THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT NEW DELHI

INTERNSHIP REPORT

ON
RECRUITMENT & SELECTION PRACTICES AT BIG BAZAAR

Submitted by:

TUSHAR DAHIYA
ID No. D0911SSIIPM10516G(DEL-7/DA-1390

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 Mr. ARUN KUMAR MEHTA, (Recruit e!t A"#i$%r&, for their counsel through out my training. I

would also li e to express my gratitude to all the members of !onnaught "lace branch for their assistance and constant motivation. #bove all$ I give my special than s to all my faculty members who have supported me. I am very than ful to all of them who have guided me for my project.

(TUSHAR DAHI'A&

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TABLE O( CONTENTS
T%)ic$ %. &xecutive 'ummary (. Introduction ). *ecruitment and 'election *ecruitment -uiding "rinciples .f *ecruitment *ecruitment 'trategies and *esources "osition #nnouncements The *ecruitment Industry The *ecruitment "rocess

P*+e N%. % ( + , / 0 1 %2 %) %+ (, (, (/ )% )+ 3% ++ ,2 ,% /3 /+ /1 02

'election .bjectives of *ecruitment and 'election *ecruitment and 'election "olicy 'tatement !ompany "rofile *ecruitment and 'election -uidelines of Big Bazaar *ecruitment and selection policies for executive and management trainee *eceipe for a successful recruitment and selection process

3. .bjective of the study +. *esearch methodology ,. #nalysis and Interpretation /. !onclusion 0. *ecommendations 1. Bibliography %2. #ppendix

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E,ECUTI-E SUMMAR'

*ecruitment is not a magical process of having people sign up$ but is one of the most critical aspects of operating your program. *ecruitment should be a strategic process that connects candidates who need what you have to offer and who possess the s ills and aptitude to accomplish your goal and objectives. The recruitment and selection unit is dedicated to recruiting and selecting 4ualified 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. *ecruiting from a pool of targeted leads can decrease member attrition. The objective of my study was to understand the recruitment and selection practices. In this report$ I have tried to include all the issues related to recruitment and selection process which I could gather after reading various articles on 5uman *esource.

INTRODUCTION
In this information age$ the importance of human capital and human asset cannot do ignored6 rather it is that line of business that could lead any organization to attain heights. This is the factor that ma es difference between one organization and another. -etting the right person at the right place and then retaining him is the main area of concern in today7s corporate world. 5ence$ 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. &ach organization is now thriving to attain the best person i.e. the their wisdom towards the nowledgeable wor er and leverage achievement of the organizational

objectives. 8obody 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. !ertain great leaders who have made their mar in corporate world

by their actions say that every organization can ac4uire the same machinery$ the same infrastructure etc. But what ma es the difference in one organization to another is the manpower it possess which cannot be copied down. !onsidering the aspect of sourcing$ no organization should ever thin that once it has ac4uired the best talent created favorable conditions to retain them they would not re4uire going in for sourcing activities. 5ence this should be ept 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 ac4uired and retained 2

is through its sourcing only. 9nless and until a person is sourced from outside$ how will the organization get the best. To have the best it is essential to ac4uire it from outside. There has been tremendous change in the technology and for the organization to survive in this changing scenario6 it has become very essential that they eep up with the pace with the changes in the technology$ the change in the culture etc. Ta ing for example no organization can even thin 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 ma e use of this technology. 5ence sourcing is done and the best talent is ac4uired so that the person not only ta es case of changing technical needs of the organization but also be able to ma e other employee learn from him. #fter having determined the number and inds of personnel re4uired the human resource of and of personnel manager and proceeds finding with identification sources recruitment 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. :an power planning gives an assessment of the number and type of people re4uired in the organization. The next tas of the personnel manager is to find out capable and

suitable persons who may be wor ing in the organization itself while others will have to be sought from outside the organization. It 3

involves )er$u*"i!+ and i!"uci!+ suitable persons to apply for and see jobs in the organization. *ecruitment refers to the attempt of getting interested applicants and providing a pool of prospective employees so that the management can select the right person for the right job from this pool. *ecruitment is a )%$iti#e process as it attracts suitable applicants to apply for available jobs. The process of recruitment; .. I"e!ti/ie$ t0e "i//ere!t $%urce$ %/ 4. A$$e$$e$ t0eir #*2i"it3. 5. C0%%$e$ t0e %$t $uit*62e $%urce %r $%urce$. t0e )er$)ecti#e c*!"i"*te$ /%r 4. I!#ite$ *))2ic*ti%!$ /r% t0e #*c*!t 7%6$. *!)%1er $u))23.

RECRUITMENT AND SELECTION

*ecruitment 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 re4uired$ that exist for the purpose of ma ing effective selection decisions. POSITION DESCRIPTION # complete$ accurate and current position description is the

foundation for planning and conducting the recruitment effort. It should be N%! "i$cri i!*t%r38 .ne should never express a preference for

certain age$ race or national origin. In very rare case sex can constitute a bonafide occupational 4ualification. -*2i"8 This means they are inherently job related and predict successful performance of the job. De/e!$i62e8 This means they are recognized as legitimate in the field attached to the position. O67ecti#e *!" Me*$ur*62e8 It should be as objective and

measurable as possible. The more subjective 4ualification the greater the need to predetermine how it will be 4ualitatively assessed.

RECRUITMENT
*ecruitment refers to the process of sourcing$ screening$ and selecting people for a job or vacancy within an organization. Though individuals can underta e 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. "lace 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 pre4ualification process$ organizing meetings$ conducting interviews$ ma ing decisions$ the appointment and action. This means that a lot of time and resources must be invested before the right candidate is selected. :ost 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 s ills of a candidate. In this case$ the test must be carefully prepared$ not to deviate from the subject. :uch can be found on the candidate<s resume. # good presentation of his resume is in an organized way and refined tal a lot on the individual. 5is mentality and attitude can be judged according to his resume.

Then the interview$ which is an important and crucial part of the recruitment process. The person who ta es the interview of the candidate must be well prepared in advance. !oncerns such as the location of the interview$ the timing$ structure of the 4uestion of strategy$ the style of ta ing 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 ta en into consideration in the recruitment process. 9ntil the final decision about a certain candidate is ta en$ it is important to eep in regular contact with the candidate. The decision=ma ing process should not ta e too long to prevent candidates from ta ing any other occasion. #n applicant must be informed once the decision is made. 5e or she must say the entire process of his appointment clearly with the details of all documents to be submitted. # record should be the candidate file for future reference. The recruitment process must be strong and justified and shall withstand external scrutiny. .nly 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 wor planned way to recruit people. GUIDING PRINCIPLES O( RECRUITMENT #ppropriate 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 conse4uences to your choice. in a ept of

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$> you can decide whether or not to review applications received after the specified date. ?hen using this wording$ it is critical to establish a meaningful date. *ecruitment 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 underta en. #ll advertisements and position announcements should be consistent with each other$ reflect the 4ualifications identified in the position description. "rior to recruiting for a position$ ensure that you institutional policies and procedures apply. !ontact -eneralist before beginning recruitment. If you wish to waive recruitment for faculty and unclassified positions$ consult with the appropriate 5* @irector or designee. RECRUITMENT STRATEGIES AND RESOURCES 5* "ersons will assist search committees and hiring departments in developing recruitment strategies for each vacancy. -eneral guidelines for specific types of positions are listed below. Tenure=trac Aaculty 8 now what your 5*

'cope of 'earch; 8ational or regional *ecruitment *esources; @iscipline=specific journals$ list=serves$ professional associations "ersonal contacts with colleagues$ alma maters$ and alumni

associations "osition announcement mailings to doctoral=degree granting

universities !hronicle of 5igher &ducation *ecommended *ecruitment "eriod; #t least ) wee s after after

appearance of first advertisement6 at least % full wee publication of last advertisement 9nclassified staff$ @irector level and above 9nclassified Bbelow @irector CevelD and !lassified 'taff 'cope of 'earch; *egional Bfor technical or

paraprofessional

positionsD or local *ecruitment *esources; "osition announcement mailings to state employment offices$ local vocational and community colleges. *ecommended *ecruitment "eriod 9nclassified; advertisement !lassified; !ontact your 5* -eneralist for state re4uirements POSITION ANNOUNCEMENTS "urpose of the "osition #nnouncements; #t least ( wee s after appearance of first

advertisement6 at least % full wee

after publication of last

"rovides 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 re4uired application materials and application deadline. 'erves as a convenient mailer or flyer to advertise the position by direct mail. -eneral -uidelines for @eveloping "osition #nnouncements; 9se the recommended format$ which is either printed on

company7s own letterhead. Cimit the announcement to one page$ using the reverse side of the page$ if necessary. "rovide enough information to give applicants ade4uate

understanding about the nature of the position. Identify re4uired and preferred 4ualifications so that you solicit 4ualified applicants and stimulate interest in the position. "rovide notification of the company<s &.E## policy$ and identify

contacts for re4uesting reasonable accommodation. "rovide a contact name$ address and phone number. &xplain application re4uirements.

