Professional Documents
Culture Documents
On
RECRUITMENT & SELECTION PROCESS WITH
SPECIAL REFERANCE OF BIG BAZAAR FUTURE VALUE
RETAIL LTD.
A PROJECT REPORT SUBMITTED IN PARTIAL FULLFILMENT OF THE
REQUIREMENT FOR THE AWARD OF THE DEGREE OF
SUBMITTED BY-
Mr.VINAY GUPTA
(Training Guide )
Raumi Singh
MBA IIIrd Sem
Roll.No.1333870014
STUDENT DECLARATION
DEVICHARAN
MBA 2nd year
Roll.No.1336670022
Examiner's Certificate
on "RECRUITMENT &
Seal Examiner
External Examiner
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. Vinay Gupta , for their counsel through out my
training. I would also like to express my gratitude to all the members for their assistance and
constant motivation.
Above all, I give my special thanks to all my faculty members who have supported me. I am
very thankful to all of them who have guided me for my project.
DEVICHARAN SINGH
MBA 2nd year
Roll.No.1336670022
TABLE OF CONTENTS
Topics
Page No.
5
1. Executive Summary
1
2. Introduction
3. Recruitment and Selection
Recruitment
Guiding Principles Of Recruitment
Recruitment Strategies and Resources
Position Announcements
The Recruitment Industry
The Recruitment Process
2
4
5
6
7
8
8
11
13
24
24
Selection
Objectives of Recruitment and Selection
Recruitment and Selection Policy Statement
Company Profile
Recruitment and Selection Guidelines of Big Bazaar
Recruitment and selection policies for executive and management
trainee
25
29
32
37
51
5. Research methodology
52
56
7. findings
70
8. Recommendations
71
9. conclusions
72
10. Limitations
73
11.Appendics
74
12. Bibliography
77
EXECUTIVE SUMMARY
Recruitment is not a magical process of having people sign up, but is one of the most critical
aspects of operating your program.
6
INTRODUCTION
After having determined the number and kinds of personnel required the human resource and
personnel manager proceeds with identification of sources of recruitment and finding suitable
candidates for employment. Both internal and external sources of manpower are used
depending upon the types of personnel needed.
The selection procedure starts with the receipt of applications for various jobs from the
interested candidates. Totally unsuitable candidates are rejected at the screening stage. Man
power planning gives an assessment of the number and type of people required in the
organization.
The next task of the personnel manager is to find out capable and suitable persons who may
be working in the organization itself while others will have to be sought from outside the
organization. It involves persuading and inducing suitable persons to apply for and seek
jobs in the organization.
Recruitment refers to the attempt of getting interested applicants and providing a pool of
prospective employees so that the management can select the right person for the right job
from this pool. Recruitment is a positive process as it attracts suitable applicants to apply for
available jobs. The process of recruitment:
Invites applications from the perspective candidates for the vacant jobs.
Recruitment is the process by which hiring departments develop a viable applicant pool from
which hiring and promotion decisions are made. But prior to recruitment, position description
is necessary while selection includes all the activities, from the initial screening interview to
physical examination if required, that exist for the purpose of making effective selection
decisions.
POSITION DESCRIPTION
A complete, accurate and current position description is the foundation for planning and
conducting the recruitment effort. It should be
Non discriminatory- One should never express a preference for certain age, race or national
origin. In very rare case sex can constitute a bonafide occupational qualification.
Valid- This means they are inherently job related and predict successful performance of the
job.
Defensible- This means they are recognized as legitimate in the field attached to the position.
Objective and Measurable- It should be as objective and measurable as possible. The more
subjective qualification the greater the need to predetermine how it will be qualitatively
assessed.
RECRUITMENT
10
If you specify a recruitment deadline, you may not consider any applications received
after that date.
If you indicate the position will remain open until filled, you must consider any
applications received until an offer has been extended and accepted.
If you indicate "applications received by a certain date will be assured full consideration,"
you can decide whether or not to review applications received after the specified date.
When using this wording, it is critical to establish a meaningful date.
Recruitment activities should include good faith efforts to solicit a diverse applicant pool and
affirm that race, sex, age, disability or veteran status will not be used to discriminate.
If the position is in a job group that is underutilized, by women or ethnic minorities,
additional targeted recruitment efforts should be undertaken.
All advertisements and position announcements should be consistent with each other, reflect
the qualifications identified in the position description.
Prior to recruiting for a position, ensure that you know what institutional policies and
procedures apply. Contact your HR Generalist before beginning recruitment.
If you wish to waive recruitment for faculty and unclassified positions, consult with the
appropriate HR Director or designee.
POSITION ANNOUNCEMENTS
Purpose of the Position Announcements:
Provides applicants, hiring departments and search committees with a general idea of
the nature of the position, the terms and conditions of appointment, salary range, reportage,
and required application materials and application deadline.
