Summer Training Report

ON
RECRUITMENT AND SELECITON
AT BIG BAZAR
Submitted in partial fulfillment of the requirement of the degree of
BACHELORS OF BUSINESS ADMINISTRATION
Affiliated from
H.N.B. Garhwal University, Srinagar

Submitted by-
SHARMISTHA RANA
(HUMAN RESOURCE )

Internal Guide: External Guide:

Surbhi Sharma Vikas Tyagi

DEPARTMENT OF MANAGEMENT
INSTITUTE OF TECHNOLOGY & MANAGEMENT
DEHRADUN

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 ACKNOWLEDGEMENT

At the very outset, I would like to acknowledge with immense gratitude the support and guidance of some
people without whom the project could not have been completed. Also thanks to them, I learnt a lot more
additional things than that just restricted to my project.

First of all I would like to thank my project guide MRS PARUL GOEL (Designation) for his support and
patience with me despite him being hard pressed for time.

I am thankful to (BIG BAZAR ) for providing me with the wonderful opportunity and allowing me to take this
study.

Also I would like to thank the faculty guide of my college (faculty’s name) who guided me in my project.

I would also like to thank (other members of your training institute who helped you out in completion of your
project report.)

Last but not the least I would like to thank my parents who have always showed their full faith in me, and are
the biggest source of my encouragement and guidance.

SHARMISTHA RANA

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 CANDIDATE’S DECLARATION

I hereby declare that the work for the project Report entitled “ RECRUITMENT AND SELECTION AT
BIGBAZAR” ” is completely done by me, based on my own work conducted in “ training institute” for the partial
fulfillment of my Bachelors of Business Administration.
Admittedly I have received suggestions and guidance from my guides.

Date- SHARMISTHA RANA

Place:- Dehradun BBA

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 CONTENTS

Title i
To whom so ever it may concern ii
Acknowledgement iii
Preface iv
Candidate’s declaration v

CHAPTER No. DESCRIPTION PAGE No.

Chapter-1 Company’s profile

1.1 An Introduction
1.2 Mission
1.3 Goals

Chapter-2 Topic undertaken

2.1 an introduction
2.2 definitions by different authors

Chapter 3 Training and development at Minda Industries

Chapter-4 Research Methodology

4.1 Research Objective

4.2 Sources of data collection
4.3 data analysis & interpretation
4.4 Findings and limitation

Chapter-5 Conclusion
Chapter-6 Suggestions
Chapter-7 Bibliography
Chapter-8 Annexure

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 Executive Summary

The major objective of the study is to analysis the recruitment and selection process at a Big
Bazaar Family Centre at Dehradun and find the employee satisfaction level with it and tell the
reasons for dissatisfaction among employees if any so that to improve the efficiency of their
recruitment and selection process.
Recruitment is the discovering of potential applicant for actual or anticipated organizational
vacancies. Accordingly the purpose of recruitment is to locate sources of manpower to meet the
job requirements and job specification. The objective of selection decision is to choose the
individual who can most successfully perform the job from the pool of qualified candidates. It is
the system of function and devise adopted in a given company to ascertain whether the
candidate’s specifications are matched with the job specifications and recruitment or not.
As the time period of summer training is limited to 2 month and number of respondents is taken
only 200 which are the limitations of study.

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 COMPANY PROFILE

PURPOSE OF STUDY

The purpose of research is to study the recruitment and selection process at a Big Bazaar family
Centre at Dehradun Dehradun and find the employee satisfaction level with it and tell the reasons
for dissatisfaction among employees if any so that to improve the efficiency of their recruitment
and selection process.

Future group Profile

Every day, Future Group brings multiple products, opportunities and services to millions of
customers in India. Through over 15 million square feet of retail space, we serve customers in 85
cities and 60 rural locations across the country. Most of all, we help India shop, save and realize
dreams and aspirations to live a better quality of life every day.

Future Group understands the soul of Indian consumers. As one of India’s retail pioneers with
multiple retail formats, we connect a diverse and passionate community of Indian buyers, sellers
and businesses. The collective impact on business is staggering: Around 220 million customers
walk into our stores each year and choose products and services supplied by over 30,000 small,
medium and large entrepreneurs and manufacturers from across India. And this number is set to
grow.

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Future Group employs 35,000 people directly from every section of our society. We source our
supplies from enterprises across the country, creating fresh employment, impacting livelihoods,
empowering local communities and fostering mutual growth.

We believe in the ‘Indian dream’ and have aligned our business practices to our larger objective
of being a premier catalyst in India’s consumption-led growth story. Working towards this end,
we are ushering positive socio-economic changes in communities to help the Indian dream fly
high and the ‘Sone Ki Chidiya’ soar once again. This approach remains embedded in our ethos
even as we rapidly expand our footprints deeper into India.

Retail

Pantaloon Retail (India) Limited

Future Value Retail Limited

Finance

 Future General Life Insurance Company Limited

 Future General (India) Insurance Company Limited
 Future Capital Holdings Limited
 Future Ventures (India) Limited

Services

 Future Supply Chains Limited

 Future Human Development Limited
 Future Media (India) Limited
 Future Corporate Resources Limited

Public Limited Companies listed in the National Stock Exchange and Bombay Stock Exchange

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Our Beliefs
Future Group was founded on a simple idea: Rewrite rules, retain values. This fundamental
belief created a new kind of marketplace, forever transforming Indian retail. Today our core
values continue to guide how we do business and improve the quality of life of the people we
serve.

At Future Group we are committed to being a catalyst of positive change in the communities,
societies and business sectors in which we operate. We envision India’s transformation into the
legendary 'Sone Ki Chidiya' (golden bird), taking wings once again to reach greater heights.

We take pride in our Indianness. Our belief in inclusiveness for long-term sustainable growth
and economic prosperity evokes trust among consumers, employees, suppliers, partners,
shareholders and the community.

Mission

 We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading
to economic development.
 We will be the trendsetters in evolving delivery formats, creating retail realty,
making consumption affordable for all customer segments – for classes and for
masses.
 We shall infuse Indian brands with confidence and renewed ambition.
 We shall be efficient, cost- conscious and committed to quality in whatever we
do.
 We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.