THE RECRUITMENT INDUSTR' The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organization7s application process. #s 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 4uality produces the negative economic impacts. Traditional recruitment agency

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#lso

nown as an employment agencies$ recruitment agencies have

historically had a physical location. # candidate visits a local branch for a short interview and an assessment before being ta en onto the agency7s boo s. *ecruitment !onsultants then endeavor to match their pool of candidates to their clients< open positions. 'uitable candidates are with potential employers. *emuneration for the agency<s services usually ta es one of two forms; # contingency fee paid by the company when a recommended candidate accepts a job with the client company Btypically (2F=)2F of the candidate7s starting salaryD$ which usually has some form of guarantee$ should the candidate fail to perform and is terminated within a set period of time. #n 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. .nline recruitment websites 'uch sites have two main features; job boards and a

rGsumGE!urriculum Hitae B!HD database. Iob boards allow member companies to post job vacancies. #lternatively$ candidates can upload a rGsumG to be included in searches by member companies. Aees are charged for job postings and access to search resumes. In recent times the recruitment website has evolved to encompass end to end recruitment. ?ebsites capture candidate details and then pool then in client accessed candidate management interfaces Balso onlineD.Jey players in this sector provide e=recruitment software and services to organizations of all sizes and within numerous industry 11

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 4uality staff with a minimal amount of administration. .nline recruitment websites can be very helpful to find candidates that are very actively loo ing for wor 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. #lso$ some candidates who are actively loo ing to change jobs are hesitant to put their resumes on the job boards$ for fear that their current companies$ co=wor ers$ customers or others might see their resumes. 5eadhunters 5eadhunters are third=party recruiters often retained when normal recruitment efforts have failed. 5eadhunters are generally more aggressive than in=house recruiters. They may use advanced sales techni4ues$ 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 fre4uently members in good standing of industry trade groups and associations. 5eadhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. 5eadhunters are typically small operations that ma e high margins on candidate placements Bsometimes more than )2F of the candidate7s annual compensationD. @ue to their higher costs$ 12

headhunters are usually employed to fill senior management and executive level roles$ or to find very specialized individuals. ?hile in=house recruiters tend to attract candidates for specific jobs$ headhunters will both attract candidates and actively see them out as well. To do so$ they may networ $ cultivate relationships with various companies$ maintain large databases$ purchase company directories or candidate lists$ and cold call. In=house recruitment Carger employers tend to underta e their own in=house recruitment$ using their 5uman *esources 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$ andEor focus on campus graduate recruitment. #lternatively a large employer may choose to outsource all or some of their recruitment process B*ecruitment process outsourcingD.

THE RECRUITMENT PROCESS

These are the main recruiting stages. 'ourcing 'ourcing involves %D 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 programs6 and (D 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=

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generation$ results in a list of prospects who can then be contacted to solicit interest$ obtain a resumeE!H$ and be screened.

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'creening K selection 'uitability for a job is typically assessed by loo ing for s ills$ e.g. communication$ typing$ and computer s ills. Lualifications may be shown through resumes$ job applications$ interviews$ educational or professional experience$ the testimony of references$ or in=house testing$ such as for software nowledge$ typing s ills$ numeracy$ and literacy$ through psychological tests or employment testing. In some countries$ employers are legally mandated to provide e4ual opportunity in hiring. .nboarding # well=planned introduction helps new employees become fully operational 4uic ly and is often integrated with the recruitment process. PIT(ALLS O( RECRUITMENT !andidates can sometimes be subject to undue pressure to accept a job or position by an overly zealous recruiter or personnel person.

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SELECTION
This is the process of choosing individuals who have relevant 4ualifications 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. ?hat happens in the middle of the process includes job analysis$ position description development$ recruitment$ testing$ and screening$ corresponding with applicants$ !redentials verification$ bac ground investigations$ interviewing$ reference chec ing$ physical examinations$ and the offer. @iscriminatory hiring practices could result in significant costs for the !ompany. Individuals acting on behalf of the organization who fail to follow nondiscrimination policies may face personal liability. "oorly 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 unnecessarily claims. long Impolite and or lac incompetent of follow=up interviewers$ may cause waits$

unfavorable impressions of the !ompany. THE COST O( SELECTION The cost of selecting performers who are inade4uate 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 %10)$ the average cost per hire for exempt employees was more than M3,226 nearly M3/22 if there was relocation. These cost incurred by the organization suggest that hiring is very expensive activity and that any efforts the organization can ma e toward minimizing turnover and hiring costs can pay dividends. Thus proper selection of personnel is obviously an area where effectiveness 16

Bchoosing competent wor ers who perform well in their positionD can result in large savings. GUIDING PRINCIPLES O( SELECTION The selection process exposes the organization or company to liability. 'ee ing training from 5* for anyone who participates in the process before beginning. "rovide reasonable accommodation in the application process to persons with disabilities. 9se a nondiscriminatory$ valid$ and consistently applied selection criteriaEprocess. 9se of a rating guide is recommended. This is a form used to rate applications for a position based on the re4uired and preferred 4ualification as defined in the position description. *ating 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. .nce it is determined that an individual does not meet the established minimum 4ualifications$ she must be eliminated from further consideration. If you are unclear whether or not an applicant possesses the minimum 4ualifications$ it is appropriate to conduct a verification phone interview. Nou may also as applicants to include a cover letter detailing how they meet the established 4ualifications as part of the application process. Be able to justify every selectionEnonselection Be.g.$ the position decision with

appropriate

documentation

description$

applicationsEresumes$ rating guides$ selection criteria$ interview 4uestions$ and reference chec sD. This documentation should be forwarded to 5* -eneralist after the search is completed.

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#void

prohibited

pre=employment

in4uiries

and

interview

contaminants. !onduct reference chec s as part of the selection process. *emember that every applicant is a potential complainant. PROHIBITED PRE8EMPLO'MENT IN9UIRIES Caws governing interviewing and selection are not intended to restrict an employer<s ability to choose the most 4ualified person. They are intended to ensure that employers use criteria that are job= related and nondiscriminatory. 5iring departments should use the appropriate guidelines and to search identify committees

appropriate pre=employment in4uiries. #ny 4uestions regarding the appropriateness of specific in4uiries should be directed to the &.E!ompliance 'pecialist. TIPS (OR INTER-IEW PROCESS Mi!i i:e Stere%t3)e$ O "rovide interviewers with a job description In the absence of specific

and specifics on job re4uirements. judgments about a candidate

information individuals may be more li ely to ma e stereotypical

;%6 Re2*te" O !onstruct interview 4uestions that are job related. 8ot having job related interview 4uestions will lower the validity of the interview process. Tr*i! I!ter#ie1er$ O Improve the interpersonal s ills of the interviewer and the interviewer7s ability to ma e decisions without influence from non=job related information. trained to; #void as ing 4uestions unrelated to the job #void ma ing 4uic decisions about an applicant Interviewers should be

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#void stereotyping applicants #void giving too much weight to a few characteristics Try to put the applicant at ease during the interview !ommunicate clearly with the applicant