13
Use the recommended format, which is either printed on companys own letterhead. Limit
the announcement to one page, using the reverse side of the page, if necessary.
Provide enough information to give applicants adequate understanding about the nature of
the position. Identify required and preferred qualifications so that you solicit qualified
applicants and stimulate interest in the position.
Provide notification of the company's EO/AA policy, and identify contacts for requesting
reasonable accommodation.
most states that practice is now illegal, due to past unfair and
deceptive practices.
Online recruitment websites
Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database.
Job boards allow member companies to post job vacancies. Alternatively, candidates can
upload a rsum to be included in searches by member companies. Fees are charged for job
postings and access to search resumes.
In recent times the recruitment website has evolved to encompass end to end recruitment.
Websites capture candidate details and then pool then in client accessed candidate
management interfaces (also online).Key players in this sector provide e-recruitment software
and services to organizations of all sizes and within numerous industry sectors, who want to
e-enable entirely or partly their recruitment process in order to improve business
performance.
The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal amount of
administration.
Online recruitment websites can be very helpful to find candidates that are very actively
looking for work and post their resumes online, but they will not attract the "passive"
candidates who might respond favorably to an opportunity that is presented to them through
other means. Also, some candidates who are actively looking to change jobs are hesitant to
put their resumes on the job boards, for fear that their current companies, co-workers,
customers or others might see their resumes.
Headhunters
Headhunters are third-party recruiters often retained when normal recruitment efforts have
failed. Headhunters are generally more aggressive than in-house recruiters. They may use
advanced sales techniques, such as initially posing as clients to gather employee contacts, as
well as visiting candidate offices. They may also purchase expensive lists of names and job
titles, but more often will generate their own lists. They may prepare a candidate for the
interview, help negotiate the salary, and conduct closure to the search. They are frequently
members in good standing of industry trade groups and associations. Headhunters will often
attend trade shows and other meetings nationally or even internationally that may be attended
by potential candidates and hiring managers.
15
SELECTION
This is the process of choosing individuals who have relevant qualifications to fill vacant
positions. The process begins when a hiring department identifies the need to fill a position,
and ends when a person is hired to meet that need. What happens in the middle of the process
includes job analysis, position description development, recruitment, testing, and screening,
17
corresponding
with
applicants,
Credentials
verification,
Seek permission to call persons who should know the candidate (e.g., current department
chair, departmental head, supervisor, vice president, colleagues, etc.).
All information considered in the selection process must be related to job performance.
Focus on gaining information about the knowledge, abilities, skills and work behaviors
identified as being important to the position.
Look for patterns of strength and limitations, and for indications of fit between the person
and the position.
21
Notification that application materials were received too late for consideration. Informing
persons that they will not be considered for the position is not only a courtesy. It also
serves as evidence that the applicant was not part of the applicant pool from which
selection decisions were made should the ultimate hiring decision be challenged.
Notification of a change in the timeline for selection. In order to keep good candidates
interested in the position, it is advisable to keep applicants informed should a change in
the selection timeline be necessary.
Appreciation for interview and rejection. Individuals who have been invited to campus for
an interview but are not offered the position should receive such a letter as a professional
courtesy.
22
Hiring departments should contact their HR Generalist for assistance in writing these
letters.
Guidelines
Depending on the type of position, a hiring department may decide to use a search committee
to manage the recruitment and selection process. The committee's role will vary with the
department, school, or administrative unit and type of position. The following guidelines
should be considered when using a search committee:
The decision to establish a search committee rests with the individual who has authority to
make a final offer for a position.
The search committee should be comprised of individuals who have some knowledge of the
position to be filled, are committed to equal employment opportunity, and have the capacity
for balanced judgment and discretion. Whenever possible, committees should represent
diverse backgrounds and perspectives.
Generally, the ideal size of a committee is relative to the position. For some positions, a
committee of 3 is adequate. For positions at or above the manager level, committees of 5-7
are more appropriate. Committees for positions at the Executive level may be significantly
larger.
A search committee chair should be appointed. Chairs should be selected for their ability to
provide leadership to the committee, a demonstrated understanding of the recruitment and
selection process, and their commitment to ensure a legally defensible process.
The committee should receive a formal charge, which establishes the scope of its
responsibilities. At a minimum, the charge should indicate whether or not the committee is
responsible for conducting interviews, and whether its recommendations to the hiring official
shall be in ranked or unranked order. Typically, a Companys search committee
responsibilities include all or some of the following:
Helping develop the position announcement, including the identification of minimum and
preferred qualifications, timeline and recruitment plan
Completing recruitment and selection activities for classified and unclassified staff
positions
23
Appointing one of the members, or using departmental staff, to act as search committee
secretary
PRACTICAL CONSIDERATIONS
Disagreements about the outcome of a selection procedure often arise because the process for
reviewing applicant materials was not agreed upon prior to the beginning of the process.
