, race and sexual orientation discrimination and

sexual harassment policies and include a statement about these policies in the

advertisement of the position.

 Before attempting to diversify a staff and make it more gender equitable, one must tackle

issues such as, “gender stereotyping; discrimination in hiring, pay, and promotions;

family issues; and sexual orientation discrimination”.

67
 There are five areas critical to this process:

1. Open communication

2. A commitment to creating an inclusive environment

3. Clear preconceived expectations based on gender

4. A neutral supervisor who can observe different styles and facilities communication when a

conflict arises.

5. Training – sexual harassment as well as gender issues training (It is thought that 75-80%

of sexual harassment complaints could be prevented by understanding gender

differences”

68
 TIPS FOR INTERVIEW PROCESS

Minimize Stereotypes – Provide interviewers with a job description and specifics on job

requirements. In the absence of specific information individuals may be more likely to make

stereotypical judgments about a candidate

Job Related – Construct interview questions that are job related. Not having job related

interview questions will lower the validity of the interview process.

Train Interviewers – “Improve the interpersonal skills of the interviewer and the

interviewer’s ability to make decisions without influence from non-job related information.

Interviewers should be trained to:

 Avoid asking questions unrelated to the job

 Avoid making quick decisions about an applicant

 Avoid stereotyping applicants

 Avoid giving too much weight to a few characteristics

 Try to put the applicant at ease during the interview

 Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach

attributes to her that don't actually exist.

MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps.

NEGATIVE BENT -- the tendency to focus on information which will automatically

disqualify a candidate, causing you to overlook his/hers strengths in the process

69
SNAP JUDGMENTS -- can devastate the interview process -- remember that you gather

information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully

document the interview, valuable material will slip through the cracks; avoid recording

inappropriate information (i.e., anything not related to the job) or statements based on your

own inferences.

STEREOTYPING -- a major problem focusing on the job rather than personal traits can

offset a tendency to categorize candidates.

THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate

as representative of success in any endeavor, no matter how unrelated

MIND SET -- your background, attitudes, motives, values, aspirations and biases

CHEMISTRY-- or rapport between two people can contaminate the interview -- the basis

of your personal reaction to a candidate must always be evaluated in terms of the position

requirements

REFERENCE CHECKS

Nearly 80% of what is needed

To be known about candidates can be learned through good investigative techniques.

Although privacy legislation has had an impact on the reliability of reference checks, they

remain a viable means of verifying applicant information. Appropriate checks are also

necessary to defend against charges of negligent hiring.

70
Keep the following guidelines in mind:

Obtain permission from candidates.

Inform candidates that reference checks and validation of credentials will be part of the

selection process.

A candidate may have valid reasons for setting some limits, and these limitations should be

respected.

The bottom line is that the candidate must allow some access to people familiar with their

work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he must understand that less restricted

checks will be made before any offer is extended.

Intentionally choose whom to contact. Consider the following guidelines:

 Call the references identified by the candidate.

 Seek permission to call persons who should know the candidate (e.g., current department

chair, departmental head, supervisor, vice president, colleagues, etc.).

 Complete enough calls for a full picture of the candidate to emerge.

Apply the following guidelines for determining what inquiries to make:

 All information considered in the selection process must be related to job performance.

 Request the same information regarding all applicants.

 Avoid asking references prohibited pre-employment inquiries.

 Focus on gaining information about the knowledge, abilities, skills and work behaviors

identified as being important to the position.

 Address significant gaps or missing elements in the candidate's application materials.

71
 Avoid being put off by scattered "negative" comments from references.

 Look for patterns of strength and limitations, and for indications of fit between the person

and the position.

 Not every comment should be given equal weight. Attempt to evaluate the reference's

perspective, how credible they may be, and how recently or how well they know the

candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search process

predisposes qualified candidates to consider a company as a potential employer. The nature

and timeliness of correspondence contributes to the applicant's perception that a particular

company is a quality organization.