COMMON INTER-IEW CONTAMINANTS A&&CI8-' == fre4uently carry more clout than fact. If you li e a candidate$ you may attach attributes to her that don<t actually exist. :I''I8- @#T# == especially if the candidate isn<t encouraged to fill in the gaps. 8&-#TIH& B&8T == the tendency to focus on information which will automatically dis4ualify a candidate$ causing you to overloo hisEhers strengths in the process '8#" I9@-:&8T' can devastate the interview process == remember that you gather information during the interview and evaluate it afterwards. I:"*."&* antagonistic I8!.:"C&T&EI8#""*."*I#T& *&!.*@=J&&"I8== unless you L9&'TI.8' == loaded$ confusing$ irrelevant or

carefully document the interview$ valuable material will slip through the crac s6 avoid recording inappropriate information Bi.e.$ anything not related to the jobD or statements based on your own inferences. 'T&*&.TN"I8- == a major problem. Aocusing on the job rather than personal traits can offset a tendency to categorize candidates. T5& 5#C. &AA&!T == a tendency to generalize one outstanding feature of a candidate as representative of success in any endeavor$ no matter how unrelated

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:I8@ '&T == your bac ground$ attitudes$ motives$ values$ aspirations and biases !5&:I'T*N 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 re4uirements RE(ERENCE CHECKS 8early 02F of what is needed o be nown about candidates can be learned through good

investigative techni4ues. #lthough privacy legislation has had an impact on the reliability of reference chec s$ they remain a viable means of verifying applicant information. #ppropriate chec s are also necessary to defend against charges of negligent hiring. Jeep the following guidelines in mind; .btain permission from candidates. Inform candidates that reference chec s and validation of credentials will be part of the selection process. # 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 wor $ or withdraw their candidacy. If access is significantly candidate=controlled$ sheEhe must

understand that less restricted chec s will be made before any offer is extended. Intentionally choose whom to contact. !onsider the following guidelines; !all the references identified by the candidate.

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'ee permission to call persons who should now the candidate

Be.g.$ current department chair$ departmental head$ supervisor$ vice president$ colleagues$ etc.D. !omplete enough calls for a full picture of the candidate to

emerge. #pply the following guidelines for determining what in4uiries to ma e; #ll information considered in the selection process must be

related to job performance. *e4uest the same information regarding all applicants. #void as ing references prohibited pre=employment in4uiries. Aocus on gaining information about the nowledge$ abilities$

s ills and wor position.

behaviors identified as being important to the

#ddress significant gaps or missing elements in the candidate<s

application materials. #void being put off by scattered >negative> comments from

references. Coo for patterns of strength and limitations$ and for

indications of fit between the person and the position. 8ot every comment should be given e4ual weight. #ttempt to

evaluate the reference<s perspective$ how credible they may be$ and how recently or how well they now the candidate. CORRESPONDING WITH APPLICANTS #ll contact with applicants is important. # professionally conducted search process predisposes 4ualified candidates to consider a company as a potential employer. The nature and timeliness of 21

correspondence contributes to the applicant<s perception that a particular company is a 4uality organization. Typically$ a recruitment and selection process will present the following opportunities to correspond with applicants; #c nowledgement of application materials. #n

ac nowledgement letter confirms that the hiring department has received all or part of the re4uired application materials$ identifies any missing materials which must be provided to ensure consideration$ and indicates the expected timeline for the selection process. 8otification 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. 8otification of a change in the timeline for selection. In order to eep good candidates interested in the position$ it is advisable to eep applicants informed should a change in the selection timeline be necessary. 8otification that an applicant is no longer being considered. #s

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. !onfirmation of campus interview arrangements. This

correspondence should be preceded by telephone conversations with the candidate$ and should include information about the !ompany$ 22

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. #ppreciation 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. Cetter of offer. .nce 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. 5iring departments should contact their 5* -eneralist for

assistance in writing these letters. -uidelines @epending 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 ma e a final offer for a position. The search committee should be comprised of individuals who have some nowledge of the position to be filled$ are committed to e4ual employment opportunity$ and have the capacity for balanced judgment and discretion. ?henever possible$ committees should represent diverse bac grounds and perspectives. -enerally$ the ideal size of a committee is relative to the position. Aor some positions$ a committee of ) is ade4uate. Aor positions at or above the manager level$ committees of +=/ are more appropriate. 23

!ommittees for positions at the &xecutive level may be significantly larger. # search committee chair should be appointed. !hairs should be selected for their ability to provide leadership to the committee$ a demonstrated process. The committee should receive a formal charge$ which establishes the scope of its responsibilities. #t 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 ran ed or unran ed order. Typically$ a !ompany7s search committee responsibilities include all or some of the following; 5elping develop the position announcement$ including the understanding of the recruitment and selection process$ and their commitment to ensure a legally defensible

identification of minimum and preferred 4ualifications$ timeline and recruitment plan !ompleting recruitment and selection activities for classified

and unclassified staff positions "lacing advertisements or conducting personal outreach @eveloping the selection procedure$ including rating guides applications$ corresponding with applicants$ sending

receiving

applicant information forms$ and maintaining the applicant record 'creening applications$ conducting reference chec s$

determining a long or short list of finalists :aintaining re4uired search documentation !oordinating campus visits for interviews andEor conducting

interviews :a ing recommendations to the hiring official 24

#ppointing one of the members$ or using departmental staff$ to

act as search committee secretary PRACTICAL CONSIDERATIONS @isagreements 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. !ommittee members$ including the committee secretary$ should discuss and agree upon the following practical considerations; ?hen will review beginP 9nless an inordinate number of

applications are expected$ it is recommended that the review process begin after the date$ which was advertised. ?ill initial review of applications for minimum 4ualifications be

done by the committee chair$ secretary$ or all committee membersP ?ill committee members review every application$ or will

applications be divided into groups that are initially reviewed by only part of the committeeP ?ill the committee use a rating formP # rating guide is highly

recommended$ because it can be used to defend against &&. challenges to the selection decision. In designing the rating guide$ the committee must decide whether they will use numerical scoring Band whether it will be weighted or unweightedD$ 4ualitative scoring Bfor example$ poor$ average$ strongD$ or a combination of the two. 5as the committee developed a plan for corresponding with

applicants$ including the language for standard lettersP 'ample letters are available from your 5* -eneralist. 5as an effective system been planned for filing and retrieving

application materialsP

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?here will committee members review the filesP ?ill they need

to come to the search committee secretary or chair officeP If so$ is there ade4uate space and privacy for the reviewP ?ill members be allowed to ta e copies of the application materials for review elsewhereP If so$ has there been ade4uate precaution ta en to ensure confidentiality and security of the materialsP ?ho will need access to online applicationsEresumes for classified and unclassified positionsP 5as the committee established reasonable timelines for

completing its reviewP 'earch committees who have 4uestions about these$ or other

practical considerations$ can contact their 5* -eneralist and advice.

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OB;ECTI-ES O( RECRUITMENT AND SELECTION

%. 5ire the right person (. !onduct a wide and extensive search of the potential positive candidates ). *ecruit staff members who are compatible with the

organization7s environment or culture 3. 5ire individuals by using a model that focuses on learning and education of the whole person +. "lace individuals in positions with responsibilities that will enhance their personal development

RECRUITMENT AND SELECTION POLIC' STATEMENT

&very 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. 9nits may use different processes for recruitment depending upon the circumstances surrounding the need to fill the position$ but must ta e steps to ensure that the values of the profession are applied in all procedures that are used. IT *ecruitment and selection committee members should be properly trained to assume the important responsibilities of recruitment and selection. 'upervisors 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.

27

*ecruitment and selection should be planned$ implemented$ and evaluated to ensure that each potential employee is provided e4ual opportunities to compete for the position.