Committee members, including the committee secretary, should discuss and agree upon the
following practical considerations:
When will review begin? Unless an inordinate number of applications are expected, it is
recommended that the review process begin after the date, which was advertised.
Will initial review of applications for minimum qualifications be done by the committee
chair, secretary, or all committee members?
Will committee members review every application, or will applications be divided into
groups that are initially reviewed by only part of the committee?
Will the committee use a rating form? A rating guide is highly recommended, because it
can be used to defend against EEO challenges to the selection decision. In designing the
24
rating guide, the committee must decide whether they will use
numerical scoring (and whether it will be weighted or unweighted), qualitative scoring
(for example, poor, average, strong), or a combination of the two.
Has the committee developed a plan for corresponding with applicants, including the
language for standard letters? Sample letters are available from your HR Generalist.
Has an effective system been planned for filing and retrieving application materials?
Where will committee members review the files? Will they need to come to the search
committee secretary or chair office? If so, is there adequate space and privacy for the
review? Will members be allowed to take copies of the application materials for review
elsewhere? If so, has there been adequate precaution taken to ensure confidentiality and
security of the materials? Who will need access to online applications/resumes for
classified and unclassified positions?
Has the committee established reasonable timelines for completing its review?
Search committees who have questions about these, or other practical considerations, can
contact their HR Generalist and advice.
Employment Cycle
Recruitment
Phase
Analysis carried out to see if the job has changed or it still needed
Selection
Phase
Interviews
Appointment offered
Employment
Phase
Induction
Training, development & appraisal
______________________________________________________________
Exit
Phase
Resignation or retirement
Not only recruitment and selection phase but also other phases (employment phase and exit
phase) of employment cycle can be improved if all phases are properly interlinked with each
other, as shown in above figure.
At the time of recruitment, when a possible vacancy occurs, it is a good idea to look at the
post that is being vacated to see:
Are the functions that were being carried out still going to be needed?
Is the position changing such that new skills will be needed in the near future?
Can the job be combined with another job that may also be undergoing a change?
Only after checking all these points, go ahead with other parts of recruitment phase.
In case of job description, check the following points:
Where would you advertise your job in order to attract suitable candidates?
At the time of selection, first comes short listing and after this interview.
In case of interview, check the following points:
And after this, last part of selection phase that is appointment offered comes.
Recruit staff members who are compatible with the organizations environment or culture
Place individuals in positions with responsibilities that will enhance their personal
development
27
COMPANY PROFILE
Big Bazaar is not just another hypermarket. It caters to every need of a family. Where Big
Bazaar scores over other stores is its value for money proposition for the Indian customers. At
Big Bazaar, one can get the best products at the best prices that is what they guarantee. With
the ever increasing array of private labels, it has opened the doors into the world of fashion
and general merchandise including home furnishings, utensils, crockery, cutlery, sports goods
and much more at prices that will surprise you. And this is just the beginning. Big Bazaar
plans to add much more to complete the shopping experience. Food is the main shopped for
category in this store.
Parent Company:Pantaloon Retail (India) Limited, is Indias leading retailer that operates multiple
Retail formats in both the value and lifestyle segment of the Indian consumer market.
LINES OF BUSINESS OF THE ABOVE STORE:28
E-tailing
Food
Fashion
Home Solution
General Merchandise
Leisure and Entertainment
Wellness and Beauty
Books and Music
Big Bazaar, which has about 150 outlets across the country, is also promoting small retailers
by partly having the shop-in-shop concept. The selected retailers put up their counters and
sell through the outlet. The small retailers also lower their prices as they gain through bulk
sales.
Life at Big Bazaar is pretty self-sufficient. If you were trapped in there for a week, you could
live a good life. But to appreciate the nuances of home economics, one should try comparing
prices. The clothes especially deserve an independent feature of their own.
The Big Bazaar is the discount store which offers a wide range of products under one roof.
The products include apparels and non-apparels such as utensils, sports goods and footwear.
The Food Bazaar provides a range of food and grocery products ranging from fresh fruits and
vegetables, staples, FMCG products and ready-to-cook products. The Central offers a chain
of stores including books and music stores, global brands in fashion, sports and lifestyle
accessories, grocery store and restaurants.
Services :Particularly designed for the regular middle-class family that requires clothing that lasts and
doesn't burn holes into the pockets of existing clothing, this store offers good bargains. What
you won't get here is designs your friends will drool over. Checks and stripes are like the farend of the creative exercise here, and the best bet for the fashion conscious would be the plain
colours on display.
Big bazaar
1. Variety: Big Bazaar offers a wide variety of products of different prices and different
qualities satisfying most of its customers.
29
Store layout: The store layout and the assortment of goods is not the best at Big
Bazaar, as the quantity of goods sold is more the arrangement and assortment of
goods in the store is the greatest. Hence at times customers find it hard to find what
they require, this leads to dissatisfaction of customer.