Typically, a recruitment and selection process will present the following opportunities to

correspond with applicants:

 Acknowledgement of application materials. An acknowledgement letter confirms that the

hiring department has received all or part of the required application materials, identifies

any missing materials which must be provided to ensure consideration, and indicates the

expected timeline for the selection process.

 Notification that application materials were received too late for consideration. Informing

persons that they will not be considered for the position is not only a courtesy. It also

serves as evidence that the applicant was not part of the applicant pool from which

selection decisions were made should the ultimate hiring decision be challenged.

72
 Notification of a change in the timeline for selection. In order to keep good candidates

interested in the position, it is advisable to keep applicants informed should a change in

the selection timeline be necessary.

 Notification that an applicant is no longer being considered. As a courtesy to applicants,

particularly those for high level or particularly competitive positions, hiring departments

are advised to notify applicants when the screening process has eliminated them from

consideration. This may occur after any round of screening or interviewing.

 Confirmation of campus interview arrangements. This correspondence should be

preceded by telephone conversations with the candidate, and should include information

about the Company, the community, individuals with whom the candidate will meet,

itinerary, travel and lodging arrangements, and other information which helps the

candidate prepare for the campus visit.

 Appreciation for interview and rejection. Individuals who have been invited to campus for

an interview but are not offered the position should receive such a letter as a professional

courtesy.

 Letter of offer. Once a hiring decision has been made and discussed either in person or by

telephone with the finalist, it should be confirmed in writing. The individual should

confirm his or her acceptance in writing.

 Hiring departments should contact their HR Generalist for assistance in writing these

letters.

73
Guidelines

74
 GUIDELINES

Depending on the type of position, a hiring department may decide to use a search committee

to manage the recruitment and selection process. The committee's role will vary with the

department, school, or administrative unit and type of position. The following guidelines

should be considered when using a search committee.

The decision to establish a search committee rests with the individual who has authority to

make a final offer for a position.

The search committee should be comprised of individuals who have some knowledge of the

position to be filled, are committed to equal employment opportunity, and have the capacity

for balanced judgment and discretion. Whenever possible, committees should represent

diverse backgrounds and perspectives.

Generally, the ideal size of a committee is relative to the position. For some positions, a

committee of 3 is adequate. For positions at or above the manager level, committees of 5-7

are more appropriate. Committees for positions at the Executive level may be significantly

larger.

A search committee chair should be appointed. Chairs should be selected for their ability to

provide leadership to the committee, a demonstrated understanding of the recruitment and

selection process, and their commitment to ensure a legally defensible process.

The committee should receive a formal charge, which establishes the scope of its

responsibilities. At a minimum, the charge should indicate whether or not the committee is

responsible for conducting interviews, and whether its recommendations to the hiring official

shall be in ranked or unranked order. Typically, a Company’s search committee

responsibilities include all or some of the following:

75
 Helping develop the position announcement, including the identification of minimum and

preferred qualifications, timeline and recruitment plan

 Completing recruitment and selection activities for classified and unclassified staff

positions

 Placing advertisements or conducting personal outreach

 Developing the selection procedure, including rating guides receiving applications,

corresponding with applicants, sending applicant information forms, and maintaining the

applicant record

 Screening applications, conducting reference checks, determining a long or short list of

finalists

 Maintaining required search documentation

 Coordinating campus visits for interviews and/or conducting interviews

 Making recommendations to the hiring official

 Appointing one of the members, or using departmental staff, to act as search committee

secretary.

76
 PRACTICAL CONSIDERATIONS

Disagreements about the outcome of a selection procedure often arise because the process for

reviewing applicant materials was not agreed upon prior to the beginning of the process.

Committee members, including the committee secretary, should discuss and agree upon the

following practical considerations:

 When will review begin? Unless an inordinate number of applications are expected, it is

recommended that the review process begin after the date, which was advertised.

 Will initial review of applications for minimum qualifications be done by the committee

chair, secretary, or all committee members?