COMPAN' PRO(ILE
Big Bazaar is not just another hypermar et. It caters to every need of a family. ?here Big Bazaar scores over other stores is its value for money proposition for the Indian customers. #t Big Bazaar$ one can get the best products at the best prices O that is what they guarantee. ?ith the ever increasing array of private labels$ it has opened the doors into the world of fashion and general merchandise including home furnishings$ utensils$ croc ery$ cutlery$ sports goods and much more at prices that will surprise you. #nd this is just the beginning. Big Bazaar plans to add much more to complete the shopping experience. Aood is the main shopped for category in this store. P*re!t C% )*!3<8

"antaloon *etail BIndiaD Cimited$ is India7s leading retailer that operates multiple *etail formats in both the value and lifestyle segment of the Indian consumer mar et. LINES O( BUSINESS O( THE ABO-E STORE<8 Q &=tailing Q Aood Q Aashion Q 5ome 'olution Q -eneral :erchandise 28

Q Ceisure and &ntertainment Q ?ellness and Beauty Q Boo s and :usic Big Bazaar$ which has about %+2 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 bul sales. Cife at Big Bazaar is pretty self=sufficient. If you were trapped in there for a wee $ 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 Aood Bazaar provides a range of food and grocery products ranging from fresh fruits and vegetables$ staples$ A:!- products and ready=to= coo products. The !entral offers a chain of stores including boo s and music stores$ global brands in fashion$ sports and lifestyle accessories$ grocery store and restaurants. Ser#ice$ <8 "articularly designed for the regular middle=class family that re4uires clothing that lasts and doesn<t burn holes into the poc ets of existing clothing$ this store offers good bargains. ?hat you won<t get here is designs your friends will drool over. !hec s and stripes are li e the far=end of the creative exercise here$ and the best bet for the fashion conscious would be the plain colours on display. Bi+ 6*:**r 29

%. -*riet3< Big Bazaar offers a wide variety of products of different prices and different 4ualities satisfying most of its customers.

(. 9u*2it3< "roviding 4uality at low prices and having different types of products for different income customers is another advantage. ). Price< #s 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. 3. L%c*ti%! ; The location of Big Bazaar has been mainly in the heart of the city or in the out s irts giving a chance to both the !ity and the people living outside the city to shop. +. A"#erti$e e!t$ ; Big bazaar has endorsed very popular figure

li e : ' @honi and other famous personalities which has attracted a lot of customers. This has resulted in increase of sale and the outdoor advertising techni4ues have also helped Big Bazaar. ,. Mi""2e c2*$$ *))e*2 ; !onsidering 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$ 4uality and sales strategy has helped in getting the middle income groups getting attracted towards Big Bazaar. /. Attr*cti#e $*2e$ ; Big bazaar has been nown 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. Di$*"#*!t*+e$<
1. St%re 2*3%ut< The store layout and the assortment of goods is

not the best at Big Bazaar$ as the 4uantity of goods sold is 30

more the arrangement and assortment of goods in the store is the greatest. 5ence at times customers find it hard to find what they re4uire$ this leads to dissatisfaction of customer.
2.

L%1er =u*2it3 %/ +%%"$< #s Big bazaar aims more toward the middle income group$ the 4uality of goods is not of the highest 4uality$ and this is sometimes a disadvantage as some would prefer better 4uality to the price$ ma ing customers to search for different places.

3.

D%e$ !%t *))e*2 t% t0e e2ite< #s mentioned above$ the main customers are middle income and a few high income groups$ The elite do not li e to shop at Big Bazaar as the 4uality of goods is lower and they would prefer a higher price and get better brand$ this decreases sales from the elite class.

4.

N%t *cc2*i

e" /%r #er3 +%%" $er#ice ; Big Bazaar is not

nown for high class service. The staff recruited is not very well trained and the billing 4ueues ta e a long time to move$ this irritates customers which ma es them visit the store more seldom.
5. L%1er =u*2it3 %/ +%%"$< #s the sore is trying to concentrate

on the middle income group the type of products used is not of the most superior 4uality and most of the times nor branded$ this may dissatisfy certain customers.
6. C%!$u

er $*ti$/*cti%!< Cong 4ueues and lower 4uality leads

to dissatisfaction of customers. @ue to factors mentioned above Big Bazaar shoppers are not always satisfied$ this is not a positive for the store.

31

RECRUITMENT AND SELECTION GUIDELINES O( BIG BAZAAR

These guidelines are also called BI- B#R##* *&!*9IT:&8T *9C&'. OB;ECTI-E The main objective of detailing guidelines is that the right type of personnel7s are recruited$ who fulfills the re4uisite job specifications for *ecruitment including the desirable level of 4ualification$ s illsE experiences and competence which is essential for the sustained vitality and growth of the organization APPLICABLIT' AND SCOPE The guidelines shall apply to the :anagerialE &xecutiveE 'upervisors category of employees in the pay scaleElevel$ as announced separately in the classification of employees order. @etailed job specifications$ re4uired to recruit the person at various CevelsE -rades. RECRUITMENT *ecruitment shall be resorted for induction of talent from outside$ when suitable !andidates 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 mar et. SOURCES O( RECRUITMENT Arom within organization through Transfers6 Through &mployment &xchanges Through "lacement agenciesE !onsultants Through open :ar et #dvertisements Arom &ngineering E:anagement E &ducational Institutes. 32

Through &=mail sources viz 8au ri.com etc. Through !ontractors E'uppliers etc. Through referred cases$ relatives E friends etc

Ge!er*2 #ll recruitment shall be done exclusively on merit basis only &xcept experienced personnel maximum age for recruitment shall be (0 years of age K :inimum %0 years. ;OB SPECI(ICATIONS> AGE AT ENTR' LE-EL &ach person is expected to fulfill the re4uisite job specifications E as re4uired for the position before his candidature is considered for the post. #ge re4uirement at entry point with %2S( 4ualification shall be around (2 years and for -raduate E "ost graduate E "rofessional Lualification shall be between (% years to (+ years for a fresher. The upper age limit for recruitment of experienced personnel shall normally be not more than 3+ years. AGE O( SUPERANNUATION 8ormally the age of superannuation shall be ,2 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. E,TENSIONS IN SER-ICE In case any employee re4uests for extension of services on attaining the age of superannuation$ i.e.$ ,2 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$ 5owever$ a management may also consider reappointment of a retired employee 33

on a contract basis. 5owever such a person shall be entitled to a consolidated amount and contracted facilitiesE per4uisites only. 5e shall not be entitled to any other facilityEper4uisite as applicable to other regular &xecutivesE &mployees of the company of his cadre RE9UISITION (OR RECRUITMENT O( PERSONNEL #ll 5.@7s E 'ectional 5eads shall raise a re4uisition in the prescribed format$ as per sanctioned manpower and duly approved by competent authority. STANDARD APPLICATION (ORM !andidates application screened E short listed are re4uired to fill in the prescribed application form in their own handwriting and submit the same to 5* @epartment along with a passport size photograph$ photocopies of certificate and testimonials etc$ in support of their #ge$ Lualification$ &xperience conduct etc LETTER O( APPOINTMENT< &very candidate selected and appointed in &xecutive !adre shall be issued a letter of appointment as per the 'tandard Aormat placed. SER-ICE AGREEMENT &xperienced personnel recruited in &xecutive cadre may be re4uired 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 -ERI(ICATION &ach !andidate should state names along with contact address Telephone number etc of at least ( persons Bnot in relationD$ 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.

34

SCRUITIN' O( APPLIACTION #ll application received from the candidates$ shall initially be screened by 5* @epartment *ecruitment section to ensure that candidate fulfills the job specifications and there after send the screened applications to respective 5.@ E *e4uisition authority for detailed screening and ensuring that the candidate meet their re4uirement and return such screened applications bac to 5 * @epartment for further action to re4uest and fill the vacancy. APPLICATION BLANK (OR EMPLO'MENT #ll applicants$ who have been short listed for an appointment in the !ompany$ shall be re4uired to complete an #pplication Blan &mployment in his own handwriting. for

35

RECRUITMENT AND SELECTION POLICIES (OR E,ECUTI-E AND MANAGEMENT TRAINEE

SCOPE & OB;ECTI-ES< Jeeping in the view the existing and expansion needs as well as to meet the competition BI- B#R##* needs well 4ualified$ and talented personnel in various discipline of *etail business Hiz$ :erchandizing$ 'ales$ 'upply chain$ ?arehousing$ 5* and Ainance K #Ec7s$ -eneral :anagement etc. In view of that it has been considered desirable to induct fresh entrants as &T7sE :T7s so as to mould and develop them as per organization need and to frame guidelines to *ecruit$ 'elect and provide effective Training to new entrants$ so as to ensure that each one of them shoulders appropriate responsibility and produce desired results. TITLE & APPLICABILIT' This scheme shall be called as &TE:T scheme which interlaid include !#7s$ :B#7s$ I!?#$ &ngineers. IT "rofessionals and !ommerce discipline candidates and shall come into force$ w.e. from %st #pril (22/. #ll such Trainees recruited shall be placed in &xecutive !adre B&= !adreD TRAINING AND STIPEND !andidate recruited as Trainee shall undergo six month training. Their job specifications and level shall be as stated here under;= MANAGEMENT TRAINEE< :inimum 4ualifications :B#7s from T#7 K7B7 class :anagement Institutes IT &ngineers 36

