A Summer Training Project Report on

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

In
“Big Bazaar”

Submitted to:

Mahamaya Technical University, NOIDA

For pursuing the degree of

MASTER OF BUSINESS ADMINISTRATION

2011-2013

Submitted By: External Guide:

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

Department of Management Studies (MBA)

Raj Kumar Goel Institute of Technology

(ISO: 9001: 2008 Certified)
5-km, Stone Delhi-Meerut Road, Ghaziabad (UP-201003)
 ACKNOWLEDGEMENT
I am fortunate to have got an opportunity to undergo the “internship” at Big Bazaar.
The project has been very useful for me in understanding the various pragmatic
aspects of the management function practice in the real world.

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

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

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

(AJAY KUMAR PRAJAPATI)

Certificate
 Declaration

I Ajay Kumar Prajapati Son of Shri Om Prakash Prajapati pursuing Master of

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

Technology , Ghaziabad in the session 2012-13. I hereby declare that this

summer training research project report titled “Recruitment and Selection” is

the outcome of my own effort at Big Bazaar organization under the guidance

of Ms. Swati Sharma, (HR Executive). The same report has not been submitted

earlier to any Institute /University for awarding any degree/ diploma of MBA

or any other professional course. If there will be any violation of IPR than I

will be solely responsible to that and Institute/University has right to cancel

my degree.

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

Place: RKGIT, Ghaziabad Name: Ajay Kumar Prajapati

Roll. No: 1103370002

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

Department of Management Studies (MBA)

Date: ……………….

TO WHOM SOEVER IT MAY CONCERN

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

I wish him all the best for his future endeavors.

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

Topics Page No.

1. Executive Summary 1

2. Introduction 2

3. Recruitment and Selection 5

 Recruitment 6
 Guiding Principles Of Recruitment 7
 Recruitment Strategies and Resources 8
 Position Announcements 9
 The Recruitment Industry 10
 The Recruitment Process 13
 Selection 15
 Objectives of Recruitment and Selection 26
 Recruitment and Selection Policy Statement 26
 Company Profile 27
 Recruitment and Selection Guidelines of Big Bazaar 31
 Recruitment and selection policies for executive and 35
management trainee
 Procedure for a successful recruitment and selection 41

4. Objective of the study 55

5. Research methodology 60

6. Analysis and Interpretation 61

7. Conclusion 74

8. Recommendations 75

9. Bibliography 79

10. Appendix 80
 EXECUTIVE SUMMARY

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

critical aspects of operating your program.

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

have to offer and who possess the skills and aptitude to accomplish your goal and

objectives.

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

candidates for appointment. This process includes administering all testing phases

from the written examination up until applicants are appointed. The recruitment and

selection process should ensure fairness and consistency throughout the entire process.

It should be administered in such a way that only those applicants who meet various

job related standards are offered positions of appointment. The recruitment and

selection units should actively recruit and participate in event that will foster a diverse

applicant pool. Recruiting from a pool of targeted leads can decrease member attrition.

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

report, I have tried to include all the issues related to recruitment and selection process

which I could gather after reading various articles on Human Resource.

Introduction of
Big Bazaar
 INTRODUCTION OF BIG BAZAAR

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

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

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

what they guarantee. With the ever increasing array of private labels, it has opened the

doors into the world of fashion and general merchandise including home furnishings,

utensils, crockery, cutlery, sports goods and much more at prices that will surprise

you. And this is just the beginning. Big Bazaar plans to add much more to complete

the shopping experience. Food is the main shopped for category in this store.

Parent Company:-

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

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

LINES OF BUSINESS OF THE ABOVE STORE:-

· E-tailing

· Food

· Fashion

· Home Solution

· General Merchandise
· Leisure and Entertainment

· Wellness and Beauty

· Books and Music

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

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

counters and sell through the outlet. The small retailers also lower their prices as they

gain through bulk sales.

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

you could live a good life. But to appreciate the nuances of home economics, one

should try comparing prices. The clothes especially deserve an independent feature of

their own.

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

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

and footwear. The Food Bazaar provides a range of food and grocery products ranging

from fresh fruits and vegetables, staples, FMCG products and ready-to-cook products.

The Central offers a chain of stores including books and music stores, global brands in

fashion, sports and lifestyle accessories, grocery store and restaurants.

Services:-

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

lasts and doesn't burn holes into the pockets of existing clothing, this store offers good

bargains. What you won't get here is designs your friends will drool over. Checks and
stripes are like the far-end of the creative exercise here, and the best bet for the

fashion conscious would be the plain colors on display.

Big Bazaar

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

different qualities satisfying most of its customers.

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

different income customers is another advantage.

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

attractions and reasons for its popularity. The price ranges and the products offered are

very satisfying to the customers.

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

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

shop.

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

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

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

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

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

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

getting attracted towards Big Bazaar.

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

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

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

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

Disadvantages:-

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

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

assortment of goods in the store is the greatest. Hence at times customers find it

hard to find what they require, this leads to dissatisfaction of customer.

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

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

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

customers to search for different places.

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

middle income and a few high income groups, the elite do not like to shop at

Big Bazaar as the quality of goods is lower and they would prefer a higher

price and get better brand, this decreases sales from the elite class.

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

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

long time to move, this irritates customers which makes them visit the store

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

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

most of the times nor branded, this may dissatisfy certain customers.

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

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

always satisfied, this is not a positive for the store.

 FUTURE GROUP MANIFESTO

Rewrite Rules. Retain Values.

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

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

a glorious future gives us strength and the ability to learn, unlearn and

re-learn our ability to evolve.

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

create future scenarios in the consumer space and facilitate consumption

because consumption means socio-economic development for our

customers, employees, shareholders, associates and partners.

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

how and when they need any product or service.

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

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

evolve it.

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

understanding of the Indian consumer to their needs of tomorrow.

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

us succeed in the future as well.

GROUP VISION

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

Consumer in the most profitable manner.

GROUP MISSION

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

served only by creating and executing future scenarios in the consumption

space leading to economic development.

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

making consumption affordable for all customer segments – for classes and for

masses.

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

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

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

determination shall be the driving force to make us successful.

CORE VALUES

Indianness: confidence in ourselves.

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

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

Introspection: leading to purposeful thinking.

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

Valuing and Nurturing Relationships: to build long term relationships.