 Will committee members review every application, or will applications be divided into

groups that are initially reviewed by only part of the committee?

 Will the committee use a rating form? A rating guide is highly recommended, because it

can be used to defend against EEO challenges to the selection decision. In designing the

rating guide, the committee must decide whether they will use numerical scoring (and

whether it will be weighted or unweighted), qualitative scoring (for example, poor,

average, strong), or a combination of the two.

 Has the committee developed a plan for corresponding with applicants, including the

language for standard letters? Sample letters are available from your HR Generalist.

 Has an effective system been planned for filing and retrieving application materials?

 Where will committee members review the files? Will they need to come to the search

committee secretary or chair office? If so, is there adequate space and privacy for the

review? Will members be allowed to take copies of the application materials for review

elsewhere? If so, has there been adequate precaution taken to ensure confidentiality and

77
 security of the materials? Who will need access to online applications/resumes for

classified and unclassified positions?

 Has the committee established reasonable timelines for completing its review?

 Search committees who have questions about these, or other practical considerations, can

contact their HR Generalist and advice.

78
 FLOW CHART FOR

RECRUITMENT AND SELECTION IN BIG BAZAAR

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures (Initial interview by HR Department/Finalization by

Business

Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal

79
Employment cycle

80
 EMPLOYMENT CYCLE

Recruitment
Possible vacancy identified
Phase

Analysis carried out to see if the job has changed or it still needed

Job description drawn up

Person specification drawn up

Advertisement designed and issued

_________________________________________________________
Selection
Short listing Phase

Interviews

Appointment offered

Induction
Employment
Phase

Training, development & appraisal

______________________________________________________________
Exit
Phase
Resignation or retirement

81
Not only recruitment and selection phase but also other phases (employment phase and exit

phase) of employment cycle can be improved if all phases are properly interlinked with each

other, as shown in above figure.

At the time of recruitment, when a possible vacancy occurs, it is a good idea to look at the post

that is being vacated to see:

 Are the functions that were being carried out still going to be needed?

 Is the position changing such that new skills will be needed in the near future?

 Can the job be combined with another job that may also be undergoing a change?

Only after checking all these points, go ahead with other parts of recruitment phase.

In case of job description, check the following points:

 Formal job description

 Does it fit the pattern?

In case of advertisement designed and issued:

 Where would you advertise your job in order to attract suitable candidates?

 How would you word the advertisement?

At the time of selection, first comes short listing and after this interview.

In case of interview, check the following points:

 Structure of interview (one-to-one interview, two-to-one interview, panel interview)

 Feasibility of interview pattern

And after this, last part of selection phase that is appointment offered comes.

82
CERTAIN DO’S AND DON’T IN RECRUITMENT AND SELECTION

 DO’S:

 Be fair at the time of decision making for the final selections as well as salary.

 Always cross check the references and the information provided by the candidate

 Place a person according to his qualification and experience

 Lessen the grievance of each employee and take decision according to natural law of

justice.

 DON’T:

 Don’t get influence by outsiders at the time of outsiders at the time of requirement

 Don’t be judgmental on personal basis

 Don’t promise anything which will go against the ethos of the organization

83
 Research
methodology

84
 RESEARCH METHODOLOGY

This section includes the research methods, their rationale, validity, reliability, sample size,

alternatives and limitations faced during primary research.

 To know about the various needs of staff and what they want from their job.

 To discuss what steps do managers to take the motivate their staff and fulfill their

needs.

 To gauge the impact of staff motivation on employee productivity.

METHODOLOGY ADOPTED:

Research methodology is a way to systematically solve the research problem. Here we study

the various steps generally adopted by the researcher in studying the research methods to

continue a part of research methodology.

In this research, both Primary and Secondary data taken into consideration. The project

would be executed through primary data i.e. questionnaires, discussion with various age

groups of employee, information from other group of companies, internet data’s.