Aresh !#7s Tr*i!i!+ Dur*ti%! Total , months unless extended by another ) months$ in no case training period shall exceed for 1 months Tr*i!i!+ Sc0e"u2e (ir$t (%rt!i+0t= -eneral .verview and theoretical trainingEvisits etc including organizational setup$ orientation and exposures to organizational *ules and *egulations Ne?t 4 @ %!t0$= .n the job training in various @epartment on

rotational basis so as to now all the functions of the organization Ne?t 5 %!t0$= .n the jobE under study ETraining in the parent

@epartment where the Trainee has to be placed finally. To be trained in detailed wor ing and in depth studies K wor ing of that department. E,ECUTI-E TRAINEE; Tr*i!i!+ Peri%"; , months extended by another ) months not beyond that I!?#7'EBright !ommerce -raduate with min +2F pass mar s :B#7s from T!7 class K below level :anagement Institutes. @iploma 5older of minimum % year duration of respective vocationE "rofession after -raduation Tr*i!i!+ Sc0e"u2e (ir$t (%rt!i+0t= -eneral .verview and theoretical trainingEvisits etc including organizational setup$ orientation and exposure to organizational *ules and *egulations

37

Ne?t 4 *!" @ organization Ne?t 5

%!t0$= .n the job training in various @epartment now the all the functions of the

on rotational basis so as to

%!t0$= .n the jobE under study E Training in the parent

@epartment$ to be trained in detailed wor ing and in depth studies K wor in of that department$ where he has to be placed initially. A+e; The age limit of trainee shall not be above (+ years of age at the time of selection. 5owever$ this can be relaxed by ) years in the case of !#7sEI!?#7sE"rofessional Trained personnel. Re#ie1< "rogress of each trainee shall be reviewed by a committee consisting of -uruE 'upervisorE5.@ETrainer and a 5* representative every 4uarter. Recruit e!t<

*ecruitment of :T6sE&TEs shall be done on a continuous basis. 5owever$ campus recruitment shall be encouraged for this level of personnel. To impart effective training recruitment of :T7s and &T7s shall be done twice a year$ re4uirement of the eeping into view the manpower @uring recruitment specific organization.

emphasis shall be laid on the overall personality$ IL$ &L and performance in the exam starting from Board 'chool &xams onward and his potential to meet organizational needs K challenges and to fit in organizational culture. !andidates to be recruited shall be evaluated through written Tests$ -roup @iscussions and Interviews by the expert committee$ candidates selected for recruitment shall be physically fit and

38

mentally alert and each trainee shall have to 4ualify in medical standards as laid down by the company Ser#ice A+ree e!t

#s 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. Pr%+re$$ Re)%rt< &ach trainee shall submit a :onthly *eport to Training :anager about his Training wor $ difficulties and suggestions made. #s stated in "ara 3 and in order to eep a watch on the progress of each trainee there shall be a Luarterly #ssessment by the concerned -uruE'upervisor and Training officer about the learning and progress of the Trainee. &very 4uarter each trainee shall undergo "erformance *eview so as to assess his learning and get feedbac be held with the Trainee. &ach trainee shall undergo a written Test upon completion of Training and only trainees who have got constantly a T-ood7 rating shall be withdrawn from the training scheme and be placed in appropriate levelE -rade. Tr*i!i!+ M%"u2e Training modules for each trade shall be announced and circulated by the Training department from time to time. I )2e e!t*ti%! %/ Tr*i!i!+ Sc0e e about his adjustment in the organization and if needed counseling session shall

Training scheme shall be coordinated by Training :anagerE 5 * @epartment$ and shall be reviewed periodically on need based.

39

P2*ce

e!t %/ Tr*i!ee$ U)%! 1it0"r*1*2 /r%

Tr*i!i!+

&ach person upon successful completion of training shall be placed in the company7s &xecutive cadre and in regular pay scale as per the service agreement E !ompany pay structure. Ser#ice C%!"iti%!$ #ll Trainees engaged in &xecutive !adre shall be governed by the 'ervice *ules of the company and the terms and conditions laid down in their letter of appointment and service agreement which they shall be re4uired to be executed at the time of joining the company.

40

(LOW CHART (OR RECRUITMENT AND SELECTION IN BIG BAZAAR

M*!)%1er )2*!!i!+

Re=uire

e!t Ge!er*ti%! (A22%tte" -$ Actu*2 B*$i$&

I!ter!*2 (it

e!t (;%6 R%t*ti%!&

Recruit

e!t (C-$ $cree!e" 63 HR De)*rt Bu$i!e$$ He*"&

e!t *2%!+ 1it0

Se2ecti%! Pr%ce"ure$ (I!iti*2 i!ter#ie1 63 HR De)*rt e!t>(i!*2i:*ti%! 63 Bu$i!e$$ ittee>CMD&

He*">E?ecuti#e C%

;%i!i!+ *!" I!"ucti%!

Orie!t*ti%!

P2*ce

e!t

A))r*i$*2

41

RECEIPE (OR A SUCESS(UL RECRUITMENT AND SELECTION PROCESS

@evelop a written job description$ which clearly articulates the

essential elements of the job. &stablish valid$ job=related criteria which are as objective and

measurable as possible. Aind 4ualified and diverse applicants by casting your

recruitment net far and wide. &valuate all applicants by the same criteria. 8ever ma e prohibited pre=employment in4uiries. 'afe 4uestions are those which are clearly job=related. &stablish 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. 'uch forces should be considered in every search process. ?hereas many external forces are common among institutions$ internal forces that are uni4ue to the institution impact most campuses. These forces should be considered in the recruitment and selection procedures. &very administrator should consider applicable laws whenever

conducting search processes. 5owever$ the overriding institutional policies should be considered in all circumstances. It is wise to consult with the campus personnel office before underta ing any recruitment and selection process. .nce the campus personnel office has been consulted$ the recruitment and selection process may

42

begin. Aollowing are %( steps that every effective search process should include; .. A$$e$$ t0e Nee" (%r *!" E$t*62i$0 t0e Pur)%$e %/ t0e P%$iti%! The institution<s goals and mission statement should be clearly defined and understood prior to conducting a search for 4ualified individuals. It should also emphasize the people oriented nature of the organization. 4. Per/%r * P%$iti%! A!*23$i$

&very student affairs division should identify the characteristics and re4uirements 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. ?hether 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 s ills and other abilities are necessary to carry out its responsibilities. Ainally$ the position analysis should include a judgment as to whether other positions in the division should be reconfigured in light of the vacancy. 5. Pre)*re t0e P%$iti%! De$cri)ti%! 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

43

employees are selected based on personality and chemistry that fit the defined services and goals. The division should offer leadership that embraces the concept and reality of the defined goals and practice them everyday. 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 ma e clear to other members of the unit in which the wor is to be performed$ what is expected of the new member. The position description should ta e heed of ethical consideration in regards to ethnic$ gender$ and minority bias. It should be written so that it does not systematically such eliminate and members minorities. of Aor the underrepresented absences related groups to as women and family

example$ because women<s career paths are more often mar ed by maternal responsibilities$ expectation that an applicant<s record show a steady progression of positions with increasing responsibilities is more li ely to attract men than women. In writing a job description$ one should avoid >must statements> such as >the candidate must possess a "h.@.>. 9se of such statements creates unnecessary limitations in the event the most successful candidate does not meet the 4ualifications that have been described as a >must.> #t a minimum a position description should include; "osition title !redentials or position specifications #dministrative location of the position 44

"hysical and wor ing conditions -oals for the position ?or activities "rocedures and conditions of employment Institutional and divisional performance expectations )%1er t0e Se*rc0 C% ittee