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

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

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

VISION

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

Costumer in the most profitable manner.”

 One of the Core values at Future Group is, ‘India ness’ and its corporate
credo is – “Rewrite Rules. Retain Values.”

MISSION

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

served only by creating and executing future scenarios in the consumption

space leading to economic development.

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

realty, making consumption affordable for all customer segments.

INTRODUCTION OF RECRUITMENT AND SELECTION

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

part of any organization. In this project I have tried to cover all the important point

that should be kept in mind while recruitment and selection process.

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

ignored; rather it is that line of business that could lead any organization to attain

heights. This is the factor that makes difference between one organization and another.

Getting the right person at the right place and then retaining him is the main area of

concern in today’s corporate world. Hence, the emphasis is being laid to device

policies and programs in such a manner that it leads to retention of the desired

manpower and thus contributes towards organizational development. Each

organization is now thriving to attain the best person i.e. the knowledgeable worker

and leverage their wisdom towards the achievement of the organizational objectives.

Nobody wants to have the third best or the second best, but to have the best person in

the organization it becomes very difficult to retain them.

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

say that every organization can acquire the same machinery, the same infrastructure

etc. But what makes the difference in one organization to another is the manpower it

possess which cannot be copied down.

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

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

require going in for sourcing activities.

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

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

acquired and retained is through its sourcing only. Unless and until a person is sourced

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

acquire it from outside. There has been tremendous change in the technology and for

the organization to survive in this changing scenario; it has become very essential that

they keep up with the pace with the changes in the technology, the change in the

culture etc.

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

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

people within the organization at different level to learn how to make use of this

technology. Hence sourcing is done and the best talent is acquired so that the person

not only takes case of changing technical needs of the organization but also be able to

make other employee learn from him.

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

resource and personnel manager proceeds with identification of sources of recruitment

and finding suitable candidates for employment. Both internal and external sources of

manpower are used depending upon the types of personnel needed.

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

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

stage. Man power planning gives an assessment of the number and type of people

required in the organization. The next task of the personnel manager is to find out

capable and suitable persons who may be working in the organization itself while

others will have to be sought from outside the organization. It involves persuading and

inducing suitable persons to apply for and seek jobs in the organization.

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

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

right job from this pool. Recruitment is a positive process as it attracts suitable

applicants to apply for available jobs. The process of recruitment:

1. Identifies the different sources of manpower supply.

2. Assesses their validity.

3. Chooses the most suitable source or sources.

4. Invites applications from the perspective candidates for the vacant jobs.
 RECRUITMENT AND SELECTION

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

pool from which hiring and promotion decisions are made. But prior to recruitment,

position description is necessary while selection includes all the activities, from the

initial screening interview to physical examination if required, that exist for the

purpose of making effective selection decisions.

POSITION DESCRIPTION

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

and conducting the recruitment effort. It should be

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

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

qualification.

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

of the job.

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

position.

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

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

qualitatively assessed.
 RECRUITMENT

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

or vacancy within an organization. Though individuals can undertake individual

components of the recruitment process, mid and large size organizations generally

retain professional recruiters.

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

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

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

recruitment agencies.

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

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

prequalification process, organizing meetings, conducting interviews, making

decisions, the appointment and action. This means that a lot of time and resources

must be invested before the right candidate is selected.

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

which are essentially short list of application, preliminary assessment and final

interview and selection.

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

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

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

resume is in an organized way and refined talk a lot on the individual. His mentality

and attitude can be judged according to his resume.

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

The person who takes the interview of the candidate must be well prepared in

advance. Concerns such as the location of the interview, the timing, structure of the

question of strategy, the style of taking the interview must be decided in advance, so

that nothing is excluded, and all subjects properly treated.

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

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

important to keep in regular contact with the candidate. The decision-making process

should not take too long to prevent candidates from taking any other occasion. An

applicant must be informed once the decision is made. He or she must say the entire

process of his appointment clearly with the details of all documents to be submitted. A

record should be kept of the candidate file for future reference.

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

scrutiny. Only a good job recruitment agency with a good understanding of the area

and the process can execute the same success. In India, most of the recruitment

agencies to understand the needs of clients and candidates and they work in a planned

way to recruit people.

GUIDING PRINCIPLES OF RECRUITMENT

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

and scope of the recruitment should be relevant to the position.

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

consequences to your choice.

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

received after that date.

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

applications received until an offer has been extended and accepted.

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

consideration," you can decide whether or not to review applications received after

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

date.

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

pool and affirm that race, sex, age, disability or veteran status will not be used to

discriminate.

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

additional targeted recruitment efforts should be undertaken.

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

reflect the qualifications identified in the position description.

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

procedures apply. Contact your HR Generalist before beginning recruitment.

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

the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in developing

recruitment strategies for each vacancy. General guidelines for specific types of

positions are listed below.

Tenure-track Faculty

Scope of Search: National or regional

Recruitment Resources:

Discipline-specific journalisé, list-serves, Professional associations

Personal contacts with colleagues, alma maters, and alumni associations

Position announcement mailings to doctoral-degree granting universities

Chronicle of Higher Education

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

advertisement; at least 1 full week after publication of last advertisement

Unclassified staff, Director Level and above

Unclassified (below Director Level) and Classified Staff

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

Recruitment Resources:

Position announcement mailings to state employment offices, local vocational and

community colleges.
Recommended Recruitment Period

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

week after publication of last advertisement

Classified: Contact your HR Generalist for state requirements

POSITION ANNOUNCEMENTS

Purpose of the Position Announcements:

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

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

reportage, and required application materials and application deadline.

Serves as a convenient mailer or flyer to advertise the position by direct mail.

General Guidelines for Developing Position Announcements:

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

letterhead. Limit the announcement to one page, using the reverse side of the page,

if necessary.

 Provide enough information to give applicants adequate understanding about the

nature of the position. Identify required and preferred qualifications so that you

solicit qualified applicants and stimulate interest in the position.

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

requesting reasonable accommodation.

 Provide a contact name, address and phone number.

 Explain application requirements.

THE RECRUITMENT INDUSTRY

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

channel candidates into the hiring organization’s application process. As a general

rule, the agencies are paid by the companies, not the candidates. The industries

practice of information asymmetry and recruiters' varying capabilities in assessing

candidate quality produces the negative economic impacts.