Executive Committee Board

Considered a pioneer of modern retail in India, Kishore’s leadership has led the group’s
transformation into India’s leading player in the consumption sector. Regularly ranked among
India’s most admired CEOs, he is the author of the book ‘It Happened in India’. He has won
multiple awards from government bodies and the private sector in India and abroad and is on the
board of a number of bodies, including the National Innovation Foundation in India and New
York Fashion Board.

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In a career spanning over 18 years, Anshuman has worked in all aspects of the value chain across
several industry segments such as Discrete Manufacturing, Durables, Textiles, Retail and Supply
Chain with companies like Grasim, H&R Johnson, Bombay Dyeing, and Welspun Retail. He is
responsible for starting the first Home Furnishings Specialty Retail Chain in the country in his
last assignment as the Director and CEO of Welspun Retail Ltd. before rejoining Future Group
where he created Future Supply Chains Ltd. Anshuman is a Mechanical Engineer and an MBA.

A Chartered Accountant by training, Anand has nearly 20 years of experience in corporate

finance and banking across diversified business groups. Before joining Future Group, he was
President-Corporate Finance, Vedanta Resources Group. He has been associated with Motorola
India, Credit Lyonnais, HSBC, IL & FS and Citibank.

An alumnus of IIT Mumbai and IIM Bangalore, Damodar has over two decades of experience in
the FMCG and food industry. He was a co-founder of D’Mart, a supermarket chain in Western
India, and was associated with Uniliver in India.

Co-founder of the ColorPlus brand, Kailash has over three decades of valuable experience in the
fashion business and is considered to be a stalwart in the Indian fashion industry. Before joining
Pantaloon Retail, he was associated with Weekender, Arvind Mills and Mafatlal Industries,
among other companies.

A qualified Chartered Accountant and Company Secretary with approximately 24 years of

professional experience in corporate finance, strategic business planning and investment
advisory, Mr. Rathi has worked in organizations such as KEC International, H&R Johnson and
Motilal Oswal Private Equity Advisors. He has previously worked as Group CFO with Pantaloon
Retail.

Sanjay has over two decade of experience in working with a wide range of companies in the
services sector in India and abroad. A post-graduate from Pune University, he joined Future
Group in July 2005. Before this he worked with companies like DHL Limited, Indian Hotels
Group, Bharti Enterprises and RPG Enterprises.

An alumnus of IIM Ahmedabad, Santosh has over two decades of experience in advertising. He
was President of McCann-Erickson, India prior to his association with Future Group. A highly

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respected figure in the advertising and marketing community in India, Santosh is a columnist
with the Times of India and several other publications and has addressed the global management
boards of several multinationals, including Hershey’s, Microsoft, Philips, Unilever, Coke etc. He
is also the author of the book ‘Mother Pious Lady – Making Sense of Everyday India’.

An entrepreneur in his own right and an urban developer, Sumit has 21 years of corporate
experience with significant exposure to the real estate sector. Before joining Future Group, he
was on the Board of Directors of Calcutta Metropolitan Group and Riverbank Holdings. He has
served as a Member of Infrastructure Council in CII, Infrastructure Sub-Committee Chairman,
Regional Council Member and Core Group Retail Chairman in CII (Eastern Region), and as an
Infrastructure Committee Member, Executive Committee Member, and Chairman of Young
Leaders Forum in the Indian Chamber of Commerce.

An alumnus of Birla Institute of Technology and Harvard Business School, he joined Future
Group in Au

Founders' Board

Kishore Biyani Group CEO,Future Group

Anil Biyani Director, Future Group
Rakesh Biyani Director, Future Group
Sunil Biyani Director, Future Group
Vijay Biyani Director, Future Group

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 Strategy
A new normal is being defined in the Indian consumer market every day. With far-reaching
socio-economic changes that India has undergone in the last decade, the drivers in urban and
rural India are maturing fast.

With a growth strategy tempered with localization and an inclusive business model, Future
Group is the only pure play local retailer poised to lead India’s consumption story with
sustainable value creation.

Our multi-format retail strategy captures almost the entire consumption basket of Indian
customers. As modern retail drives new demand, efficiency and consumption in new categories,
our strategy is based on our deep understanding of Indian consumers. We understand the varied
buying behavior of the Indian consumer across regional ethnicities and are constantly innovating
to craft strategies that address the subtle differences.

Future Group's strategy is aimed at achieving inclusive, sustained and profitable growth
with three levers

Customer-orientation
The bottom line in each of our retail success stories is "know your customer". Insights into the
soul of Indian consumers - how they operate, think, dream and line - helps us innovate and create
differentiating functionally.
Continuous-innovation
As India's largest retailer, we understand the importance of innovation. We rethink strategies and
realign businesses with increasing agility to provide diverse customer groups with refreshingly
different retail experiences.
Collaborative transformation
Creating a collaborative environment combining our strengths with our suppliers and vendors
helps us create immense value for our customers which in turn foster mutual growth.

We believe that modern Indian retail rests on the strength of two pillars – scale and efficiencies.
As front-runners in both areas, we firmly believe our core responsibility lies in providing
protection to customers from the overall rate of inflation. While the scale and size of our
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operations helps us improve efficiencies, it also ensures we deliver greater value to our
customers.

Our retail thrust is focused on four principal verticals of Food, Fashion, General Merchandise
and Home. These four categories together account for nearly 65% of the consumption in the
country and represent mass consumer aspirations. Acknowledging this, we are creating retail
pure play through divestment and demerger of non-retail businesses to concentrate our efforts on
these verticals.

India’s retail boom is being driven by resurgence in the economy. Modern retail still has around
6% share of the total retail spend in the country that is estimated at around US $ 400 billion.
Thus, the potential for modern retail growth in India is huge. Currently, leading retailers in
mature markets occupy the top three slots by turnover, employment and value creation. As the
Indian economy matures, it is upon us to make the same happen in our country.

Milestones
25 years ago, we began our pioneering journey transforming the Indian retail landscape, whole-
heartedly believing in rewriting rules and retaining values.
Today, our deep footprint across India and landmark growth is testament to our enduring
values.