A. A))%i!t *!" E

The integrated staffing model suggests the use of a search committee to recruit and select staff. 'earch committees are most fre4uently the mechanism used to carry out recruitment and selection processes !omposition of committees varies depending on the functional area and level of the position. "ersons fre4uently included in search committees were; 'tudent affairs staff outside the department with the vacancy 'taff from non=student affairs areas of the institution 'tudents Aaculty members "rofessional staff in the areaEdepartment with vacancy 'upport staff in the areaEdepartment with vacancy to ?inston of the and !reamer B%11/D$ as the the level of

#ccording

responsibilities entire campus

vacant outside

position

increases$ 'earch

search

committee members should be more widely representative of the and community. committee membership may be comprised of many different constituents. !are$ however$ should be exercised to eep the committee small enough that it can communicate and function effectively. Carge committees have difficulty in just scheduling meetings$ such less providing opportunities for everyone<s active participation. Carge committees 45

may impede timely reviews of applications$ which may result in having highly 4ualified candidates withdraw because they have received offers from competing institutions. #s search committees tend to be ad hoc committees$ members may not now 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 re4uired for professional wor in the field of student affairs$ it is vital that all members of the committee are well trained regarding the necessary 4ualifications. 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 re4uired 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; 'elect a search committee chairperson "repare the position description Bthis responsibility is

sometimes fulfilled prior to appointment of the search committeeD @etermine the timeline of the search process "repare the position announcement #dvertise the position :anage the overall search process @etermine the finalists :a e arrangements for interviews :a e or recommend the final decision 46

B. Pre)*re t0e P%$iti%! A!!%u!ce

e!t

This crucial step informs all who are interested in the position precisely what the search committee is loo ing for in clear and unambiguous language. The announcement should include such information as; Title Cocation and demographics of the institution 'upervisor :ission of institution and division !ontributions expected by the staff member toward the

accomplishment of these missions -oals and wor re4uirements of the position :inimum education &xperience and nowledge re4uirements !onditions of employment @ate 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 re4uirements. C. A"#erti$e t0e P%$iti%! The student affairs division should evaluate all possible avenues for advertising a position vacancy. Cimited budgets may determine the means by which a position vacancy is advertised. Therefore$ it is important to consider carefully which advertising medium is most

47

li ely to target the audience most important to reach. "ossibilities to consider are !ampus resources such as publications$ offices$ employee

referrals$ web=sites$ or electronic bulletin boards Cocal newspapers ?ord=of=mouth &mployment agencies :ass media advertising Bradio$ television$ etc.D "rofessional lists "rofessional journals and web=sites. "rofessional placement conferences and exchanges. The !hronicle of 5igher &ducation = The !hronicle of 5igher

&ducation is generally thought to be the most helpful medium in higher education though it may not be read at all institutions. The !hronicle is distributed in both paper and electronic form. &xtra care should be ta en to ensure that the announcement reaches potential minority candidates. D. C%!"uct t0e Se*rc0 The individual and office listed in the position announcement should receive all applications from candidates. #c nowledgment of the application should be sent to both the applicant and the search committee. #ll correspondence and activity should be recorded in a log to ensure careful trac ing of the candidates< materials and status. #pplicants 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=

48

circuit the standard screening process and hire a replacement immediately. .ne way to avoid such crisis hiring is to encourage 4ualified individuals to submit employment applications even when the division has no current job openings. The applications may be candidates on file is to as ept on file for future consideration. #nother way to maintain possible exemplary staff members to refer their friends who might be loo ing for wor $ even offering the staff members rewards for referrals. E. Scree! t0e A))2ic*!t$ 'creening 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. 'election methods that focus both on crucial re4uirements and organizational culture include; Interviews Biographical data ?or samples 'elf=assessment "ersonality tests !ognitive abilities "hysical abilities 49

9se of an assessment center # thorough literature review concerning the screening of

resumes. # 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 for is important for &4ual and &mployment for gathering .pportunity reasons$ record eeping$

information from which to ma e a good employment decision. 'ome institutions re4uire that all applicants complete an employment application. Ta ing a critical loo 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 re4uested. The nitty=gritty of the employment application is the wor section. *ecent jobs are the best predictors of history job

future

performance and permanency. #n application should provide enough space to allow the applicant to list every job heEshe has held for at least five years. Their 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. "recise dates of employment expose gaps between jobs. Instructions should direct job see ers to list every job$ including part= time$ second jobs$ and volunteer jobs. The search committee should always carefully study each applicant<s employment history. F. Arr*!+e t0e C*!"i"*te I!ter#ie1$ .nce the applicant pool has been screened and individuals to be considered are identified$ interviews should be arranged with those 50

candidates. .ften$ the size of the departmental recruitment budget will determine both the type and the number of interviews that will be conducted. :any 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. .r$ an institution might wish to conduct office interviews after conducting phone interviews has narrowed the pool of candidates. *egardless of what method of interviewing is used$ certain arrangements are necessary prior to the interview; #rrange and confirm dates and times with candidate @evelop the interview schedule and confirm with all individuals

who will be involved in the interview process Bprovide a final copy of the schedule to the candidate$ the interviewers$ and the search committee membersD #rrange for escorts to and from all interviews #rrange overnight accommodations if necessary #rrange for transportation if necessary #rrange for a campus host Band pic up from airport$ train

station$ etc. if necessaryD #rrange for any meals provided outside of the interview

schedule if necessary

51

@evelop 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. .G. I!ter#ie1 t0e (i!*2i$t$ 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. :ost applicants do not overtly lie on their resumes6 they just omit negative information. 9nsuccessful short=term jobs$ reasons for leaving and dates of employment are the items most fre4uently omitted from resumes. #s 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 4uestions 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 s ills. 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. #dditionally$ 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 session and to have one interviewer from each interview team provide brief notes regarding the gist of the interview. ... C%!"uct Re/ere!ce C0ecH$ 52

.ne of the most crucial but often neglected steps in the hiring process is reference chec ing. *eference chec ing is often forfeited when a student affairs division is pressured to hire in a hurry. #dditionally$ reference chec ing can be a frustrating exercise that yields little useful information about a candidate. 8evertheless$ the desire to save time and avoid legal ramifications should not prevent any recruitment staff from conducting thorough reference chec s on all prospective new hires. *eference chec s round out the profile of a job applicant by providing third=party support for first impressions. *eference chec s should be made only for those candidates who have advanced to the finalist stage and who are under serious consideration for the job. ?hen calling a reference$ be friendly and courteous. #s good time to tal if it is a

then put the person at ease by mentioning

something or someone you both have in common. #fter developing rapport$ begin with basic 4uestions about the applicant. This will yield essential information while brea ing the ice. #s for confirmation of employment dates$ title$ job duties$ salary and the name of the previous employer. 8ext$ segue into a brief description of the experience and s ills you have been loo ing for and as typical responsibilities 'ome ways to improve reference chec ing are; Inform the candidates that$ if they advance as a finalist for the and honest the reference to comment on the applicant<s ability to handle some of the

position$ the hiring supervisor will conduct a reference chec . This information should encourage candidates to be fran in their responses to 4uestions. To increase the chances of contacting candid references$ as

each applicant for at least five names$ including immediate 53

supervisors. #dditionally$ re4uest a fact about each contact$ such as membership in professional associations$ which can be used as an icebrea er when calling. The position supervisor should call all references personally. nows best which s ills and personality traits will be

That person

optimal for the position. #s open=ended 4uestions in order to elicit broad information.

'ome people may be fortunate and contact a reference that is willing to fran ly discuss the candidate<s 4ualifications. But it is just as li ely that the reference will be reluctant and offer minimal information. #void in4uiring about the candidate<s marital status$ age$

disabilities$ religion$ ethnicity$ gender$ or other personal issues. 'uch information may not be used in ma ing 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; .4. M*He t0e O//er #fter 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 54

.nce a 4ualified 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. 'hould a hiring recommendation be accepted$ the supervisor should contact the preferred candidate and ma e the job offer. 'ome important issues that should be addressed in the job offer are; 'tarting salary 'tarting date Cength of contract &mployee benefits :oving expenses Bif applicableD Civing accommodations Bif applicableD #ny other points of negotiation

The candidate should be given sufficient time to either accept or reject the offer. 5owever$ 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 ma e the offer to the next candidate of choice or should reconvene the search committee to ma e other arrangements. .nce an individual has been secured for the position$ all other candidates should be notified immediately. They should be informed 55

of the closure to the search and than ed for their interest in the position. It is proper eti4uette to notify those candidates who were interviewed$ either by telephone or in person$ personally. Ainally$ the search of committee their time should and be dissolved with

ac nowledgments process.

service.