Traditional recruitment agency

Also known as an employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an

assessment before being taken onto the agency’s books. Recruitment Consultants then

endeavor to match their pool of candidates to their clients' open positions. Suitable

candidates are with potential employers.

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

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

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

usually has some form of guarantee, should the candidate fail to perform and is

terminated within a set period of time.

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

states it may still be legal for an employment agency to charge the candidate instead of

the company, but in most states that practice is now illegal, due to past unfair and

deceptive practices.
Online recruitment websites

Such sites have two main features: job boards and a Resume/Curriculum Vitae (CV)

database. Job boards allow member companies to post job vacancies. Alternatively,

candidates can upload a résumé to be included in searches by member companies.

Fees are charged for job postings and access to search resumes.

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

recruitment. Websites capture candidate details and then pool then in client accessed

candidate management interfaces (also online).Key players in this sector provide e-

recruitment software and services to organizations of all sizes and within numerous

industry sectors, who want to e-enable entirely or partly their recruitment process in

order to improve business performance.

The online software provided by those who specialize in online recruitment helps

organizations attract, test, recruit, employ and retain quality staff with a minimal

amount of administration.

Online recruitment websites can be very helpful to find candidates that are very

actively looking for work and post their resumes online, but they will not attract the

"passive" candidates who might respond favorably to an opportunity that is presented

to them through other means. Also, some candidates who are actively looking to

change jobs are hesitant to put their resumes on the job boards, for fear that their

current companies, co-workers, customers or others might see their resumes.

HEADHUNTERS

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

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

may use advanced sales techniques, such as initially posing as clients to gather

employee contacts, as well as visiting candidate offices. They may also purchase

expensive lists of names and job titles, but more often will generate their own lists.

They may prepare a candidate for the interview, help negotiate the salary, and conduct

closure to the search. They are frequently members in good standing of industry trade

groups and associations. Headhunters will often attend trade shows and other meetings

nationally or even internationally that may be attended by potential candidates and

hiring managers.

Headhunters are typically small operations that make high margins on candidate

placements (sometimes more than 30% of the candidate’s annual compensation). Due

to their higher costs, headhunters are usually employed to fill senior management and

executive level roles, or to find very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs, headhunters will

both attract candidates and actively seek them out as well. To do so, they may

network, cultivate relationships with various companies, maintain large databases,

purchase company directories or candidate lists, and cold call.

In-house recruitment

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

Human Resources department. In addition to coordinating with the agencies

mentioned above, in-house recruiters may advertise job vacancies on their own

websites, coordinate employee referral schemes, and/or focus on campus graduate

recruitment. Alternatively a large employer may choose to outsource all or some of

their recruitment process (Recruitment process outsourcing).

THE RECRUITMENT PROCESS

These are the main recruiting stages.

SOURCING

Sourcing involves:

1) Advertising, a common part of the recruiting process, often encompassing multiple

media, such as the Internet, general newspapers, job ad newspapers, professional

publications, window advertisements, job centers, and campus graduate recruitment

programs; and

2) Recruiting research, which is the proactive identification of relevant talent who may

not respond to job postings and other recruitment advertising methods. This initial

research for so-called passive prospects, also called same-generation, results in a list

of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be

screened.
SCREENING & SELECTION

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

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

applications, interviews, educational or professional experience, the testimony of

references, or in-house testing, such as for software knowledge, typing skills,

numeracy, and literacy, through psychological tests or employment testing.

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

hiring.

On boarding

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

and is often integrated with the recruitment process.

PITFALLS OF RECRUITMENT

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

an overly zealous recruiter or personnel person.

SELECTION

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

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

department identifies the need to fill a position, and ends when a person is hired to

meet that need. What happens in the middle of the process includes job analysis,
position description development, recruitment, testing, and screening, corresponding

with applicants, Credentials verification, background investigations, interviewing,

reference checking, physical examinations, and the offer.

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

Individuals acting on behalf of the organization who fail to follow nondiscrimination

policies may face personal liability. Poorly designed or executed selection processes

will generally fail to identify the right person for the job, result in missed

opportunities or delays in accomplishing the mission of the organization, and lead to

discrimination claims. Impolite or incompetent interviewers, unnecessarily long waits,

and lack of follow-up may cause unfavorable impressions of the Company.

THE COST OF SELECTION

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

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

incurred in hiring and training any new employee is expensive sometimes in the

thousands of dollars. In 1983, the average cost per hire for exempt employees was

more than $4600; nearly $4700 if there was relocation. These cost incurred by the

organization suggest that hiring is very expensive activity and that any efforts the

organization can make toward minimizing turnover and hiring costs can pay

dividends. Thus proper selection of personnel is obviously an area where effectiveness

(choosing competent workers who perform well in their position) can result in large

savings.
GUIDING PRINCIPLES OF SELECTION

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

training from HR for anyone who participates in the process before beginning.

Provide reasonable accommodation in the application process to persons with

disabilities.

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

of a rating guide is recommended. This is a form used to rate applications for a

position based on the required and preferred qualification as defined in the position

description. Rating guides simplify the paper screening process, ensure that

applications are being evaluated against the same criteria, and provide documentation

which will be used to defend any challenged outcome.

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

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

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

conduct a verification phone interview. You may also ask applicants to include a

cover letter detailing how they meet the established qualifications as part of the

application process.

Be able to justify every selection/rejection decision with appropriate documentation

(e.g., the position description, applications/resumes, rating guides, selection criteria,

interview questions, and reference checks). This documentation should be forwarded

to HR Generalist after the search is completed.

Avoid prohibited pre-employment inquiries and interview contaminants.

Conduct reference checks as part of the selection process.

Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

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

ability to choose the most qualified person. They are intended to ensure that

employers use criteria that are job-related and nondiscriminatory. Hiring departments

and search committees should use the appropriate guidelines to identify appropriate

pre-employment inquiries. Any questions regarding the appropriateness of specific

inquiries should be directed to the EO/Compliance Specialist.

TIPS FOR INTERVIEW PROCESS

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

job requirements. In the absence of specific information individuals may be more

likely to make stereotypical judgments about a candidate

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

related interview questions will lower the validity of the interview process.