Lower quality of goods: As Big bazaar aims more toward the middle income group,
the quality of goods is not of the highest quality, and this is sometimes a disadvantage
as some would prefer better quality to the price, making customers to search for
different places.
Does not appeal to the elite: As mentioned above, the main customers are middle
income and a few high income groups, The elite do not like to shop at Big Bazaar as
the quality of goods is lower and they would prefer a higher price and get better
brand, this decreases sales from the elite class.
30
Lower quality of goods: As the sore is trying to concentrate on the middle income
group the type of products used is not of the most superior quality and most of the
times nor branded, this may dissatisfy certain customers.
General
All recruitment shall be done exclusively on merit basis only Except experienced personnel
maximum age for recruitment shall be 28 years of age & Minimum 18 years.
JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL
Each person is expected to fulfill the requisite job specifications / as required for the position
before his candidature is considered for the post. Age requirement at entry point with 10+2
qualification shall be around 20 years and for Graduate / Post graduate / Professional
Qualification shall be between 21 years to 25 years for a fresher. The upper age limit for
recruitment of experienced personnel shall normally be not more than 45 years.
AGE OF SUPERANNUATION
Normally the age of superannuation shall be 60 years for all classes of employees. In order to
streamline the recruitment age and to ensure that no person is retiring on his birthday, all
employee shall be retiring only on first day of the next month in which he attains the age of
superannuation.
EXTENSIONS IN SERVICE
In case any employee requests for extension of services on attaining the age of
superannuation, i.e., 60 years, or management wishes to retain his service in the interest of
the organization, subject to medically fitness, the management at its sole discretion, may
grant such extension of service for one year at a time, However, a management may also
consider reappointment of a retired employee on a contract basis. However such a person
shall be entitled to a consolidated amount and contracted facilities/ perquisites only. He shall
not be entitled to any other facility/perquisite as applicable to other regular Executives/
Employees of the company of his cadre
REQUISITION FOR RECRUITMENT OF PERSONNEL
32
LETTER OF APPOINTMENT:
Every candidate selected and appointed in Executive Cadre shall be issued a letter of
appointment as per the Standard Format placed.
SERVICE AGREEMENT
Experienced personnel recruited in Executive cadre may be required to execute a service
agreement to serve the organization at least for a period of two years, after joining the service
of the company.
ANTECEDENT VERIFICATION
Each Candidate should state names along with contact address Telephone number etc of at
least 2 persons (not in relation), who can be referred by the employer to verify candidate
antecedents etc, in the application form itself, out of which one should be preferably of
immediate past employer.
SCRUITINY OF APPLIACTION
All application received from the candidates, shall initially be screened by HR Department
Recruitment section to ensure that candidate fulfills the job specifications and there after send
the screened applications to respective HOD / Requisition authority for detailed screening
and ensuring that the candidate meet their requirement and return such screened applications
back to
H R Department for further action to request and fill the vacancy.
APPLICATION BLANK FOR EMPLOYMENT
All applicants, who have been short listed for an appointment in the Company, shall be
required to complete an Application Blank for Employment in his own handwriting.
33
IT Engineers
Fresh CAs
Training Duration
Total 6 months unless extended by another 3 months, in no case training period shall exceed
for 9 months
Training Schedule
First Fortnight- General Overview and theoretical training/visits etc including
organizational setup, orientation and exposures to organizational Rules and Regulations
Next 2 months- On the job training in various Department on rotational basis so as to
know all the functions of the organization
Next 3 months- On the job/ under study /Training in the parent Department where the
Trainee has to be placed finally. To be trained in detailed working and in depth studies &
working of that department.
EXECUTIVE TRAINEE:
Training Period: 6 months extended by another 3 months not beyond that
ICWAS/Bright Commerce Graduate with min 50% pass marks
MBAs from C class & below level Management Institutes.
Diploma Holder of minimum 1 year duration of respective vocation/ Profession after
Graduation
Training Schedule
First Fortnight- General Overview and theoretical training/visits etc including
organizational setup, orientation and exposure to organizational Rules and Regulations
Next 2 and months- On the job training in various Department on rotational basis so as to
know the all the functions of the organization
35
Age:
The age limit of trainee shall not be above 25 years of age at the time of selection. However,
this can be relaxed by 3 years in the case of CAs/ICWAs/Professional Trained personnel.
Review:
Progress of each trainee shall be reviewed by a committee consisting of Guru/
Supervisor/HOD/Trainer and a HR representative every quarter.
Recruitment:
Recruitment of MT;s/ET/s shall be done on a continuous basis. However, campus recruitment
shall be encouraged for this level of personnel. To impart effective training recruitment of
MTs and ETs shall be done twice a year, keeping into view the manpower requirement of
the organization. During recruitment specific emphasis shall be laid on the overall
personality, IQ, EQ and performance in the exam starting from Board School Exams onward
and his potential to meet organizational needs & challenges and to fit in organizational
culture.