#ppropriate

announcements should be made regarding the outcome of the search

A#%i"i!+ Et0ic*2 Bre*c0e$ W0e! C%!"ucti!+ * C*!"i"*te Se*rc0 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. Aollowing are some behaviors that if adopted$ will help ensure a legitimate and respectable job search; Train all search committee members to understand and

recognize the necessary credentials for the particular position. #c nowledge receipt of all application materials. @o not ma e offers that are not honest. Aor 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. 8ever misrepresent the position in any way. :aintain confidentiality throughout the entire job search. 56

"rovide

the

candidate

with

professional

materials

representative of the company. !onduct open searches. If there is an internal candidate or

candidates for the position$ announce this to all other candidates. 8ever mislead a candidate as to his or her status in the search

process. ISSUES O( RELIGION IN RECRUITMENT AND SELECTION *eligion 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. 'earch committee members should be trained on the protocol

and legal situations. 'earch committee members should not ma e attempts to religious denomination based on affiliations or

deduce

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. 'tate all terms of employment in hiring offer. Cist all institutional policies related to dress and appropriate This is important for employees who may want wear

attire.

traditional or native attire to wor . 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 denomination.

57

ISSUES O( GENDER IN RECRUITMENT AND SELECTION @o not discard applicants who stopped out to provide care for

a child$ or for maternity leave. !onsider the dynamics of the interview O is the candidate being

interviewed in an environment that is representative of the office environment. 9nderstand 4uestions that cannot be as ed regarding family$

children$ pregnancy$ etc. "rovide medical insurance that covers the full range of medical

needs of women employees$ including reproductive health care. "rovide paid sic =leave policies for employees7 illness and

illness of spouses$ lifetime partners$ dependent children$ and elderly parents. "rovide life insurance$ disability and pension programs that are

nondiscriminatory on the basis of gender. 5ave 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 ma e it more gender

e4uitable$ one must tac le issues such as$ gender stereotyping6 discrimination in hiring$ pay$ and promotions6 family issues6 and sexual orientation discrimination. There are five areas critical to this process; %. .pen communication (. # commitment to creating an inclusive environment ). !lear preconceived expectations based on gender 58

3. # neutral supervisor who can observe different styles and facilities communication when a conflict arises. +. Training O sexual harassment as well as gender issues training BIt is thought that /+=02F of sexual harassment complaints could be prevented by understanding gender differences

CERTAIN DOIS AND DONIT IN RECRUITMENT AND SELECTION DOIS< Be fair at the time of decision ma ing for the final selections as well as salary. #lways cross chec the candidate "lace a person according to his 4ualification and experience Cessen the grievance of each employee and ta e decision according to natural law of justice. DONIT< @on7t get influence by outsiders at the time of outsiders at the time of re4uirement @on7t be judgmental on personal basis @on7t promise anything which will go against the ethos of the organization the references and the information provided by

59

OB;ECTI-E O( THE STUD'

To explain the constructive under which recruitment process ta en place at the Big Bazaar. @escribe the factor to be considered while evaluating recruiting efforts at Big Bazaar. To now the various source and method of recruitment at Big Bazaar. To define selection and explain the selection process at the Big Bazaar. &xplain the value of different type of employment test and interview at Big Bazaar.

60

RESEARCH METHODOLOG'

This section includes the research methods$ their rationale$ validity$ reliability$ sample size$ alternatives and limitations faced during primary research. To now about the various needs of staff and what they want

from their job. To discuss what steps do managers to ta e the motivate their staff and fulfill their needs. To gauge the impact of staff motivation on employee productivity. "rimary *esearch I have chosen different tools to collect primary data including 4uestionnaire$ interviews etc. The main objectives were to collect

61

ANALYSIS AND INTERPRETATION

..

D%e$ 3%ur c% )r%ce$$J

)*!3 /%22%1 /%r

*2 recruit

e!t

Yes

No

Can't Say 88%

10%

2%

Arom the above diagram it is 4uite clear that employees of Big Bazaar B00FD are satisfied by the recruitment and selection procedure followed by the company. 5owever 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.

62

4.

W0e! "%e$ 3%ur c%

)*!3 0ire$ !e1 e

)2%3ee$J

Immediate Need 22%

Yearly Basis 4%

Both 4%

Arom the above diagram we can see that there were mix responses from the employees regarding the above mentioned 4uestion. /3F said that company is hiring employees annually as well as according to the company needs but ((F of my sample size believes company hires according to the need of the organization and 3F says that Big Bazaar employs on yearly basis.

63

5.

W0ic0 $%urce$ %/ recruit $0%u2" /%22%1J

e!t 3%ur c%

)*!3

3% 20% 31% !rom otion " #rans$er Cons%ltan&y Cam '%s !la&em ents (e$eren&es )ny *ther 31% 15%

There are various ways of recruiting candidates in the Big Bazaar. 'ome of the sources used by them are promotion$ internal referrals and consultancy firms. Arom the chart it is clear that employees of Big Bazaar are in favour of !ampus placements and promotion and transfers. (2F of employees are in favour of internal references and %+F have suggested using consultancy services. 'ome have suggested advertising the vacancy in newspapers also.

64

A.

W0*t criteri* "% 3%u t0i!H $0%u2" 6e u$e" /%r $e2ecti%! )r%ce$$J

2%

0% +ritten test 38% !ersonal Inter,ie+ritten test and Inter,ie-

60%

)ny *ther

Big Bazaar practices panel interview for selecting a candidate but from the chart it is clear that ,2F of employees want written test along with the interview to select a candidate. 8o employee is in favour 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.

65

B. Acc%r"i!+ t% 3%u, 5 r%u!"$ %/ i!ter#ie1 i! Bi+ B*::*r *re e$$e!ti*2 /%r *! e//ecti#e recruit )r%ce$$. e!t

0%

13%

25%

62% 0%

Strongly Agree Agree

Can't Say

Disagree

Strongly Disagree

I!ter)ret*ti%!< ,(F B%2 in numberD of the departments disagree with the statement that ) rounds are essential. It depends upon the position for which the interview is being conducted.

66

C.

Were

3%u

+i#e!

$*

7%6

"e$cri)ti%!

*$

"i$cu$$e" i! t0e I!ter#ie1J

2%

Yes No

.8%

#lmost 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. Arom the chart it is crystal clear that the candidates get exactly the same job as described. 'o from Big Bazaar perspective it is a good sign for the overall growth and development. There were some employees around (F of my sample study who were against the above mentioned point.

67

D. Acc%r"i!+ t% 3%u %! 10*t 6*$i$ c*!"i"*te$ $0%u2" 6e e#*2u*te" /%r $e2ecti%!J

2amily Ba&34ro%nd 10%

)ll #hree 22%

)&ademi& /%ali$i&ation 32% 01'erien&e 36%

The above diagram clearly depicts that the employees prefer &xperience as a criteria to select the candidate. 8ext they consider academic 4ualification should be given importance while selecting a candidate. .nly %2F are in favor of family bac ground to be used as a selection criteria by the company. ((F of sample size is in favour of all the three factors that are experience$ academic 4ualification and family bac ground.

68

E.

D% 3%u t0i!H )03$ic*2 e?* i!c2u"e" i! $e2ecti%! )r%ce$$J

i!*ti%! $0%u2" 6e

Can't Say 6% No 24%

Yes 0%

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. #ccordingly /2F 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$ labour turnover and absenteeism. (3F are not in favour of physical examination as they thin wasteful expenditure of the company. it is a

69

F.

Are 3%u $*ti$/ie" 1it0 t0e %#er*22 recruit $e2ecti%! )r%ce$$ %/ 3%ur c% )*!3J

e!t &

40% 50%

Satis$ied Ne%tral 5issatis$ied

10%

Arom the above figure$ it is 4uite clear that out of my sample size $ +2F are those who are not satisfied with the recruitment and selection policy followed by Big Bazaar and have suggested some measures to improve them. 32F were those who were satisfied by the policy and %2F were those who were not able to comment on it.