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

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

information.
Interviewers should be trained to:

 Avoid asking questions unrelated to the job

 Avoid making quick decisions about an applicant

 Avoid stereotyping applicants

 Avoid giving too much weight to a few characteristics

 Try to put the applicant at ease during the interview

 Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

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

attach attributes to her that don't actually exist.

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

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

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

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

gather information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully

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

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

based on your own inferences.

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

can offset a tendency to categorize candidates.

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

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

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

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

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

position requirements

REFERENCE CHECKS

Nearly 80% of what is needed

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

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

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

also necessary to defend against charges of negligent hiring.

Keep the following guidelines in mind:

Obtain permission from candidates.

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

the selection process.

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

should be respected.

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

their work, or withdraw their candidacy.

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

restricted checks will be made before any offer is extended.

Intentionally choose whom to contact. Consider the following guidelines:

 Call the references identified by the candidate.

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

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

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

Apply the following guidelines for determining what inquiries to make:

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

performance.

 Request the same information regarding all applicants.

 Avoid asking references prohibited pre-employment inquiries.

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

behaviors identified as being important to the position.

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

materials.

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

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

person and the position.

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

reference's perspective, how credible they may be, and how recently or how well

they know the candidate.

CORRESPONDING WITH APPLICANTS

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

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

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

particular company is a quality organization.

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

to correspond with applicants:

 Acknowledgement of application materials. An acknowledgement letter confirms

that the hiring department has received all or part of the required application
 materials, identifies any missing materials which must be provided to ensure

consideration, and indicates the expected timeline for the selection process.

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

Informing persons that they will not be considered for the position is not only a

courtesy. It also serves as evidence that the applicant was not part of the applicant

pool from which selection decisions were made should the ultimate hiring decision

be challenged.

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

candidates interested in the position, it is advisable to keep applicants informed

should a change in the selection timeline be necessary.

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

applicants, particularly those for high level or particularly competitive positions,

hiring departments are advised to notify applicants when the screening process has

eliminated them from consideration. This may occur after any round of screening

or interviewing.

 Confirmation of campus interview arrangements. This correspondence should be

preceded by telephone conversations with the candidate, and should include

information about the Company, the community, individuals with whom the

candidate will meet, itinerary, travel and lodging arrangements, and other

information which helps the candidate prepare for the campus visit.
 Appreciation for interview and rejection. Individuals who have been invited to

campus for an interview but are not offered the position should receive such a

letter as a professional courtesy.

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

person or by telephone with the finalist, it should be confirmed in writing. The

individual should confirm his or her acceptance in writing.

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

these letters.

GUIDELINES

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

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

vary with the department, school, or administrative unit and type of position. The

following guidelines should be considered when using a search committee.

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

authority to make a final offer for a position.

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

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

the capacity for balanced judgment and discretion. Whenever possible, committees

should represent diverse backgrounds and perspectives.

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

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

of 5-7 are more appropriate. Committees for positions at the Executive level may be

significantly larger.

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

ability to provide leadership to the committee, a demonstrated understanding of the

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

process.

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

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

committee is responsible for conducting interviews, and whether its recommendations

to the hiring official shall be in ranked or unranked order. Typically, a Company’s

search committee responsibilities include all or some of the following:

 Helping develop the position announcement, including the identification of

minimum and preferred qualifications, timeline and recruitment plan

 Completing recruitment and selection activities for classified and unclassified staff

positions

 Placing advertisements or conducting personal outreach

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

corresponding with applicants, sending applicant information forms, and

maintaining the applicant record

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

list of finalists

 Maintaining required search documentation

 Coordinating campus visits for interviews and/or conducting interviews

 Making recommendations to the hiring official

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

committee secretary.

PRACTICAL CONSIDERATIONS

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

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

of the process. Committee members, including the committee secretary, should

discuss and agree upon the following practical considerations:

 When will review begin? Unless an inordinate number of applications are

expected, it is recommended that the review process begin after the date, which

was advertised.

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

committee chair, secretary, or all committee members?

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

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

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

because it can be used to defend against EEO challenges to the selection decision.
 In designing the rating guide, the committee must decide whether they will use

numerical scoring (and whether it will be weighted or unweighted), qualitative

scoring (for example, poor, average, strong), or a combination of the two.

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

the language for standard letters? Sample letters are available from your HR

Generalist.

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

materials?

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

search committee secretary or chair office? If so, is there adequate space and

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

materials for review elsewhere? If so, has there been adequate precaution taken to

ensure confidentiality and 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.

 OBJECTIVE OF THE STUDY

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

Big Bazaar.

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

Bazaar.

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

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

 Explain the value of different type of employment test and interview at Big

Bazaar.
 SCOPE OF STUDY

 The scope of this research is to identify the Recruitment and Selection practices at Big

Bazaar. This research is based on primary data and secondary data. Due to time

constraint only limited number of persons contacted. This study only focuses on

urban buying behavior of Consumers because the research conducted in

GHAZIABAD area. The study does not say anything about rural buying behavior of

customer because rural norms/status/attitude & acceptance of the rural Consumers

differs with urban Consumers.

 The scope of research is limited for GHAZIABAD area. It provides help to further the

research for organized retail sector in GHAZIABAD area.

 It aims to understand the skill of the company in the area like technological

advancement, competition in management.

OBJECTIVES OF RECRUITMENT AND SELECTION

1. Hire the right person

2. Conduct a wide and extensive search of the potential positive candidates

3. Recruit staff members who are compatible with the organization’s environment or

culture

4. Hire individuals by using a model that focuses on learning and education of the

whole person

5. Place individuals in positions with responsibilities that will enhance their personal

development

RECRUITMENT AND SELECTION POLICY STATEMENT

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

regardless of the level of the position or the extent of the search. The diversity goals of

the institution, division of affairs, and the unit will be addressed in all recruitment and

selection processes.

Units may use different processes for recruitment depending upon the circumstances

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

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

selection committee members should be properly trained to assume the important

responsibilities of recruitment and selection.

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

This cannot, however, substitute for an understanding of procedures and processes

from a student affairs perspective.

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

that each potential employee is provided equal opportunities to compete for the

position
Guidelines
 RECRUITMENT AND SELECTION GUIDELINES OF

BIG BAZAAR

These guidelines are also called BIG BAZAAR RECRUITMENT RULES.