2011

 April 2011 – KB’s Fairprice celebrates opening its 200 stores in India
 May 2011 – Future Supply Chains becomes ISO certified

2010

 Future Group launches its telecom brand T24 in partnership with Tata
Teleservices to provide additional loyalty benefits to its customers.
 Future Group launches products in key FMCG categories through Such, a brand
co-created with Sachin Tendulkar.

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  Future Group connects over 4000 small and medium Indian manufacturers and
entrepreneurs with consumers.

2009

 Future Group celebrates its first Shopping Festival across all retail formats in key
Indian cities.
 Future University starts its campuses in Ahmadabad, Bangalore and Kolkata to
offer degree programs through a tie-up with IGNOU.
 Future Group partners with Hong Kong-based Li & Fung Group to strengthen its
supply chain and logistics network across the country.

2008

 2007 Future Capital Holdings becomes the second group company to make a
successful Initial Public Offering (IPO) in the Indian capital market.
 Big Bazaar crosses the 100-store mark, marking one of the fastest expansions of
the hypermarket format anywhere in the world.
 Total operational retail space crosses the 10 million square feet mark.
 Future Group acquires rural retail chain Aadhar from the Godrej Group, which
has a presence in 65 rural locations.

 Future Group crosses the $1 billion turnover mark.
 Specialized companies in retail media, logistics, IPR and brand development and
retail-led technology services become operational.
 Pantaloon Retail wins the International Retailer of the Year award at US-based
National Retail Federation convention in New York, and Emerging Retailer of the
Year award at the World Retail Congress held in Barcelona.
 Online portal Futurebazaar.com becomes India’s most popular shopping portal.

2006

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  Future Capital Holdings, the group’s financial arm, is formed to manage over $1.5
billion in real estate, private equity and retail infrastructure funds.
 Home Town, the home building and improvement products retail chain, is
launched along with consumer durables format Ezone and furniture chain
Furniture Bazaar.
 Future Group enters into joint venture agreements to launch insurance products
with Italian insurance major Generali.
 Future Group forms joint ventures with US office stationery retailer Staples.

2005

 Future Group moves beyond retail and acquires a stake in Galaxy Entertainment,
Indus League Clothing and Planet Retail.
 Future Group sets up Kshitij, India’s first real estate investment fund, to build a
chain of shopping malls.

2004

 Future Group launches India’s first seamless mall, Central, in Bangalore.

2002

 Food Bazaar, the supermarket chain is launched.

2001

 Future Group launches three Big Bazaar stores within a span of 22 days in
Kolkata, Bangalore and Hyderabad.

1997

 Future Group enters modern retail with the launch of the first 8000-sq. ft. store
Pantaloons in Kolkata.

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1995

 Future Group launches John Miller, a brand for Formal shirts.

1994

 The Pantaloon Shoppe, Future Group’s exclusive menswear store in a franchisee

format is launched across the nation. The company starts distribution of branded
garments through multi-brand retail outlets across the nation.

1992

 Pantaloon Retail India Ltd makes an Initial public offer (IPO).

1991

 BARE, an Indian denim brand is launched.

1987

 The company is incorporated under the name of Manz Wear Private Limited.
 Pantaloons, one of India’s first formal trouser brands, is launched.

Big bazaar

Big Bazaar is a chain of hypermarket in India. Currently, there are 214 stores across 90 cities and
towns in India covering around 16 million sq.ft. of retail space. Big Bazaar is designed as an
agglomeration of bazaars or Indian markets with clusters offering a wide range of merchandise
including fashion and apparels, food products, general merchandise, furniture, electronics, books,
fast food and leisure and entertainment sections.

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Big Bazaar is part of Future Group, which also owns the Central Hypermarket Brand
Factory Pantaloons, eZONE, HomeTown, futurebazaar.com, KB's Fair Price to name a few and
is owned through a wholly owned subsidiary of Pantaloon Retail India Limited(BSE: 523574
523574, that is listed on Indian stock exchanges.

History

Big Bazaar was launched in September, 2001 with the opening of its first four stores in Calcutta
Indore, Bangalore and Hyderabad in 22 days. Within a span of ten years, there are now 161 Big
Bazaar stores in 90 cities and towns across India.

Big Bazaar was started by Kishore Biyani, the Group CEO and Managing Director of Pantaloon
Retail India. Though Big Bazaar was launched purely as a fashion format including apparel,
cosmetics, accessory and general merchandise, over the years Big Bazaar has included a wide
range of products and service offerings under their retail chain. The current formats include Big
Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar. The inspiration behind this entire
retail format was from Saravana Stores, a local store in T. Nagar, Chennai

The stores are customized to provide the feel of mandis and melas [2] while offering the modern
retail features like Quality, Choice and Convenience. As the modern Indian family's favorite
retail store, Big Bazaar is popularly known as the "Indian Walmart".

On successful completion of ten years in Indian retail industry, in 2011, Big Bazaar has come up
a new logo with a new tag line: ‘Naye India Ka Bazaar’, replacing the earlier one: 'Isse Sasta Aur
Accha Kahin Nahin'.

Strategy At Big Bazaar

According to Kishore Biyani's 3-C theory, Change and Confidence among the entire population
is leading to rise in Consumption, through better employment and income which in turn is
creating value to the agricultural products across the country. ] Big Bazaar has divided India into
three segments:

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India one: Consuming class which includes upper middle and lower middle class (14% of India's
population).

India two: Serving class which includes people like drivers, household helps, office
peons, liftmen, washermen, etc. (55% of India's population) and

India three: Struggling class (remaining 31% of India's population).

While Big Bazaar is targeted at the population across India one and India two segments, Aadhaar
Wholesale is aimed at reaching the population in India three segment. With this, Future
Groupemerged as a retail destination for consumers across all classes in the Indian society

Operations

The Big Bazaar Store in Nagpur.

Most Big Bazaar stores are multi-level and are located in stand-alone buildings in city centers as
well as within shopping malls. These stores offer over 200,000 SKUs in a wide range of
categories led primarily by fashion and food products.