1. Primary data: - This is those, which are collected as fresh and for the first Time,

and thus happen to be original in character. There are many ways of data collection of

primary data like questionnaire, observation method, interview method, through

schedules, pantry Reports, distributors audit, consumer panel etc.

85
2. Secondary data: - These are those data, which are not collected afresh and are used

earlier also and thus they cannot be considered as original in character. There are

many ways of data collection of secondary data like publications of the state and

central govt., website, journals, companies reports, reports prepared by researchers,

reports of various associations connected with business, Industries, banks etc.

For this project secondary data was taken from company’s reports and websites.

RESEARCH DESIGN

1. Type of research: Exploratory research

2. Sources of data: Primary Data & Secondary Data

 Primary Data – Questionnaire

 Secondary Data – Websites

3. Data collection method: Survey Method

4. Survey Instrument: Questionnaire (Closed and Open Ended)

5. Method of communication: Collect the data through survey of the employees in the

organization

6. Sample size: 100 Employees

7. Sample unit: Kaushambi (Ghaziabad)

8. Sampling Design: Convenient sampling (sample collection)

86
 Analysis
And
Interpretation

87
 ANALYSIS AND INTERPRETATION

1. Does your company follow formal recruitment process?

From the above diagram it is quite clear that employees of Big Bazaar (88%) are satisfied by
the recruitment and selection procedure followed by the company. However there can be
some changes introduced in the procedure which are suggested by the employees to improve
the recruitment and selection policy of the company.

88
2. When does your company hires new employees?

From the above diagram we can see that there were mix responses from the employees
regarding the above mentioned question. 74% said that company is hiring employees
annually as well as according to the company needs but 22% of my sample size believes
company hires according to the need of the organization and 4% says that Big Bazaar
employs on yearly basis.

89
3. Which sources of recruitment your company should follow?

There are various ways of recruiting candidates in the Big Bazaar.

Some of the sources used by them are promotion, internal referrals and consultancy firms.

From the chart it is clear that employees of Big Bazaar are in favor of Campus placements
and promotion and transfers.20% of employees are in favor of internal references and 15%
have suggested using consultancy services. Some have suggested advertising the vacancy in
newspapers also.

90
4. What criteria do you think should be used for selection process?

0%
2%
Written test
38%
Personal Interview

Written test and

Interview
60% Any Other

Big Bazaar practices panel interview for selecting a candidate but from the chart it is clear
that 60% of employees want written test along with the interview to select a candidate.

No employee is in favor of written test only and some have suggested that even physical
examination should be included while selecting the candidates along with written test and
interview.

91
5. according to you, 3 rounds of interview in Big Bazaar are essential for an effective
recruitment process.

Interpretation:
62% (10 in number) of the departments disagree with the statement that 3 rounds are
essential. It depends upon the position for which the interview is being conducted.

92
6. Were you given same job description as discussed in the Interview?

Almost all the employees got the specified jobs offered to them. This implies that the Big
Bazaar have the organized manpower planning and well organized recruitment policy.
From the chart it is crystal clear that the candidates get exactly the same job as described. So
from Big Bazaar perspective it is a good sign for the overall growth and development. There
were some employees around 2% of my sample study who were against the above mentioned
point.

93
7. According to you on what basis candidates should be evaluated for selection?

The above diagram clearly depicts that the employees prefer Experience as a criteria to select
the candidate. Next they consider academic qualification should be given importance while
selecting a candidate. Only 10% are in favor of family background to be used as selection
criteria by the company.
22% of sample size is in favor of all the three factors that are experience, academic
qualification and family background.

94
8. Do you think physical examination should be included in selection process?

The physical examination discloses the physical characteristics of the individual that are
significant from the standpoint of his efficient performance of the job that he may be
assigned.

Accordingly 70% of employees are in favor of physical examination to be included in the

selection procedure because they believe it will ensure higher standard of health and physical
fitness of the employees and will reduce the rates of accident, labor turnover and
absenteeism.