Candidates to be recruited shall be evaluated through written Tests, Group Discussions and
Interviews by the expert committee, candidates selected for recruitment shall be physically fit
and mentally alert and each trainee shall have to qualify in medical standards as laid down by
the company
Service Agreement
As company incurs a substantial costs on training the personnel, all Trainees, shall have to
execute a service agreement with the company for a minimum period of two years after the
completion of scheduled training period.
Progress Report:
Each trainee shall submit a Monthly Report to Training Manager about his Training work,
difficulties and suggestions made. As stated in Para 4 and in order to keep a watch on the
36
37
Manpower planning
Orientation
Placement
Appraisal
38
Develop a written job description, which clearly articulates the essential elements of the
job.
Establish valid, job-related criteria which are as objective and measurable as possible.
Find qualified and diverse applicants by casting your recruitment net far and wide.
shaped by many external and internal forces. Such forces should be considered in every
search process. Whereas many external forces are common among institutions, internal forces
that are unique to the institution impact most campuses. These forces should be considered in
the recruitment and selection procedures.
Every administrator should consider applicable laws whenever conducting search processes.
However, the overriding institutional policies should be considered in all circumstances. It is
wise to consult with the campus personnel office before undertaking any recruitment and
selection process. Once the campus personnel office has been consulted, the recruitment and
selection process may begin. Following are 12 steps that every effective search process
should include:
1. Assess the Need For and Establish the Purpose of the Position
39
Position title
Work activities
Students
Faculty members
According to Winston and Creamer (1997), as the level of responsibilities of the vacant
position increases, the search committee members should be more widely representative of
the entire campus and outside community. Search committee membership may be comprised
of many different constituents. Care, however, should be exercised to keep the committee
41
As search committees tend to be ad hoc committees, members may not know precisely what
is expected of them. The committee's duties and the role of the hiring authority should be
clearly stated in writing. Because search committees are sometimes comprised of students
and individuals outside of the division and others who may not be familiar with the
credentials and experience required for professional work in the field of student affairs, it is
vital that all members of the committee are well trained regarding the necessary
qualifications. The members of the search committee should be educated as to the general
progression of a career in student affairs and what level of responsibilities are required for
involvement at the particular level of employment where the vacancy exists.
The empowering official shall clarify the following responsibilities with the search committee
members:
Title
Supervisor
Contributions expected by the staff member toward the accomplishment of these missions
Minimum education
Conditions of employment
If stated clearly, the position announcement can unencumbered the overall search process by
encouraging self-elimination of candidates who clearly do not fit the announced
requirements.
6. Advertise the Position
The student affairs division should evaluate all possible avenues for advertising a position
vacancy. Limited budgets may determine the means by which a position vacancy is
advertised. Therefore, it is important to consider carefully which advertising medium is most
likely to target the audience most important to reach. Possibilities to consider are
Local newspapers
Word-of-mouth
Employment agencies
43
Professional lists
Extra care should be taken to ensure that the announcement reaches potential minority
candidates.
7. Conduct the Search
The individual and office listed in the position announcement should receive all applications
from candidates. Acknowledgment of the application should be sent to both the applicant and
the search committee. All correspondence and activity should be recorded in a log to ensure
careful tracking of the candidates' materials and status.
Applicants that the division would normally judge unacceptable suddenly seem desirable
when the need to hire a body, "any body", becomes severe. The division will face a natural
temptation to short-circuit the standard screening process and hire a replacement
immediately.
One way to avoid such crisis hiring is to encourage qualified individuals to submit
employment applications even when the division has no current job openings. The
applications may be kept on file for future consideration. Another way to maintain possible
candidates on file is to ask exemplary staff members to refer their friends who might be
looking for work, even offering the staff members rewards for referrals.
8. Screen the Applicants
Screening of applications should be conducted from the beginning of the search process, and
reviews should begin immediately following the announcement. The division should test to
ensure that each applicant fits the profile and hire a person who fits the profile remembering
that good selection reduces turnover, training and recruitment costs, and thereby produces
stability, consistency, low operating costs and an ability to increasingly reward desired
behavior.
Selection methods that focus both on crucial requirements and organizational culture include:
44
Interviews
Biographical data
Work samples
Self-assessment
Personality tests
Cognitive abilities
Physical abilities
A comprehensive employment application is the cornerstone of every successful preemployment screening program. It will identify many undesirable applicants early in the
selection process. The completion of an application form is important for Equal Employment
Opportunity reasons, for record keeping, and for gathering information from which to make a
good employment decision.