Food Bazaar, a supermarket format was incorporated within Big Bazaar in 2002 and is now
present within every Big Bazaar as well as in independent locations. A typical Big Bazaar is
spread across around 50,000 square feet (4,600 m2) of retail space. While the larger metropolises

20
have Big Bazaar Family centers measuring between 75,000 square feet (7,000 m2) and 160,000
square feet (15,000 m2), Big Bazaar Express stores in smaller towns measure around 30,000
square feet (2,800 m2).

Big Bazaar has the facility to purchase products online through its official web page, and offers
free shipping on some of their products.

Innovation
Wednesday Bazaar

Big Bazaar introduced the Wednesday Bazaar concept and promoted it as “Hafte Ka Sabse Sasta
Din”. It was mainly to draw customers to the stores on Wednesdays, when least number of
customers are observed. According to the chain, the aim of the concept is "to give home makers
the power to save the most and even the stores in the city don a fresh look to make customers
feel that it is their day,

Sabse Sasta Din

With a desire to achieve sales of Rs 26 Crore in a one single day, Big Bazaar introduced the
concept of "Sabse Sasta Din". The idea was to simply create a day in a year that truly belonged
to Big Bazaar. This was launched on January 26, 2006 and the result was exceptional that police
had to come in to control the mammoth crowd. The concept was such a huge hit that the offer
was increased from one day to three days in 2009 (24 to 26 Jan) and to five days in 2011 (22-26
Jan).

Maha Bachat
Maha Bachat was started off in 2006 as a single day campaign with attractive promotional offers
across all Big Bazaar stores. Over the years it has grown into a 6 days biannual campaign. It has
attractive offers in all its value formats such as Big Bazaar, Food Bazaar, Electronic Bazaar and
Furniture Bazaar - catering to the entire needs of a consumer.

The Great Exchange Offer

On February 12, 2009 Big Bazaar launched "The Great Exchange Offer", through with the
customers can exchange their old goods in for Big Bazaar coupons. Later, consumers can redeem
these coupons for brand new goods across the nation.

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 Big Bazaar at Sarkhej Gandhinagar Highway in Ahmedabad

2001

 Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore
and Hyderabad

2002

 Big Bazaar - ICICI Bank Card is launched.

 Food Bazaar becomes part of Big Bazaar with the launch of the first store in
Mumbai at High Street Phoenix

2003

 Big Bazaar enters Tier II cities with the launch of the store in Nagpur
 Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon

2004
 Big Bazaar wins its first award and national recognition. Big Bazaar and Food
Bazaar awarded the country’s most admired retailer award in value retailing and
food retailing segment at the India Retail Forum
 A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10
million turnover on a single day

2005

 Initiates the implementation of SAP and pilots a RFID project at its central
warehouse in Tarapur
 Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting
customers to exchange household junk at Big Bazaar
 Electronic Bazaar and Furniture Bazaar are launched
 Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card
program to reward its loyal customers.
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2006

 Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1, 37,367
shopping bill. The Sangli farmer becomes Big Bazaar’s largest ever customer.
 Big Bazaar launches Shakti, India’s first credit card program tailored for
housewives
 Navaras – the jewellery store launched within Big Bazaar stores

2007


 The 50th Big Bazaar store is launched in Kanpur
 Big Bazaar partners with Futurebazaar.com to launch India's most popular
shopping portal
 Big Bazaar initiates the "Power of One" campaign to help raise funds for the Save
The Children India Fund

 Pantaloon Retail wins the International Retailer of the Year at US-based National
Retail Federation convention in New York and Emerging Retailer of the Year
award at the World Retail Congress held in Barcelona.

2008

 Big Bazaar becomes the fastest growing hypermarket format in the world with the
launch of its 101st store within 7 years of launch
 Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar
 Big Bazaar joins the league of India’s Business Super brands. It is voted among
the top ten service brands in the country in the latest Pitch-IMRB international
survey
 Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar" campaign, to
provide exceptional deals on groceries and food items during the first week of
every month.

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2009

 Big Bazaar opens its second store in Assam at Tinsukia

 Big Bazaar initiates Maha Annasantarpane program at its stores in South India – a
unique initiative to offer meals to visitors and support local social organizations
 Big Bazaar captures almost one-third share in food and grocery products sold
through modern retail in India
 Mahendra Singh Dhoni and Asin, youth icons of India, were chosen as the brand
ambassadors of Big Bazaar
 Big Bazaar announced the launch of 'The Great Exchange Offer'
 Formed a joint venture with Hidesign to launch Holii, a new brand of handbags,
laptop bags and other accessories.

2010

 Future Value Retail Limited is formed as a specialized subsidiary to spearhead the

group’s value retail business through Big Bazaar, Food Bazaar and other formats.
 Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year.
Adjudged the Most Preferred Multi Brand Food & Beverage Chain, Most

Preferred Multi Brand Retail Outlet and Most Preferred Multi Brand One Stop
Shop
 Big Bazaar connects over 30,000 small and medium Indian manufacturers and
entrepreneurs with around 200 million customers visiting its stores
 Big Bazaar opens its third store in Kanpur at Z Square Mall
 Big Bazaar opens its fourth store in Kanpur at Jajmau which is the largest leather
tannery garrison of Asia
 Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price Challenge
exercise
 Ranked 6 among the Top 50 Service Brands in India. [10]

2011

 Big Bazaar forays into the rural wholesale and distribution business through
‘Aadhaar Wholesale’ store at Kalol, Gujarat.
 Big Bazaar has come up a new logo with a new tag line: ‘Naye India Ka
24
 Bazaar’. [11]
 200th store opened in India [12]
 Future Group has launched its latest venture, Foodhall – a premium food
destination across 10 metros in India [13]
 For the convenience of the online customers, Big Bazaar has started free shipping
on all orders above Rs. 1000 [14]
 Entered into an agreement with Hindustan Unilever to co-develop and co-brand
bakery products, which would be sold exclusively at Big Bazaar stores. [15]

2012

 Big Bazaar entered into a five year multi-million dollar deal with Cognizant
Technology Solutions for IT infrastructure services that support Future Group's
network of stores, warehouses, offices, and data centers. [16]
 Partnered with Disney to launch "Kidz Cookies", exclusively for kids across
India. [17]
 Big Bazaar is planning to add further value to its retail services by offering Value
added services like grinding, de-seeding, vegetables cutting at free of cost.