70

.G. W0ic0 %/ t0e /%22%1i!+ /*ct%r$

e!ti%!e" 6e2%1

3%u t0i!H 0*#e * 6e!e/ici*2 e//ect u)%! t0e *6i2it3 %/ Bi+ B*::*r t% *ttr*ct *!" ret*i! +%%" e )2%3ee$J

Salary !a&3a4e Brand Name Career 6ro-th 6ood +or3in4 0n,ironment 31% .

15%

24%

30%

Arom the above chart it can be understood that most of the employees are inspired by the career growth and salary pac age of the Big Bazaar. Its clear from the chart that Brand name is also important factor which is a motivating force for the employees of Big Bazaar. .nly %+F of the employees consider wor ing environment in Big Bazaar to be a motivating factor.

71

... Acc%r"i!+ t% 3%u, t0e recruit

e!t "e)*rt

e!t i!

3%ur %r+*!i:*ti%! i$ e//icie!t e!%u+0.

0% 25% Strongly Agree Agree 50% Can't Say Disagree Strongly Disagree 25%

I!ter)ret*ti%!< 5alf 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.

72

.4. T0e $*2*r3 %//ere" *t t0e ti e %/ i!ter#ie1 t% t0e c*!"i"*te$ i$ *t )*r 1it0 t0e *rHet r*te.

0% 1 9% 25% S t ro n g ly A g ree A g re e 13% C a n 't S ay D is a g re e S t ro n g ly D is a g re e

4 3%

I!ter)ret*ti%!< 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.

73

.5. '%u *re $*ti$/ie" 1it0 t0e recruit 3%ur %r+*!i:*ti%!.

e!t )r%ce$$ i!

S+"o)!/, D-. (!"# # 0& S+"o)!/, A!"# # 0&

D-. (!"# # 35& A!"# # $%&

'()*+ S(, 17&

I!ter)ret*ti%!< There is a mixed reaction of this 4uestion. #round half of the departments don7t now anything in this regard. 'o$ no clear picture can be drawn on the basis of this answer.

74

CONCLUSION

#ccording to my analysis "antaloon *etail should use !ampus

placements as a source of recruitment. !ompany mainly focuses on internal sources which has its own limitations. By focusing on !ampus "lacements !ompany can attract 4ualified 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 wor ing of the enterprise. Aor 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. #ccording to the analysis company should evaluate the

candidates on all the factors Bexperience$ 4ualification and family bac groundD however greater importance should be given to the experience and then 4ualification should be considered. !ompany should include physical examination in the selection

process. #fter the result of this 4uestion T5& !.:"#8N 5#' @&!I@&@ T. I8!C9@& "5N'I!#C examination in the selection process and are now getting in touch with various hospitals to enter into a contract with them. !ertain changes should be made in *ecruitment and 'election

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 'election "rocess.

75

RECOMMENDATIONS
:y study of the recruitment and selection processes at Big Bazaar generated the following findings; The recruitment process at Big Bazaar is in line with the recruitment policy of the company. The entire process wor s exactly as it should according to the policy. The recruitment process i.e. the activity of generating the pool of perspective employees$ is similar for all entry O level positions. 5owever the selection process is uni4ue for every position. The recruitment process at Big Bazaar is shown in above flowchart. The human resources department maintains the blan et count of personal in each department and is responsible for filling up vacant positions in all departments throughout the organization. The recruitment and selection activity is centralized and is conducted by the human resources department at Big Bazaar head office. @ifferent sources of recruitment for every position has been tried and tested over the years at Big Bazaar and at present every position has one uni4ue source of recruitment$ which is always resorted to. ?al =ins are always used as a source of recruitment for junior level. Big Bazaar has earned a good name for itself in the entire country and hence huge pool of candidates is created through this source. 5owever the hiringEapplicants ratio is very low. This is because a 76

lot of unsuitable candidates also show up for interview. This leads to wastage of time and effort.

Big Bazaar can improve its recruitment and selection process with the advices mention below and can increase the sources of recruitment for selecting the right pool of candidates.

77

)2%3

e!t C3c2e

"ossible vacancy identified #nalysis carried out to see if the job has changed or it still needed

Recruitment Phase

Iob description drawn up "erson specification drawn up #dvertisement designed and issued UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU 'hort listing Interviews

Selection Phase

#ppointment offered Induction

Employment Phase

Training$ development K appraisal UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU *esignation or retirement

Exit Phase

78

8ot only recruitment and selection phase but also other phases Bemployment phase and exit phaseD of employment cycle can be improved if all phases are properly interlin ed with each other$ as shown in above figure. #t the time of recruitment$ when a possible vacancy occurs$ it is a good idea to loo at the post that is being vacated to see; #re the functions that were being carried out still going to be Is the position changing such that new s ills will be needed in the !an the job be combined with another job that may also be .nly after chec ing all these points$ go ahead with other parts of recruitment phase. In case of job description$ chec the following points; Aormal job description @oes it fit the patternP neededP near futureP undergoing a changeP

In case of advertisement designed and issued; ?here would you advertise your job in order to attract suitable 5ow would you word the advertisementP candidatesP

#t the time of selection$ first comes short listing and after this interview. In case of interview$ chec the following points; 'tructure of interview Bone=to=one interview$ two=to=one Aeasibility of interview pattern interview$ panel interviewD #nd after this$ last part of selection phase that is appointment offered comes. 79

BIBLIOGRAPH'
BOOKS< 9nderstanding and managing people BB&#!.8 B..J'D 5uman *esource :anagement B-algotia "ublishing !ompanyD "ersonnelE5uman *esource :anagement B:': Textboo D .rganization &ffectiveness and !hange B:': Textboo D .rganizational Behavior B:': Textboo D INTERNET SOURCES< wi ipedia.com umc.edu.com hr.uchicago.com vishalmegamart.net.com

80

APPENDIX

81

9UESTIONNAIRE
@&"#*T:&8T

@&'I-8#TI.8

%. @oes your company follow formal recruitment process P 82

aD Nes cD !an<t say

bD 8o

(. ?hen does your company hires new employees P

aD Immediate need

bD Nearly basis

cD Both

83

). ?hich sources of recruitment your company should follow P

aD "romotion E Transfer bD !onsultancy

cD !ampus "lacements dD *eferences

84

eD #ny .therVVVVVVVVVVVVVVVVVVVVVVV..

3. ?hat criteria do you thin should be used for selection process P

aD ?ritten test

bD "ersonal Interview

cD ?ritten test and Interview dD #ny .therVVVVVVVVVVVVVVVVVVVVVVVV..

85

+. #ccording to you$ ) rounds of interview in Big Bazzar are essential for an effective recruitment process. aD 'trongly agree bD #gree cD!an7t say dD @isagree eD 'trongly disagree

,. ?ere you given same job description as discussed in the InterviewP

aD Nes

bD 8o

/. #ccording to you on what basis candidates should be evaluated for selection P aD #cademic Lualification bD &xperience 86

cD Aamily Bac ground dD #ll of the above

0. @o you thin physical examination should be included in selection process P aD Nes cD !an<t say bD 8o

1. #re you satisfied with the overall recruitment K selection process of your company P aD 'atisfied bD 8eutral 87

cD @issatisfied

%2. ?hich of the following factors mentioned below you thin have beneficial effect upon the ability of Big Bazzar to attract K retain good employeesP

aD 'alary "ac age bD Brand 8ame

cD !areer -rowth

88

eD -ood wor ing environment

eD #ny .therVVVVVVVVVVVVVVVVVVVVVVV..

%%.

#ccording

to

you$

the

recruitment

department

in

your

organization is efficient enough. aD 'trongly agree dD @isagree bD #gree eD 'trongly disagree cD!an7t say

%(. The salary offered at the time of interview to the candidates is at par with the mar et rate. aD 'trongly agree dD @isagree bD #gree eD 'trongly disagree cD !an7t say

89

%). Nou are satisfied with the recruitment process in your organization. aD 'trongly agree dD @isagree bD #gree eD 'trongly disagree cD !an7t say

%3. 'uggestions Bif any$ to improve the *ecruitment "rocessD UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU

UUUUUUUUUUU

UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU

UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU 90

UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU

91