Some institutions require that all applicants complete an employment application. Taking a
critical look at the institution's employment application, the recruitment staff may see ways in
which it can be improved. The one page, stationery-store variety is too brief if it fails to elicit
vital information that can be legally requested.
The nitty-gritty of the employment application is the work history section. Recent jobs are the
best predictors of future job performance and permanency. An application should provide
enough space to allow the applicant to list every job he/she 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. Precise dates of employment expose gaps between jobs.
Instructions should direct job seekers to list every job, including part-time, second jobs, and
volunteer jobs. The search committee should always carefully study each applicant's
employment history.
9. Arrange the Candidate Interviews
Once the applicant pool has been screened and individuals to be considered are identified,
interviews should be arranged with those candidates. Often, the size of the departmental
recruitment budget will determine both the type and the number of interviews that will be
45
Develop the interview schedule and confirm with all individuals who will be involved in
the interview process (provide a final copy of the schedule to the candidate, the
interviewers, and the search committee members)
Arrange for a campus host (and pick up from airport, train station, etc. if necessary)
Arrange for any meals provided outside of the interview schedule if necessary
Develop an evaluation tool for all interviewers to use upon completion of the interview
The candidate should be reimbursed for all travel related expenses incurred in order to
attend the interview unless other arrangements have been made.
Inform the candidates that, if they advance as a finalist for the position, the hiring
supervisor will conduct a reference check. This information should encourage candidates
to be frank and honest in their responses to questions.
To increase the chances of contacting candid references, ask each applicant for at least
five names, including immediate supervisors. Additionally, request a fact about each
47
The position supervisor should call all references personally. That person knows best
which skills and personality traits will be optimal for the position.
Ask open-ended questions in order to elicit broad information. Some people may be
fortunate and contact a reference that is willing to frankly discuss the candidate's
qualifications. But it is just as likely that the reference will be reluctant and offer minimal
information.
Avoid inquiring about the candidate's marital status, age, disabilities, religion, ethnicity,
gender, or other personal issues. Such information may not be used in making a hiring
decision. The committee may submit one of the following types of recommendations,
depending upon the charge that was originally given to the search committee:
Once a qualified candidate or candidates has been recommended to the hiring supervisor, the
supervisor should strongly consider the recommendation that has been presented. The
supervisor may accept a hiring recommendation or charge the search committee to continue
the search.
Should a hiring recommendation be accepted, the supervisor should contact the preferred
candidate and make the job offer. Some important issues that should be addressed in the job
offer are:
Starting salary
Starting date
Length of contract
Employee benefits
48
The candidate should be given sufficient time to either accept or reject the offer. However, the
hiring authority should not compromise the availability of other candidates if the candidate of
choice declines the offer by allowing too much time to pass between the offer and the
decision.
If the candidate accepts the position, the offer and conditions of hiring should be sent to the
candidate in writing as soon as possible. If the candidate declines the position, the hiring
supervisor should make the offer to the next candidate of choice or should reconvene the
search committee to make other arrangements.
Once an individual has been secured for the position, all other candidates should be notified
immediately. They should be informed of the closure to the search and thanked for their
interest in the position. It is proper etiquette to notify those candidates who were interviewed,
either by telephone or in person, personally.
Finally, the search committee should be dissolved with acknowledgments of their time and
service. Appropriate announcements should be made regarding the outcome of the search
process.
Avoiding Ethical Breaches When Conducting a Candidate Search
It is important to act ethically at all times when conducting a candidate job search, not only
out of respect for each candidate, but also to protect the integrity of the institution. It is not
uncommon for hard feelings to develop between candidate and institution as a result of
thoughtless acts or misbehavior on the part of those involved in the search process. It is
important for institutions to avoid any disrespect or malfeasance on the part of the institution
to help ensure success for current as well as future candidate searches. Following are some
behaviors that if adopted, will help ensure a legitimate and respectable job search:
Train all search committee members to understand and recognize the necessary
credentials for the particular position.
Do not make offers that are not honest. For example, do not tell a candidate the position
will be offered to him or her unless it has been agreed upon by the entire search
committee and the hiring authority.
49
Conduct open searches. If there is an internal candidate or candidates for the position,
announce this to all other candidates.
Search committee members should be trained on the protocol and legal situations.
Search committee members should not make attempts to deduce religious denomination
based on affiliations or organizations listed on the resume.
List all institutional policies related to dress and appropriate attire. This is important for
employees who may want wear traditional or native attire to work.
Be sure that hiring practices are consistent across the board. There have been court cases
where employees may not have been hired because of their religious denomination.
50
Do not discard applicants who stopped out to provide care for a child, or for maternity
leave.
Understand questions that cannot be asked regarding family, children, pregnancy, etc.
Provide medical insurance that covers the full range of medical needs of women
employees, including reproductive health care.
Provide paid sick-leave policies for employees illness and illness of spouses, lifetime
partners, dependent children, and elderly parents.