24% are not in favors of physical examination as they think it is a wasteful expenditure of the
company.

95
9. Are you satisfied with the overall recruitment & selection process of your
company?

40%
Satisfied
Neutral
50%
Dissatisfied

10%

From the above figure, it is quite clear that out of my sample size , 50% are those who are not
satisfied with the recruitment and selection policy followed by Big Bazaar and have
suggested some measures to improve them. 40% were those who were satisfied by the policy
and 10% were those who were not able to comment on it.

96
10. Which of the following factors mentioned below you think have a beneficial
effect upon the ability of Big Bazaar to attract and retain good employees?

From the above chart it can be understood that most of the employees are inspired by the
career growth and salary package of the Big Bazaar. It’s clear from the chart that Brand name
is also important factor which is a motivating force for the employees of Big Bazaar. Only
15% of the employees consider working environment in Big Bazaar to be a motivating factor.

97
11. according to you, the recruitment department in your organization is efficient
enough.

Interpretation:
Half of the departments agree that the recruitment department is efficient enough in hiring the
best talent from the pool of large people. It means they are satisfied from the persons
recruited in the organization.

98
12. The salary offered at the time of interview to the candidates is at par with the
market rate.

Interpretation:
The above graph tells us that around half of the departments are unaware of the salary being
offered to the people at the time of joining.

99
13. You are satisfied with the recruitment process in your organization.

Interpretation:
There is a mixed reaction of this question. Around half of the departments don’t know
anything in this regard. So, no clear picture can be drawn on the basis of this answer.

100
FINDINGS

101
 FINDINGS

 It is found from study that a formal procedure of recruitment is well followed in the

organization. The employees of the organization as well informed with the

recruitment procedure.

 The study reveals that the employees are well versed with the manner the new

employees are hired in the organization and according to the employee high level of

transparency is maintained in the process.

 The study reveals that the major source of recruitment followed in the organization is

the campus placement and internal promotion/transfer.

 The study reveals that for the selection procedure written test and interviews are

conducted due to which the reliability of the selection procedure is maintained at a

high level.

 The study shows that the employees feel that the major criteria for evaluation for

selection procedure should be based on the experience and the academics

qualification of the employee so that the selection can be made more effective. Other

statement forwarded by the employees also states that family background should also

be given due important for consideration is selection procedure.

 The study explains that employees feel that physical examination should be major

features in the selection procedure so that the fitness of the candidate will not lead to

create any hindrance in the operations of the organization.

 It is found from the study that nearly half of the employees segments of the

organization are unsatisfied with the overall recruitment selection.

102
 The study reveals that the major feature (according to employees) which play a

crucial role in attracting and retaining the competent employees in the organization

are career growth and salary package respectively.

103
SUGGESTIONS

104
 SUGGESTIONS

 It is recommended that the company should maintain more transparency in its

recruitment procedure through more effective strategic planning associated with the

same respectively.

 The organization should follow more effective recruitment procedure under which the

rounds of interview should be re-evaluated and should be rearranged as according to

the position prevailing in the organization.

 Physical examination should be given important place in the selection procedure as

with the higher level of the fitness of the employees the operational productivity also

increases simultaneously.

 The organization should amend the current overall recruitment and selection

procedure by making certain changes as according to the cultural implication and

market dynamic needs so that can be increased and the retainined level of employees

can be maintained.

 Organization should focus more on the carrier planning of the employees and should

also revise the salary package in reference to the current norms of the industry.

 The organization should make certain highly amended activities in the recruitment

department through which the trust of the employees can be gained and the

transparency level can be maintained at par.

105
LIMITATION OF STUDY

106
 LIMITATION OF STUDY

Certain limitations do creep in a research study due to constraints of the time, money and

human efforts, the present study is also not free from certain limitation, which were

unavoidable. Although all effort were taken to make the result of the work as accurate as

possible as survey but the survey have following constraints.