OBJECTIVE

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

recruited, who fulfills the requisite job specifications for Recruitment including the

desirable level of qualification, skills/ experiences and competence which is essential

for the sustained vitality and growth of the organization

APPLICABLITY AND SCOPE

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

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

employees order. Detailed job specifications, required to recruit the person at various

Levels/ Grades.

RECRUITMENT

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

Candidates are not available from within the organization or upon a specific demand

of the post is such that it has to be filled up from the open market.

SOURCES OF RECRUITMENT

From within organization through Transfers;

 Through Employment Exchanges

 Through Placement agencies/ Consultants

 Through open Market Advertisements

 From Engineering /Management / Educational Institutes.

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

 Through Contractors /Suppliers etc.

 Through referred cases, relatives / friends etc

General

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

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

years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

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

position before his candidature is considered for the post. Age requirement at entry

point with 10+2 qualification shall be around 20 years and for Graduate / Post

graduate / Professional Qualification shall be between 21 years to 25 years for a

fresher. The upper age limit for recruitment of experienced personnel shall normally

be not more than 45 years.

AGE OF SUPERANNUATION

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

order to streamline the recruitment age and to ensure that no person is retiring on his
birthday, all employee shall be retiring only on first day of the next month in which he

attains the age of superannuation.

EXTENSIONS IN SERVICE

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

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

interest of the organization, subject to medically fitness, the management at its sole

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

management may also consider reappointment of a retired employee on a contract

basis. However such a person shall be entitled to a consolidated amount and

contracted facilities/ perquisites only. He shall not be entitled to any other

facility/perquisite as applicable to other regular Executives/ Employees of the

company of his cadre.

REQUISITION FOR RECRUITMENT OF PERSONNEL

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

sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

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

application form in their own handwriting and submit the same to HR Department

along with a passport size photograph, photocopies of certificate and testimonials etc,

in support of their Age, Qualification, Experience conduct etc.

LETTER OF APPOINTMENT:

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

appointment as per the Standard Format placed.

SERVICE AGREEMENT

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

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

joining the service of the company.

ANTECEDENT VERIFICATION

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

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

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

preferably of immediate past employer.

SCRUITINY OF APPLICATION

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

Department Recruitment section to ensure that candidate fulfills the job specifications

and there after send the screened applications to respective HOD / Requisition

authority for detailed screening and ensuring that the candidate meet their requirement

and return such screened applications back to HR Department for further action to

request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

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

be required to complete an Application Blank for Employment in his own

handwriting.

RECRUITMENT AND SELECTION POLICIES FOR

MANAGEMENT AND EXECUTIVE TRAINEE

SCOPE & OBJECTIVES:

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

competition BIG BAZAAR needs well qualified, and talented personnel in various

discipline of Retail business Viz, Merchandizing, Sales, Supply chain, Warehousing,

HR and Finance & A/c’s, General Management etc. In view of that it has been

considered desirable to induct fresh entrants as ET’s/ MT’s so as to mould and

develop them as per organization need and to frame guidelines to Recruit, Select and

provide effective Training to new entrants, so as to ensure that each one of them

shoulders appropriate responsibility and produce desired results.

TITLE & APPLICABILITY

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

ICWA, Engineers. IT Professionals and Commerce discipline candidates and shall

come into force, w.e.f from 1st April 2007. All such Trainees recruited shall be placed

in Executive Cadre (E- Cadre)

TRAINING AND STIPEND

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

specifications and level shall be as stated here under:-

MANAGEMENT TRAINEE

Minimum qualifications

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

IT Engineers

Fresh CA’s

Training Duration

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

exceed for 9 months

Training Schedule

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

organizational setup, orientation and exposures to organizational Rules and

Regulations.

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

to know all the functions of the organization.

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

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

& working of that department.

EXECUTIVE TRAINEE

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

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

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

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

Graduation.

Training Schedule

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

organizational setup, orientation and exposure to organizational Rules and

Regulations.

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

so as to know the all the functions of the organization

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

trained in detailed working and in depth studies & working of that department, where

he has to be placed initially.

Age:

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

However, this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional

Trained personnel.

Review:

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

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

Recruitment:

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

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

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

the manpower requirement of the organization. During recruitment specific emphasis

shall be laid on the overall personality, IQ, EQ and performance in the exam starting

from Board School Exams onward and his potential to meet organizational needs &

challenges and to fit in organizational culture.

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

Discussions and Interviews by the expert committee, candidates selected for

recruitment shall be physically fit and mentally alert and each trainee shall have to

qualify in medical standards as laid down by the company.

Service Agreement

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

have to execute a service agreement with the company for a minimum period of two

years after the completion of scheduled training period.

Progress Report:

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

work, difficulties and suggestions made. As stated in Para 4 and in order to keep a

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

concerned Guru/Supervisor and Training officer about the learning and progress of the

Trainee. Every quarter each trainee shall undergo Performance Review so as to assess

his learning and get feedback about his adjustment in the organization and if needed

counseling session shall be held with the Trainee.

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

trainees who have got constantly a ‘Good’ rating shall be withdrawn from the training

scheme and be placed in appropriate level/ Grade.

Training Module

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

department from time to time.

Implementation of Training Scheme

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

shall be reviewed periodically on need based.

Placement of Trainees Upon withdrawal from Training

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

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

structure.

Service Conditions

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

the company and the terms and conditions laid down in their letter of appointment and

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

the company.
 FLOW CHART FOR

RECRUITMENT AND SELECTION IN BIG BAZAAR

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

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

Selection Procedures (Initial interview by HR Department/Finalization by

Business

Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal
Employment cycle
 Employment Cycle

Possible vacancy identified

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

Job description drawn up

Person specification drawn up

Advertisement designed and issued

_________________________________________________________
Short listing

Interviews Selection
Phase

Appointment offered

Induction
Employment
Phase

Training, development & appraisal

______________________________________________________________

Resignation or retirement Exit

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

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

with each other, as shown in above figure.

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

post that is being vacated to see:

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

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

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

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

In case of job description, check the following points:

 Formal job description

 Does it fit the pattern?

In case of advertisement designed and issued:

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

 How would you word the advertisement?

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

In case of interview, check the following points:

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

 Feasibility of interview pattern

And after this, last part of selection phase that is appointment offered comes.
 PROCEDURE FOR A SUCESSFUL RECRUITMENT AND

SELECTION

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

of the job.

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

possible.