25
 Recruitment

Recruitment is “hiring” of employees from outside. Recruitment has been regarded as the
most important function of the HR department , because unless the right type of people
are hired, even the best plans, organization chart and control system would not do much
good.

Recruitment is the discovering of potential applicant for actual or anticipated

organizational vacancies. Accordingly the purpose of recruitment is to locate sources of
manpower to meet the job requirements and job specification.

It is defined as „ a process to discover the sources of manpower to meet the requirements

of staffing schedule and to apply effective measures for attracting the manpower to
adequate number to facilitate effective selection of an effective workforce‟

Yoder points out that recruitment is a process to discover the sources of manpower to
meet the requirement of the staffing schedule and to employee effective measures to
attracting that manpower in adequate number to facilitate effective selection of an
effective workforce.

Edwin B Flippo defines recruitment as „the process of searching for prospective

employees and stimulating them to apply for the jobs in the organization.‟

“It is the process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their application are
submitted. The result is a pool of applicants from which new employees are selected.”

26
 Methods of Recruitment

Dunn and Stephens summaries the possible recruiting methods into three categories,
namely

 1 Direct method
 2 Indirect method
 3 Third party method

DIRECT METHOD

The direct method includes sending of the recruiters to different educational and
professional institutions, employees contact with public, and mannered exhibits. One of
the widely used methods is sending the recruiters to different colleges and technical
schools. This is mainly done with the cooperation of the placement office of the college.
Sometimes, firms directly solicit information form the concerned professors about
student with an outstanding records.

Other direct methods include sending recruiters to conventions and seminars, setting up
exhibits at fairs, and using mobile offices to go the desired centers.

INDIRECT METHOD

Indirect method involves mainly advertising in newspapers, on the radios, in trade and
professional journals, technical magazines and brochures. Advertisements in newspapers
and or trade journals and magazines are the most frequently used methods. Senior post is
largely filled with such methods. Advertising is a very useful for recruiting blue color and
hourly worker, as well as scientific, professional, and technical employees.

Local newspaper can be good sources of blue collar workers, clerical employees, and
lower level administrative employees. The main point is that the higher the position in the
organization the more dispersed advertisement is likely to be. The search for the top
executive might include advertisement in a national periodical, whereas the
advertisement of the blue color jobs usually confine to the daily newspaper.
27
 According to the Advertisement tactic and strategy in personnel Recruitment, three main
points need to be borne in the mind before an advertisement in inserted.

First, to visualize the type of applicants one is trying to recruit.

Second, to write out a list of advantages the company offers, or why should the reader
join the company.

Third, to decide where to run the advertisement , not only in which area, but also in
which newspaper having a local, state or a nation- wide circulation.

THRID PARTY

These include the use of commercial or private employment agencies, state agencies, and
placement offices of schools colleges and professional associations recruiting firms,
management consulting firms, indoctrination seminars for college professors, and friends
and relatives.

Private employment agencies are the most widely used sources. They charge a small fee
from the applicant. They specialize in specific occupation; general office help, salesmen,
technical workers, accountant, computer staff, engineers and executives.

State or public employment agencies are also known as the employment or labor
exchanges, are the main agencies for the public employment. Employers inform them of
their personnel requirement, while job seekers get information for them about the type of
job are referred by the employer.

Schools and colleges offer opportunities for recruiting their student. They operate
placement services where complete bio data and other particular of the student are
available.

Professional organization or recruiting firms maintain complete information records

about employed executive. These firms maintain complete information records about
employed executives. These firms are looked upon as the „head hunters‟ , „raiders‟, and
„pirates‟ by organization which loose their personnel through their efforts.

28
 Evaluation of the recruitment method
The following are the evaluation of the recruitment method
 Number of initial enquires received which resulted in completed application
forms
 Number of candidates recruited.
 Number of candidates retained in the organization after six months.
 Number of candidates at various stages of the recruitment and selection process,
especially those short listed.

Objective of recruitment
 To attract with multi dimensional skills and experience that suite the present and
future organization strategies.
 To induct outsider with new perspective to lead the company.
 To infuse fresh blood at all levels of organization.
 To develop an organizational culture that attracts competent people to the
company.
 To search or headhunt people whose skill fit the company’s values.
 To seek out non-conventional development grounds of talent
 To devise methodology for assessing psychological traits.
 To search for talent globally not just with in the company.
 To design entry pay that competes on quality but not on quantum.
 To anticipate and find people for position that doesn’t exists yet.

Recruitment represents the first contact that a company makes with potential employees.
It is through recruitment that many individuals come to know about the company and
eventually decide whether they wish to work for it.

The recruitment process should inform qualified individuals about the job so that
applicant can make comparison with their qualification and interest.

29
 Factors affecting Recruitment

There are two types of factors that affect the Recruitment of candidates for the company.

1: Internal factors: These includes

 Company’s pay package
 Quality of work life
 Organizational culture
 Company’s size
 Company’s product
 Growth rate of the company
 Role of trade unions
 Cost of recruitment

2: External factors: These include

 Supply and demand factors
 Employment rate
 Labor market condition
 Political, legal and government factors
 Information system

Factors to be undertaken while formulating recruitment policies

The following factors should be undertaken while formulating the policies -

 Government polices
 Recruitment sources
 Recruitment needs
 Recruitment cost
 Organizational and personal policies

30
 Theories Regarding Recruitment
Recruitment is two way street: it takes a recruiter has a choice whom to recruit, same way
the prospective employee also has taken the decision whether or not to apply for the
given job vacancy. The individual take the decision usually on three different basic:

 The objective factors

 The critical contact
 The subjective factor

The objectives theory views that the process of organizational choice as being one of
weighing and evaluating set of measurable characteristic of employment offers, such pay,
benefits , location, opportunity for advancement, the nature of job to performed, and
education opportunities.