Provide life insurance, disability and pension programs that are nondiscriminatory on the
basis of gender.
Have clear and vigorously enforced sex, race and sexual orientation discrimination and
sexual harassment policies and include a statement about these policies in the
advertisement of the position.
Before attempting to diversify a staff and make it more gender equitable, one must tackle
issues such as, gender stereotyping; discrimination in hiring, pay, and promotions;
family issues; and sexual orientation discrimination. There are five areas critical to this
process:
1. Open communication
2. A commitment to creating an inclusive environment
3. Clear preconceived expectations based on gender
4. A neutral supervisor who can observe different styles and facilities communication when a
conflict arises.
5. Training sexual harassment as well as gender issues training (It is thought that 75-80%
of sexual harassment complaints could be prevented by understanding gender differences
51
52
RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally them. It is necessary for the researcher to know not only the
research methods/techniques adopted by researcher in studying his research problem along
with logic behind but also the methodology.
assumptions underlying various techniques and they need to know the criteria by which the
can decide that certain techniques and procedures will be applicable to certain problems and
other will not.
The system of collecting data for research projects is known as research methodology.
The data may be collected for either theoretical or practical research for example
53
To explain the constructive under which recruitment process taken place at the Big
Bazaar.
Describe the factor to be considered while evaluating recruiting efforts at Big Bazaar.
To define selection and explain the selection process at the Big Bazaar.
Explain the value of different type of employment test and interview at Big Bazaar.
To know about the various needs of staff and what they want from their job
To discuss what steps do managers to take the motivate their staff and fulfill their
needs.
54
Research design
A research design is purely and simply the framework or plan for study that guides the
collection and analysis of data. Application and specification are the main characteristics in a
research designs can be classified on the basis of the fundamental objectives of the research.
There are mainly two types of research design.
a. Exploratory
b. Conclusive
Descriptive
Experimental
55
Probability Sampling
Non-probability Sampling
Primary Data
Secondary Data
Primary data are those which are collected a fresh and for the first time and thus happens to
be original in character. The primary data is collected in the process of questionnaire and
interview of the outlets.
Secondary data are those which have already been collected by someone else and which have
been already been passed through the statistical process. In my research the secondary data is
collected from the company sales records and from research reports.
Primary Data:
Secondary Data: Company sales record, internet and other research reports.
56
Data Interpretation
and Analysis
57
1.
From the above diagram it is quite clear that employees of Big Bazaar (88%) are satisfied by
the recruitment and selection procedure followed by the company. However there can be
some changes introduced in the procedure which are suggested by the employees to improve
the recruitment and selection policy of the company.
From the above diagram we can see that there were mix responses from the employees
regarding the above mentioned question. 74% said that company is hiring employees
annually as well as according to the company needs but 22% of my sample size believes
company hires according to the need of the organization and 4% says that Big Bazaar
employs on yearly basis.
59
3.
60
4.
Big Bazaar practices panel interview for selecting a candidate but from the chart it is clear
that 60% of employees want written test along with the interview to select a candidate.
No employee is in 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.
61
Interpretation:
62% (10 in number) of the departments disagree with the statement that 3 rounds are
essential. It depends upon the position for which the interview is being conducted.
62
6.
Almost all the employees got the specified jobs offered to them. This implies that the Big
Bazaar have the organized manpower planning and well organized recruitment policy.
From the chart it is crystal clear that the candidates get exactly the same job as described. So
from Big Bazaar perspective it is a good sign for the overall growth and development. There
were some employees around 2% of my sample study who were against the above mentioned
point.
63
The above diagram clearly depicts that the employees prefer Experience as a criteria to select
the candidate. Next they consider academic qualification should be given importance while
selecting a candidate. Only 10% are in favor of family background to be used as a selection
criteria by the company.
22% of sample size is in favour of all the three factors that are experience, academic
qualification and family background.
64
8.
The physical examination discloses the physical characteristics of the individual that are
significant from the standpoint of his efficient performance of the job that he may be
assigned.
Accordingly 70% of employees are in favor of physical examination to be included in the
selection procedure because they believe it will ensure higher standard of health and physical
fitness of the employees and will reduce the rates of accident, labour turnover and
absenteeism.
24% are not in favour of physical examination as they think it is a wasteful expenditure of the
company.
65
9.
From the above figure, it is quite clear that out of my sample size , 50% are those who are not
satisfied with the recruitment and selection policy followed by Big Bazaar and have
suggested some measures to improve them. 40% were those who were satisfied by the policy
and 10% were those who were not able to comment on it.
66
10.
From the above chart it can be understood that most of the employees are inspired by the
career growth and salary package of the Big Bazaar. Its clear from the chart that Brand name
is also important factor which is a motivating force for the employees of Big Bazaar. Only
15% of the employees consider working environment in Big Bazaar to be a motivating factor.