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

 Evaluate all applicants by the same criteria.

 Never make prohibited pre-employment inquiries.

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

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

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

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

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

internal forces that are unique to the institution impact most campuses. These forces

should be considered in the recruitment and selection procedures.

Every administrator should consider applicable laws whenever conducting searches

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

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

undertaking any recruitment and selection process. Once the campus personnel office

has been consulted, the recruitment and selection process may begin.
Following are 12 steps that every effective search process should include:

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

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

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

people oriented nature of the organization.

2. Perform a Position Analysis

Every student affairs division should identify the characteristics and requirements of

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

who assumes the position. It is important to create a profile that best fits the position

in the context of the institution's culture.

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

of why the position is needed, precisely how it will assist the division and the

institution in achieving its goals and mission, how it relates to other positions in the

division, and what skills and other abilities are necessary to carry out its

responsibilities.

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

in the division should be reconfigured in light of the vacancy.

3. Prepare the Position Description

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

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

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

that employees are selected based on personality and chemistry that fit the defined

services and goals.

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

defined goals and practice them every day. It should also simplify operations so the

"people element" shines forth and stamps the institution.

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

goals. It also should make clear to other members of the unit in which the work is to

be performed, what is expected of the new member.

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

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

eliminate members of underrepresented groups such as women and minorities. For

example, because women's career paths are more often marked by absences related to

maternal and family responsibilities, the expectation that an applicant's record show a

steady progression of positions with increasing responsibilities is more likely to attract

men than women.

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

candidate must possess a Ph.D.". Use of such statements creates unnecessary

limitations in the event the most successful candidate does not meet the qualifications

that have been described as a "must."

At a minimum a position description should include:

 Position title

 Credentials or position specifications

 Administrative location of the position

 Physical and working conditions

 Goals for the position

 Work activities

 Procedures and conditions of employment

 Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

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

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

recruitment and selection processes Composition of committees varies depending on

the functional area and level of the position. Persons frequently included in search

committees were:

 Student affairs staff outside the department with the vacancy

 Staff from non-student affairs areas of the institution

 Students

 Faculty members

 Professional staff in the area/department with vacancy

 Support staff in the area/department with vacancy

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

vacant position increases, the search committee members should be more widely

representative of the entire campus and outside community. Search committee

membership may be comprised of many different constituents. Care, however, should

be exercised to keep the committee small enough that it can communicate and

function effectively. Large committees have difficulty in just scheduling meetings,

such less providing opportunities for everyone's active participation. Large

committees may impede timely reviews of applications, which may result in having

highly qualified candidates withdraw because they have received offers from

competing institutions.

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

what is expected of them. The committee's duties and the role of the hiring authority

should be clearly stated in writing. Because search committees are sometimes

comprised of students and individuals outside of the division and others who may not

be familiar with the credentials and experience required for professional work in the

field of student affairs, it is vital that all members of the committee are well trained

regarding the necessary qualifications. The members of the search committee should
be educated as to the general progression of a career in student affairs and what level

of responsibilities are required for involvement at the particular level of employment

where the vacancy exists.

The empowering official shall clarify the following responsibilities with the search

committee members:

 Select a search committee chairperson

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

appointment of the search committee)

 Determine the timeline of the search process

 Prepare the position announcement

 Advertise the position

 Manage the overall search process

 Determine the finalists

 Make arrangements for interviews

 Make or recommend the final decision

5. Prepare the Position Announcement

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

search committee is looking for in clear and unambiguous language. The

announcement should include such information as:

 Title
 Location and demographics of the institution

 Supervisor

 Mission of institution and division

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

missions

 Goals and work requirements of the position

 Minimum education

 Experience and knowledge requirements

 Conditions of employment

 Date for beginning of review process

 Individual and office to contact for further information

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

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

announced requirements.

6. Advertise the Position

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

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

vacancy is advertised. Therefore, it is important to consider carefully which

advertising medium is most likely to target the audience most important to reach.

Possibilities to consider are:

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

electronic bulletin boards

 Local newspapers

 Word-of-mouth

 Employment agencies

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

 Professional lists

 Professional journals and web-sites.

 Professional placement conferences and exchanges.

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

generally thought to be the most helpful medium in higher education though it may

not be read at all institutions. The Chronicle is distributed in both paper and

electronic form.

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

candidates.

7. Conduct the Search

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

applications from candidates. Acknowledgment of the application should be sent to

both the applicant and the search committee. All correspondence and activity should

be recorded in a log to ensure careful tracking of the candidates' materials and status.
Applicants that the division would normally judge unacceptable suddenly seem

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

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

replacement immediately.

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

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

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

possible candidates on file is to ask exemplary staff members to refer their friends

who might be looking for work, even offering the staff member’s rewards for

referrals.

8. Screen the Applicants

Screening of applications should be conducted from the beginning of the search

process, and reviews should begin immediately following the announcement. The

division should test to ensure that each applicant fits the profile and hire a person who

fits the profile remembering that good selection reduces turnover, training and

recruitment costs, and thereby produces stability, consistency, low operating costs and

an ability to increasingly reward desired behavior.

Selection methods that focus both on crucial requirements and organizational culture

include:

 Interviews

 Biographical data

 Work samples
 Self-assessment

 Personality tests

 Cognitive abilities

 Physical abilities

 Use of an assessment center

 A thorough literature review concerning the screening of resumes.

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

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

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

Employment Opportunity reasons, for record keeping, and for gathering information

from which to make a good employment decision.

Some institutions require that all applicants complete an employment application.

Taking a critical look at the institution's employment application, the recruitment staff

may see ways in which it can be improved. The one page, stationery-store variety is

too brief if it fails to elicit vital information that can be legally requested.

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

are the best predictors of future job performance and permanency. An application

should provide enough space to allow the applicant to list job he/she has held for

at least five years. Their personal saga of success or failure often is displayed clearly

in their unabridged employment record. Beginning and ending dates of each job,

month as well as year, are also necessary. Precise dates of employment expose gaps

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

jobs, and volunteer jobs. The search committee should always carefully study each

applicant's employment history.

9. Arrange the Candidate Interviews

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

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

departmental recruitment budget will determine both the type and the number of

interviews that will be conducted. Many times, institution with limited budgets will

begin the interview process by conducting telephone interviews. Telephone interviews

can be held with either an individual or a group of people as the interviewer. If a

group of people interviews the candidate, arrangements should be made to conduct a

conference telephone call with the candidate.