Whereas, the critical contact theory suggests that the typical candidates is unable to
make a meaningful differentiation of organization’s offers in terms of objective or
subjective factors, because of his limited or very short contact with the organization.
Choice can be made only when applicant can readily perceive the factors such as the
behavior of the recruiters, the nature of the physical facilities, and such as the efficiency
in processing paper work association with the application.

On the other hand, the subjective theory emphasizes the congruence. Here the choices
are made on highly personal and emotional basis.

Recruitment Process

The actual steps involved in recruitment follow a well defined path:

Application shortlist: In this step, we shortlist the resume received from various
sources based on the suitability for the requirement.

Preliminary Assessment: The short listed candidates go through a preliminary

round of interviews. This interview lays more emphasis on functional competencies. To
31
 have more data on the functional skills, the candidates may be given a business case for
analysis and presentation (This is done for certain positions only).

Final interview: Here the candidates who successfully clear the first round of
interview go through another round of interview with one or more of the functional
heads.

Medical Evaluation: Candidates who are selected by big bazaar are asked to undergo
a medical test.

PHILSOPHIES OF RECRUITEMT

Basically there are two Philosophies of recruitment. These are as follows:

Realistic Job Previews

Realistic Job Previews provides complete job related information to the applicants so that
they can make the right decision before taking up the jobs. It includes positive and the
negative aspects of the job.

JOB COMPATIBILITY QUESTIONNAIRE: (JCQ)

Job compatibility Questionnaire was developed to determine whether an applicant’s

preference for the work match the characteristic of the job. The JCQ is designed to collect
information on all aspects of the job which have a bearing in on employee performance
.absenteeism, turnover and job satisfaction. The underlying assumption of JCQ is that,
greater the compatibility between an applicant’s preference for the job and characteristic
of the job as perceived by the job seeker, the greater the probability of employee
effectiveness and longer the tenure.

32
 RECRUITMENT AND SELECTION
Selection is a negative process and involves the elimination of candidates who do not
have the required skills and qualification for the job proposed. Also it is a process of
differentiating between applicants in order to identify and hire those with greater
likelihood of success in job.

The objective of selection decision is to choose the individual who can most successfully
perform the job from the pool of qualified candidates. It is the system of function and
devise adopted in a given company to ascertain whether the candidate’s specifications are
matched with the job specifications and recruitment or not.

Selection process or activities typically follow a standard patter, beginning with an initial
screening interview and concluding with final employment decision. The traditional
selection process includes: preliminary screening interview, completion of application
form, employment test, comprehensive interview, background investigation, physical
examination and final employment decision to hire.

Organization for selection

It facilitates contact with applicants because issues pertaining to employment can be
cleared through one central location.

It helps operating managers to concentrate on their operating responsibilities. This is

especially helpful during the chief hiring period.

It can provide for better selection because hiring is done by specialist trained in staffing
techniques. Until recently the basic hiring process was performed in a rather unplanned
manner in many organizations. In some companies, each department screened and hired
its own employees. Many mangers insisted on screening their own employees as they
thought no one else could do that as efficiently as they themselves.

But now selection is centralized and handled by the Human Resource Department. This
type of arrangement is also preferred due to some of these advantages:

33
 It is easier for the application because they can send their applications to a single
centralized department.

The applicant is better assured of consideration for a greater variety of jobs.

Hiring cost is cut because duplication of efforts is reduced.

With increased governmental regulation on selection process, it is important that people

who know about these rules handle a major part of the selection process.

Ideally, a selection process involves mutually decision making. The organization decides
whether or not to make a job offer and how attractive the job offer should be.

BARRIERS TO EFFECTIVE SELETION

The main objective of selection process is to hire people having competence and
commitment towards the given job profile. But due to some reason the main purpose of
effectively selecting candidates is defeated. These reasons are :

Perception or the Halo effect: Many times the interviewer selects a candidate
according to the perception he has or he made up while talking or looking at the
individual. This way he does not see through the caliber or the efficiency of the
individual and many times it leads to the selection of the wrong candidates.

Fairness: During the selection process the interviewer does not select the individual on
the basis of his knowledge and hence the right type of the candidates is not selected.

Pressure: The people from the HR department and also have a lot of pressure from the
top management and from other top class people for selecting the candidates they want.
This ways the purpose of effective selection process of effective selection process is
defeated as they have to select that individual whether or not he is capable of the job. that
is being offered.

34
 ESSENTIAL OF SELECTION PROCEDURE

Someone should have the authority to select.

There must be sufficient number of applicants from whom the required number of
employees to be selected.

There must be some standards of personnel with which a prospective employee may be
compared.

FACTORS EFFECTING SELECTION DECISION

Includes:

 Profile matching
 Organization and social environment
 Multi correlations
 Successive hurdles

3. RESEARCH OBJECTIVE
 To study the recruitment and selection process at a Big Bazaar family Centre at Dehradun
Dehradun
 To find the employee satisfaction level with recruitment and selection process at Big
Bazaar family Centre.

35
4. RESEARCH METHODOLOGY:

RESEARCH DESIGN:

Primary Data:
The information is collected through the primary sources like:

 observation with the employees of the department

 Questionnaire
 Discussion with the head of the departments

Secondary Data:
The data is collected through the secondary sources like:

 Company site
 Boks

DATA COLLECTION METHOD AND INSTRUMENTS:

Data collected through Questionnaire filled by 200 employees of Big Bazaar family centre.

DATA ANALYSIS TECHNIQUES:

Charts, tables, graphs etc

4.4 LIMITATIONS OF STUDY:

The study duration is limited to 8 weeks only and it’s not possible to observe and analyze every
aspect of Recruitment and Selection process of Big Bazaar family center.

36
5. DATA ANALYSIS AND INTERPRETATION
Descriptive analysis:

Gender of Respondents

Table: A
No. of Percent of
Gender
Respondent Respondent
Male 127 63.5
Female 73 36.5

Graph: 1

Interpretation:
Out of 100 respondents, 63.5% are male and 36.5% are female respondents

37
 Age of Respondents

Age No. of Percent of

Group Respondent Respondent
18-25 42 69.5
26-35 28 16
36-45 20 11.5
above 10 3

Interpretation:
Out of 100 respondents, 69.5% respondents are under the age group of 18-25, 16%
respondents are under the age of 26-35, and 11.5% respondents are under the age group
of 36-45 and 3% respondents are above the 45 years of age.