67
Interpretation:
Half of the departments agree that the recruitment department is efficient enough in hiring the
best talent from the pool of large people. It means they are satisfied from the persons
recruited in the organization.
68
Interpretation:
The above graph tells us that around half of the departments are unaware of the salary being
offered to the people at the time of joining.
13. You are satisfied with the recruitment process in your organization.
69
Interpretation:
There is a mixed reaction of this question. Around half of the departments dont know
anything in this regard. So, no clear picture can be drawn on the basis of this answer.
FINDINGS
70
In BIG BAZAR most of the employees feel thats the HR department is good.
About 75% of the employees says that they prefer both internal as well as external source for
recruitment and selection. About 65% of the employees go for direct recruitment and
selection and less
Number for employees prefers indirect or third party. Mostly the manpower planning is done
Quarterly and 20 % do not follow any pattern they dont have any fixed time. it prefers to go
for interviews and even casual application that are received for recruitment but they hardly
prefer placement agencies.
Most of the employees Prefer Personal interviews, 30% prefer to take telephonic interviews
where as only 20% go for written teste and rest 10% adopt some other means of interviews
In BIG BAZAAR use internal and external source of recruitment process
The recruitment process at Big Bazaar is in line with the recruitment policy of the company. The
entire process works exactly as it should
The recruitment process i.e. the activity of generating the pool of perspective employees, is
similar for all entry level positions. However the selection process is unique for every position.
The recruitment process at Big Bazaar.
71
RECOMMENDATIONS
My study of the recruitment and selection processes at Big Bazaar generated the following
recommendations
The human resources department maintains the blanket 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.
Different sources of recruitment for every position has been tried and tested over the
years at Big Bazaar and at present every position has one unique source of recruitment,
which is always resorted to.
Walk-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. However the hiring/applicants ratio is very low. This is
because a 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.
CONCLUSION
72
limitations. By
focusing on Campus Placements Company can attract qualified personnel for vacant jobs
in the organization. It can facilitate the infusion of fresh blood with new ideas in to the
enterprise. This will improve the overall working of the enterprise.
For the selection of the candidate for a vacancy company should first conduct written test and
on the basis of the result of the test score interview should be scheduled for the selected
candidate.
According to the analysis company should evaluate the candidates on all the factors
(experience, qualification and family background) however greater importance should be
given to the experience and then qualification should be considered.
Company should include physical examination in the selection process. After the result of
this question THE COMPANY HAS DECIDED TO INCLUDE PHYSICAL examination
in the selection process and are now getting in touch with various hospitals to enter into a
contract with them.
Certain changes should be made in Recruitment and Selection process of Big Bazaar such
as new sources of recruitment should be entertained, written examinations should be
included in selection process and physical examination should be considered as a part of
Selection Process.
74
APPENDIX
QUESTIONNAIRE
DEPARTMENT
DESIGNATION
1. Does your company follow formal recruitment process?
75
a) Yes
c) Can't say
b) No
c) Dont say
b) yeary basis
c) Both
3. Which sources of recruitment your company should follow?
a) Promotion / Transfer
b) Consultancy
c) Campus Placements
d) References
e) Any Other..
4. What criteria do you think should be used for selection process?
a) Written test
b) Personal Interview
c) Written test and Interview
d) Any Other..
5. According to you, 3 rounds of interview in Big Bazaar are essential for an effective
recruitment process.
a) Strongly agree
b) Agree
c) Cant say
d) Disagree
e) strongly disagree
76
a) Yes
b) No
b) No
c) Can't say
9. Are you satisfied with the overall recruitment & selection process of your company?
a) Satisfied
b) Neutral
c) Dissatisfied
10. Which of the following factors mentioned below you think have beneficial effect upon
the ability of Big Bazaar to attract & retain good employees?
a) Salary Package
b) Brand Name
c) Career Growth
e) Good working environment
e) Any Other..
11. According to you, the recruitment department in your organization is efficient enough.
a) Strongly agree
b) Agree
c) Cant say
d) Disagree
e) strongly disagree
12. The salary offered at the time of interview to the candidates is at par with the market rate.
a) Strongly agree
b) Agree
c) Cant say
77
d) Disagree
e) strongly disagree
13. You are satisfied with the recruitment process in your organization.
a) Strongly agree
b) Agree
c) Cant say
d) Disagree
e) strongly disagree
BIBLIOGRAPHY
78
BOOKS:
Understanding and managing people (BEACON BOOKS)
Human Resource Management (Golgotha Publishing Company)
Personnel/Human Resource Management (MSM Textbook)
Organization Effectiveness and Change (MSM Textbook)
Organizational Behavior (MSM Textbook)
INTERNET SOURCES:
www.wikipedia.com
www.kumc.edu.com
www.hr.uchicago.com
www.vishalmegamart.net.co
www.google.com
www.pantaloon.co.in
79