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

committee may wish to invite one or more candidates to visit the office and participate

in the interview process in person. Or, an institution might wish to conduct office

interviews after conducting phone interviews has narrowed the pool of candidates.

Regardless of what method of interviewing is used, certain arrangements are

necessary prior to the interview:

 Arrange and confirm dates and times with candidate

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

involved in the interview process (provide a final copy of the schedule to the

candidate, the interviewers, and the search committee members)

 Arrange for escorts to and from all interviews

 Arrange overnight accommodations if necessary

 Arrange for transportation if necessary

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

necessary)

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

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

interview

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

order to attend the interview unless other arrangements have been made.

10. Interview the Finalists

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

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

assets and hide shortcomings. Most applicants do not overtly lie on their resumes; they

just omit negative information. Unsuccessful short-term jobs, reasons for leaving and

dates of employment are the items most frequently omitted from resumes.

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

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

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

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

from candidate to candidate and should evaluate a candidate's interpersonal and

communication skills.

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

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

to a better overall hiring choice. Additionally, it is easy for search committee members

to forget some of the material that was covered in the interview. It is useful to

document every interview session and to have one interviewer from each interview

team provide brief notes regarding the gist of the interview.

11. Conduct Reference Checks

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

checking. Reference checking is often forfeited when a student affairs division is

pressured to hire in a hurry. Additionally, reference checking can be a frustrating

exercise that yields little useful information about a candidate. Nevertheless, the desire

to save time and avoid legal ramifications should not prevent any recruitment staff

from conducting thorough reference checks on all prospective new hires.

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

support for first impressions. Reference checks should be made only for those

candidates who have advanced to the finalist stage and who are under serious

consideration for the job.

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

then put the person at ease by mentioning something or someone you both have in

common. After developing rapport, begin with basic questions about the applicant.
This will yield essential information while breaking the ice. Ask for confirmation of

employment dates, title, job duties, salary and the name of the previous employer.

Next, segue into a brief description of the experience and skills you have been looking

for and ask the reference to comment on the applicant's ability to handle some of the

typical responsibilities.

Some ways to improve reference checking are:

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

supervisor will conduct a reference check. This information should encourage

candidates to be frank and honest in their responses to questions.

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

at least five names, including immediate supervisors. Additionally, request a fact

about each contact, such as membership in professional associations, which can be

used as an icebreaker when calling.

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

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

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

be fortunate and contact a reference that is willing to frankly discuss the

candidate's qualifications. But it is just as likely that the reference will be reluctant

and offer minimal information.

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

ethnicity, gender, or other personal issues. Such information may not be used in

making a hiring decision. The committee may submit one of the following types of
 recommendations, depending upon the charge that was originally given to the

search committee.

12. Make the Offer

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

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

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

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

 The name of one candidate

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

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

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

supervisor, the supervisor should strongly consider the recommendation that has been

presented. The supervisor may accept a hiring recommendation or charge the search

committee to continue the search.

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

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

addressed in the job offer are:

 Starting salary

 Starting date

 Length of contract

 Employee benefits
 Moving expenses (if applicable)

 Living accommodations (if applicable)

 Any other points of negotiation

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.

 Acknowledge receipt of all application materials.

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

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

search committee and the hiring authority.

 Never misrepresent the position in any way.

 Maintain confidentiality throughout the entire job search.

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

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

position, announce this to all other candidates.

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

ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

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

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

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

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

 Search committee members should not make attempts to deduce religious

denomination based on affiliations or organizations listed on the resume.

 Be forthright with all institution policies related to religion.

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

local community as possible.

 State all terms of employment in hiring offer.

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

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

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

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

denomination.
ISSUES OF GENDER IN RECRUITMENT AND SELECTION

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

maternity leave.

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

environment that is representative of the office environment.

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

etc.

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

employees, including reproductive health care.

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

lifetime partners, dependent children, and elderly parents.

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

on the basis of gender.

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

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

advertisement of the position.

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

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

promotions; family issues; and sexual orientation discrimination”.

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

DO’S:

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

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

Place a person according to his qualification and experience

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

justice.

DON’T:

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

Don’t be judgmental on personal basis

Don’t promise anything which will go against the ethos of the organization
 Research
methodology
 RESEARCH METHODOLOGY

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

size, alternatives and limitations faced during primary research.

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

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

their needs.

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

METHODOLOGY ADOPTED:

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

study the various steps generally adopted by the researcher in studying the research

methods to continue a part of research methodology.

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

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

various age groups of employee, information from other group of companies, internet

data’s.

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

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

collection of primary data like questionnaire, observation method, interview

method, through schedules, pantry Reports, distributors audit, consumer panel

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

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

There are many ways of data collection of secondary data like publications of

the state and central govt., website, journals, companies reports, reports

prepared by researchers, reports of various associations connected with

business, Industries, banks etc. For this project secondary data was taken from

company’s reports and websites.

RESEARCH DESIGN

1. Type of research: Exploratory research

2. Sources of data: Primary Data & Secondary Data

 Primary Data – Questionnaire

 Secondary Data – Websites

3. Data collection method: Survey Method

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

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

in the organization

6. Sample size: 100 Employees

7. Sample unit: Kaushambi (Ghaziabad)

8. Sampling Design: Convenient sampling (sample collection)

 ANALYSIS AND INTERPRETATION

1. Does your company follow formal recruitment process?

From the above diagram it is quite clear that employees of Big Bazaar (88%) are

satisfied by the recruitment and selection procedure followed by the company.

However there can be some changes introduced in the procedure which are suggested

by the employees to improve the recruitment and selection policy of the company.
 2. When your company does hire new employees?

From the above diagram we can see that there were mix responses from the employees

regarding the above mentioned question. 74% said that company is hiring employees

annually as well as according to the company needs but 22% of the sample size

believes company hires according to the need of the organization and 4% says that Big

Bazaar employs on yearly basis.

 3. Which sources of recruitment your company should follow?

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

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

firms.

From the chart it is clear that employees of Big Bazaar are in favor of Campus

placements and promotion and transfers.

20% of employees are in favor of internal references and 15% have suggested using

consultancy services.

Some have suggested advertising the vacancy in newspapers also.