Here the researcher’s problems are:-

 A number of customers are not satisfied with services, new schemes and offers.

 A number of customers are not satisfied with the network coverage.

 A number of customers are not satisfied with the current call rates of Vodafone.

 A number of customers are not satisfied with the Free SMS schemes.

 A number of customers are not satisfied with the service of customer care of

Vodafone.

107
CONCLUSION

108
 CONCLUSION

 According to the analysis Pantaloon Retail should use Campus placements as a source of

recruitment. Company mainly focuses on internal sources which has its own limitations.

By focusing on Campus Placements Company can attract qualified personnel for vacant

jobs in the organization. It can facilitate the infusion of fresh blood with new ideas in to

the enterprise. This will improve the overall working of the enterprise.

 For the selection of the candidate for a vacancy company should first conduct written test

and on the basis of the result of the test score interview should be scheduled for the

selected candidate.

 According to the analysis company should evaluate the candidates on all the factors

(experience, qualification and family background) however greater importance should be

given to the experience and then qualification should be considered.

 Company should include physical examination in the selection process. After the result of

this question THE COMPANY HAS DECIDED TO INCLUDE PHYSICAL examination

in the selection process and are now getting in touch with various hospitals to enter into a

contract with them.

 Certain changes should be made in Recruitment and Selection process of Big Bazaar such

as new sources of recruitment should be entertained, written examinations should be

included in selection process and physical examination should be considered as a part of

Selection Process.

109
BIBLIOGRAPHY

110
 BIBLIOGRAPHY

 Books Referred:

 Beri.G C, 2010, Marketing Research, Tata MC Graw Hill Education PVT. LTD,

ISBN- 13; 978-0-07-062022-3

 Kotler.Philip,2009,Principle Of Marketing, Arrangement with Person Education Inc.

and Dorling Kindersley Publishing Inc. , ISBN- 978-81-317-1547-5

 Krishnamoorthy.R, 2011, Introduction to Rural Marketing, Himalaya Publishing

house PVT.LTD. ISBN- 978-93-5024-787-7

 Hartmam.Laura P, 2008, Perspectives in Business Ethics, ISBN- 13; 978-0-07-

062004-9

 Websites referred:

 www.pantaloon.com

 www.indiaretailing.com

 www.google.com

 www.wikipedia.com

 www.hr.uchicago.com

 www.vishalmegamart.net.com

111
Appendix

112
 QUESTIONNAIRE

DEPARTMENT

DESIGNATION

1. Does your company follow formal recruitment process?

a) Yes b) No

c) Can’t say

2. When does your company hires new employees?

a) Immediate need b) Yearly Basis

c) Both

3. Which sources of recruitment your company should follow?

a) Promotion / Transfer b) Cconsultancy

c) Campus Placements d) References

c) Any Other……………………………………………………………..

4. What criteria do you think should be used for selection process?

a) Written test b) Personal Interview

c) Written test and Interview d) Any Other

113
5. According to you, 3 rounds of interview in Big Bazaar are essential for an effective

recruitment process.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly Disagree

6. According to you on what basis candidates should be evaluated for selection?

a) Academic Qualification b) Experience

c) Family Background d) All Three

7. Do you think physical examination should be included in selection process?

a) Yes b) No c) Can’t Say

8. Are you satisfied with the overall recruitment & selection process of your company?

a) Satisfied b) Neutral

c) Dissatisfied

9. Which of the following factors mentioned below you think have beneficial effect upon the

ability of Big Bazaar to attract & retain good employees?

a) Salary Package b) Brand Name

c) Career Growth d) Good Working Environment

114
10. According to you, the recruitment department in your organization is efficient enough.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly Disagree

11. The salary offered at the time of interview to the candidates is at par with the market rate.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly Disagree

12. You are satisfied with the recruitment process in your organization.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly Disagree

13. Suggestions (if any, to improve the Recruitment Process)

______________________________________________________

______________________________________________________

______________________________________________________

115