38
 Qualification of Respondents

Education No. of Respondent Percent of Respondent

10+2 20 20
Graduation/Diploma 68 68
post graduate 12 12

#REF!

0.8
#REF!
0.6

0.4

0.2

Interpretation:
Out of 100 respondents, 20 % respondents are 10+2, 68% respondents are either
graduated or diploma holders, 12% respondents are post graduate.

39
 Annual family Income of Respondents

Annual Family Percent of

No. of Respondent
Income Respondent
200000-400000 56 56
400000-800000 21 21
800000-1000000 12 12
above 10 10

Annual Family Income

1
0.8
#REF!
0.6
0.4
0.2
0
200000-400000

Interpretation:
Out of 100 respondents, 56 % respondents are come under the annual income group of 2-
4 lakhs, 20.5% respondents are come under the annual family income group of 4-8 lakhs,
12.5% respondents are come under the annual family income group of 8-10 lakhs, 10%
respondents are come under the annual family income group of above 10 lakhs.

\
40
 Do you know about recruitment and selection process at Big
Bazaar family centre?

Do you know about recruitment and Percent of

No. of Respondent
selection? Respondent
Yes 89 89
No 11 11

Interpretation:
Out of 100 respondents, 89% respondents know about recruitment and selection process at Big
Bazaar family centre, and 11% do not know about that.

41
 How do know about the vacancy in BBFC?

Percent of
How do know about the vacancy in BBFC? No. of Respondent
Respondent
Newspaper 9 9
company site 15 15
Friends 33 33
through company employee 42 42
any other 1 1

#REF!
#REF!

Newspaper

Interpretation:
Out of 100 respondents, 9% respondents know about vacancy through Newspaper, 14.5%
respondents know that through Company site and 33% respondents through friends, 43%
respondents through employee already working at Big Bazaar and 0.5% through any other
Source.

42
 Is the recruitment and selection process fulfilling
expectations?

Is the recruitment and selection process

No. of Respondent Percent of Respondent
fulfilling expectations?
Yes 61 61
No 39 39

#REF!
#REF!

Yes

Interpretation:
Out of 100 respondents, 61% respondents give responses that recruitment and selection process
has fulfill their expectations at Big Bazaar family Centre and 39% respondents give responses
that recruitment and selection process do not fulfill their expectations at Big Bazaar family
Centre.

43
 Is the recruitment and selection process is transparent
enough?

Is the recruitment and selection process is

transparent enough? No. of Respondent Percent of Respondent
Yes 64 64
No 36 36

#REF!
#REF!

Yes

Interpretation:
Out of 100 respondents, 64% respondents give responses that recruitment and selection process
at Big Bazaar family Centre is transparent and 36% respondents give responses that recruitment
and selection process at Big Bazaar family Centre is not transparent enough.

44
 Scaling by employee on recruitment and selection
process of Big Bazaar on certain parameters

Scaling by employee on recruitment and selection process of Big Bazar on certain parameters
Excellent Good Average Poor Worst
Parameters No. of % of No. of % of No. of % of No. of % of No. of % of Total
Respdt. Total Respdt. Total Respdt. Total Respdt. Total Respdt. Total

Transparency 0 0 18 9 154 77 28 14 0 0 200

Feedback 0 0 24 12 140 70 36 18 0 0 200
Time taken 0 0 14 7 151 75.5 35 17.5 0 0 200
Advertisement
0 0 21 10.5 127 63.5 52 26 0 0 200
about vacancy
Terms and
0 0 27 13.5 131 65.5 42 21 0 0 200
conditions

Interpretation:

Transparency
Out of 100 respondents, for transparency, 9% respondents think that recruitment and selection
process at Big Bazaar is good, 77% think it is average, 14% think it is poor.

Feedback
Out of 100 respondents, for Feedback, 12% respondents think that recruitment and selection
process at Big Bazaar is good, 70% think it is average, 18% think it is poor.

Time Taken
Out of 100 respondents, for time taken, 7% respondents think that recruitment and selection
process at Big Bazaar is good, 75.5% think it is average, 17.5% think it is poor.

45
Advertisement about Vacancy
Out of 100 respondents, for vacancy advertisement, 10.5% respondents think that recruitment
and selection process at Big Bazaar is good, 63.5% think it is average, 26% think it is poor.

Terms and Conditions

Out of 100 respondents, for terms and conditions for recruitment and selection, 13.5%
respondents think that recruitment and selection process at Big Bazaar is good, 65.5% think it is
average, 21% think it is poor.

53
Are you satisfied with the recruitment and selection
process?

Are you satisfied with the recruitment and

selection process at big bazaar family No. of Respondent Percent of Respondent
centre
Yes 63 63
No 37 37

#REF!

0.8
#REF!
0.6

0.4

0.2

Interpretation:

Out of 100 respondents, 62.5% respondents give responses that they are satisfied with
recruitment and selection procedures at Big Bazaar family Centre and 37.5% respondents give
responses that they are not satisfied with recruitment and selection procedures at Big Bazaar
family Centre.

54
 Scale the recruitment and selection process on
employee career building?

Scale the recruitment and selection process

No. of Respondent Percent of Respondent
on employee career building
Excellent 11 11
Good 50 50
Average 36 36
Poor 3 3

#REF!

1
0.8
#REF!
0.6
0.4
0.2
0
Excellent

Interpretation:
Out of 100 respondents, 11% respondents think it is excellent in employee career building, 50%
respondents think it is good, 36% respondents think it is average and 3% respondents think it is
poor.

55
Is the internal recruitment sources are primarily considered
for recruitment at big bazaar family centre?

Is the internal recruitment sources are

primarily considered for recruitment at No. of Respondent Percent of Respondent
big bazaar family centre?
Strongly Agree 58 58
Agree 14 14
Don't know 12 12
Disagree 16 16
Strongly Disagree 0 0

#REF!