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

0%
2%
Written test
38%
Personal Interview

Written test and

Interview
60% Any Other

Big Bazaar practices panel interview for selecting a candidate but from the chart it is

clear that 60% of employees want written test along with the interview to select a

candidate.

No employee is in 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.

 5. According to you, 3 rounds of interview in Big Bazaar are essential

for an effective recruitment process.

Interpretation:

62% (10 in number) of the departments disagree with the statement that 3 rounds are

essential. It depends upon the position for which the interview is being conducted
 6. According to you on what basis candidates should be evaluated for

selection?

All Three
22%
Family
Background
10%

Academic
Qualification
32%

Experience
36%

The above diagram clearly depicts that the employees prefer Experience as a criteria

to select the candidate. Next they consider academic qualification should be given

importance while selecting a candidate. Only 10% are in favor of family background

to be used as selection criteria by the company.

22% of sample size is in favor of all the three factors that are experience, academic

qualification and family background.

 7. Do you think physical examination should be included in selection

process?

The physical examination discloses the physical characteristics of the individual that

are significant from the standpoint of his efficient performance of the job that he may

be assigned.

Accordingly 70% of employees are in favor of physical examination to be included in

the selection procedure because they believe it will ensure higher standard of health

and physical fitness of the employees and will reduce the rates of accident, labour

turnover and absenteeism.

24% are not in favor of physical examination as they think it is a wasteful expenditure

of the company.
 8. Are you satisfied with the overall recruitment & selection process of

your company?

40%
Satisfied
Neutral
50%
Dissatisfied

10%

From the above figure, it is quite clear that out of the sample size, 50% are those who

are not satisfied with the recruitment and selection policies 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.
 9. Which of the following factors mentioned below you think have a

beneficial effect upon the ability of Big Bazaar to attract and retain

good employees?

Salary Package
Brand Name
Career Growth
Good Working Environment

31%

.
15%

24%

30%

From the above chart it can be understood that most of the employees are inspired by

the career growth and salary package of the Big Bazaar. It’s clear from the chart that

Brand name is also important factor which is a motivating force for the employees of

Big Bazaar. Only 15% of the employees consider working environment in Big Bazaar

to be a motivating factor.
 10.According to you, the recruitment department in your organization is

efficient enough.

Interpretation:

Half of the departments agree that the recruitment department is efficient enough in

hiring the best talent from the pool of large people. It means they are satisfied from

the persons recruited in the organization.

 11.The salary offered at the time of interview to the candidates is at par

with the market rate.

Interpretation:

The above graph tells us that around half of the departments are unaware of the salary

being offered to the people at the time of joining.

 12.You are satisfied with the recruitment process in your organization.

Interpretation:

There is a mixed reaction of this question. Around half of the departments don’t know

anything in this regard. So, no clear picture can be drawn on the basis of this answer.

CONCLUSION
 According to the analysis Pantaloon Retail should use Campus placements as a

source of recruitment. Company mainly focuses on internal sources which has its

own limitations. By focusing on Campus Placements Company can attract

qualified personnel for vacant jobs in the organization. It can facilitate the infusion

of fresh blood with new ideas in to the enterprise. This will improve the overall

working of the enterprise.

 For the selection of the candidate for a vacancy company should first conduct

written test and on the basis of the result of the test score interview should be

scheduled for the selected candidate.

 According to the analysis company should evaluate the candidates on all the

factors (experience, qualification and family background) however greater

importance should be given to the experience and then qualification should be

considered.

 Company should include physical examination in the selection process. After the

result of this question THE COMPANY HAS DECIDED TO INCLUDE

PHYSICAL examination in the selection process and are now getting in touch with

various hospitals to enter into a contract with them.

 Certain changes should be made in Recruitment and Selection process of Big

Bazaar such as new sources of recruitment should be entertained, written

examinations should be included in selection process and physical examination

should be considered as a part of Selection Process.

RECOMMENDATIONS
The study of the recruitment and selection processes at Big Bazaar generated the

following findings:

 The recruitment process at Big Bazaar is in line with the recruitment policy of the

company. The entire process works exactly as it should according to the policy.

 The recruitment process i.e. the activity of generating the pool of perspective

employees, is similar for all entry – level positions. However the selection process

is unique for every position. The recruitment process at Big Bazaar is shown in

above flowchart.

 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.
BIBLIOGRAPHY
Books Referred:

Understanding and managing people (BEACON BOOKS)

Human Resource Management (Galgotia Publishing Company)

Personnel/Human Resource Management (MSM Textbook)

Organization Effectiveness and Change (MSM Textbook)

Organizational Behavior (MSM Textbook)

 Websites referred:

 www.pantaloon.com

www.indiaretailing.com

www.google.com

www.wikipedia.com

www.hr.uchicago.com

www.vishalmegamart.net.com
Appendix
 QUESTIONNAIRE

DEPARTMENT

DESIGNATION

1. Does your company follow formal recruitment process?

a) Yes b) No

c) Can’t say

2. When does your company hires new employees?

a) Immediate need b) Yearly Basis

c) Both

3. Which sources of recruitment your company should follow?

a) Promotion / Transfer b) Cconsultancy

c) Campus Placements d) References

c) Any Other……………………………………………………………..

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

 a) Written test b) Personal Interview

c) Written test and Interview d) Any Other

5. According to you, 3 rounds of interview in Big Bazaar are essential for an effective

recruitment process.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly Disagree

6. According to you on what basis candidates should be evaluated for selection?

a) Academic Qualification b) Experience

c) Family Background d) All Three

7. Do you think physical examination should be included in selection process?

a) Yes b) No c) Can’t Say

8. Are you satisfied with the overall recruitment & selection process of your

company?

a) Satisfied b) Neutral

c) Dissatisfied

9. Which of the following factors mentioned below you think have beneficial effect

upon the ability of Big Bazaar to attract & retain good employees?
 a) Salary Package b) Brand Name

c) Career Growth d) Good Working Environment

10. According to you, the recruitment department in your organization is efficient

enough.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly Disagree

11. The salary offered at the time of interview to the candidates is at par with the

market rate.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly Disagree

12. You are satisfied with the recruitment process in your organization.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly Disagree

13. Suggestions (if any, to improve the Recruitment Process)

______________________________________________________

______________________________________________________
______________________________________________________