0.8
#REF!
0.6

0.4

0.2

Interpretation:
Out of 100 respondents, 58% respondents are strongly agree that internal recruitment sources are
the primarily considered for recruitment at Big Bazaar family centre, 14% respondents are agree
with that, 12.5% are don’t know about that, 15.5% are disagree with that statement.

56
 What are the reasons for choosing big bazaar family center
as your employer?

What are the reasons for choosing big

No. of Respondent Percent of Respondent
bazaar family center as your employer ?
Work culture 39 39
Work profile 28 28
Pay and perk packages 16 16
Future growth and development 17 17
Job security 0 0
Any other 0 0

#REF!

1
0.8
#REF!
0.6
0.4
0.2
0
Work culture

Interpretation:

Out of 100 respondents, 38.5% respondents give responses that they choose big bazaar family
centre as their employer because of its work culture, 28% respondents are given responses that
they choose big bazaar family Centre as their employer because of work profile, 16%
respondents give responses that they choose big bazaar family Centre as their employer because
of its pay and packages,17.5% respondents due to future growth prospects.
57
 Do you satisfy with your current work profile and post?

Do you satisfy with your current work

No. of Respondent Percent of Respondent
profile and post?
Yes 68 68
NO 32 32

#REF!
#REF!

Yes

Interpretation:
Out of 100 respondents, 67.5% respondents give responses that they are
satisfied with their current post and profile and 32.5% respondents give
responses that they are not satisfied with their current post and profile at Big
Bazaar family Centre.

58
 What are the unique features you identified in the
recruitment policy of the BBFC?

What are the unique features you

identified in the recruitment policy of No. of Respondent Percent of Respondent
the BBFC? specify

Very friendly Atmosphere 48 48

Transparency at all levels 30 30
Less time taken 10 10
Any other 12 12

Percent of Respondent
50
45
40
35
30
25
20
15
10
5
0 Percent of Respondent

Interpretation:
Out of 100 respondents, 47.5% respondents give responses that the unique thing about Big Bazaar recruitment
and selection process is their friendly atmosphere, 30.5% respondents give responses that the unique thing
about Big Bazaar recruitment and selection process is their transparency, 9.5% respondents give responses
that the unique thing about Big Bazaar recruitment and selection process is their process is very fast and quick
and take less time.

59
6. Findings:
 Research finds that most of the employees (89%) were well aware of recruitment and
selection process at big bazaar family centre .
 Majority of recruitment is through referrals (43%) by friends.
 It is found that around 61% employees feel satisfied with their job profile allocated while
39.5% employees do not find job allocated interest to them . which is a serious concern. it
needs further study & to review the current recruitment and selection.
 Around 36% employees feel that there is a need to look at the possibility of improving
transparency in recruitment and selection .
 60% employee feel that big bazaar family centre takes care for their career building while
36% employees feel that there is some initiative towards career building during the stay
with the big bazaar . it’s a good sign that around 97% feel that there is some initiative in
career building.

60
7. RECOMMENDATIONS
 It is recovered that the officials who are involved in selection process should be made
free from all of the task and duties. This practice will improve the effectiveness of
selection and also will reduce the waiting time from prospective employees which are
more than 5 to 6 hours more than average.

 After observation I find that Big Bazaar Family Centre only focus on external recruitment
.they should focus on both internal and external.

61
 CONCLUSION

1. The study concludes that, the recruitment and selection process in big bazaar family center is
effective. The study was conducted among 200 employees and collected information through
structured questionnaire.
2. The organization can still concentrate on specific areas which are evolved from this study in
order to make the hiring process more effective. There should be less waiting time
.organization should focus on internal recruitment as well as external. The suggestions of this
report may help in this direction.

62
ANNEXTURES

ANNEXTURE A

References
 Website of Big bazaar
 www.google.co.in
 Website of future group.

63
ANNEXTURE B

Questionnaire

1) Gender:
a) Male
b) Female
2) Age Group:
a) 18-25 years
b) 26-35 years
c) 36-45 years
d) Above 45 years
3) Occupation:
a) Service
b) Business
c) Self Employed Professional
d) Student

64
4) What sources of recruitment does big bazaar prefer.
a) Internal
b) External
c) Both
5) What are the major internal sources of recruitment.
a) Promotion
b) Transfer
c) Both

6. Do you know about recruitment and selection process at big bazaar family centre

a) Yes b) No

7. How do you know about vacancy in Big bazaar family centre

a) Newspaper
b)Company Site
c) Friends
d) Through company employee
e) Any other

8) What are the major external sources of recruitment?

a) Advertisement
b) Walkins
c) Others

9) Is the organization able to get the right person on the right job through recruitment and selection.
a) Agree
b) Strongly Agree
c) Disagree
d) Strongly Disagree
e) Neither agree nor disagree

10. Scale the recruitment and selection process on the following parameters on the scale of
1 to 5 (1=Worst, 2=Poor,3=Average,4=Good,5=Excellent)
Parameters 1 2 3 4 5
Transparency in process
Feedback
60
Time taken
Advertisement about
vacancy
Terms and conditions

11. Are you satisfied with the recruitment and selection process at big bazaar family center
a) Yes b) no

12. How is recruitment and selection doing in employee Carrier building

A) Excellent
b) good
c) fair
d) poor

13. Is the internal recruitment sources are primarily considered for recruitment at big
bazaar family centre
a) true
b) very true
c) partly true
d) not true

14. What are the various Selection tools adopted by Big Bazaar?
a) Aptitude Test
b) Personality Assessment
c) Interview
d) All the Above

15. Are reference cheques conducted as part of selection process.

a) Hiring Advice
b) Self Improvement
c) Work force Management

16. do you find the recruitment and selection process better than the one carried in any
other company you have worked before

66
A )yes b)no

17. What are the unique features you identified in the recruitment policy of the BBFC?

a) Very friendly atmosphere

b) Transparency at all level
c) Less time taken
e) Any other specify

……………………………………………………….
…………………………………………………………….
……………………………………………………………

18. Would you like to give any suggestions for the improvement of R & S procedure

……………………………………………………………
……………………………………………………………..
……………………………………………………………..

67