Beruflich Dokumente
Kultur Dokumente
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
In the partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(2017-2019)
This is to certify that Ms. Neha tyagi is a bonafide student of MBA 2nd year of this institute for
the session 2018-2019 and he/she has undergone the summer training in Big Bazaar
Dr. Vibhuti
Professor and Head
(Department of Management Studies)
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Declaration
I Neha tyagi D/o pawan Kumar tyagi pursuing Master of Business Administration (MBA) 2 nd
year from Raj Kumar Goel Institute of Technology , Ghaziabad in the session 2018-19. I hereby
declare that this summer training research project report titled “R e c r u i t m e n t &
S e l e c t i o n .” is the outcome of my own effort at organization Big Bazaar under the
guidance of Ms. SWATI SHARMA, designation. 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, I will be solely responsible to that and Institute/
University has right to cancel my degree.
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ACKNOWLEDGEMENT
Summer Training is a bridge connecting the educational qualification and professional use. It is
the path leading to success by shouldering responsibilities under the careful guidance of seniors
It gives me immense pleasure to take the opportunity to remember and thanks the personalities
who have involved with this project work. I express my sincere thanks and deep gratitude who
I would like to thanks to Ms. SWATI SHARMA designation HR Executive of Big bazaar
organization for assigning an extremely challenging project thereby giving unique opportunity
to meaningful contribution of such growing and vibrant organization, guiding throughout the
project, without his help the project would have not added enough value. I am extremely
Student Name
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TABLE OF CONTENTS
1. Executive Summary 1
2. Introduction 2
Recruitment 6
Position Announcements 9
Company Profile 27
5. Research methodology 60
7. Conclusion 74
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8. Recommendations 75
9. Bibliography 79
10. Appendix 80
Part II:
Study of Organization
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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.
· E-tailing
· Food
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· Fashion
· Home Solution
· General Merchandise
+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
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
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
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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
2. Quality: Providing quality at low prices and having different types of products for different
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.
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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
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,
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
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
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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.
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.
customers. Due to factors mentioned above Big Bazaar shoppers are not always satisfied,
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Business overview
“Nobody Sells Cheaper and Better” Big Bazaar is a chain of department stores in India
currently with 100 outlets. It is owned by Pantaloon Retail India Ltd, Future Group. It
works on the same economy model as Wal-Mart and has been successful in many
Indian cities and small towns. The idea was pioneered by entrepreneur Mr. Kishore
Biyani, the CEO of Future Group. Currently Big Bazaar stores are located only in
India. It is the fastest growing chain of department stores and aims at having 350 stores
by 2010. Big Bazaar has democratized shopping in India and is so much more than a
hypermarket. Here you will find over 170,000 products under one roof that cater to
every need of a family, making Big Bazaar India’s favourite shopping destination.
At Big Bazaar, you will get the best products at the best prices—this is our guarantee.
From apparel to general merchandise like plastics, home furnishings, utensils, crockery,
cutlery, sports goods, car accessories, books and music, computer accessories and many
more. Big Bazaar is the destination where you get products available at prices lower
than the MRP, setting a new level of standard in price, convenience and quality. If you
are a fashion conscious buyer who wants great clothes at great prices, Big Bazaar is the
place to be. Leveraging on the company’s inherent strength of fashion, Big Bazaar has
created a strong value-for-money proposition for its customers.
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This highlights the uniqueness of Big Bazaar as compared to traditional supermarkets,
which principally revolve around food, groceries and general merchandise. Big Bazaar
has clearly emerged as the favourite shopping destination for millions of its customers,
across the country, its success is a true testament to the emotional bonding it has
established with the Indian customer , on account of its value offerings, inspirational
appeal and service levels. We believe Big Bazaar is a true pan-Indian model that can
enter into most towns in India and democratize shopping everywhere. 25, 26 and 27
January, 2009... India’s Sabse Sasta Din The acceptance and loyalty that Big Bazaar has
garnered over the years was well evident on 26 January 2009. On the day India
celebrates its Republic Day; the company honoured the consumer by calling it the
‘Maha Savings Day’. Shoppers at all Big Bazaar and Food Bazaar outlets across the
country were offered products at prices never heard before in the history of shopping.
The offers were spread across categories from electronics to utensils, from apparel to
furniture and food. This event received tremendous response from the regular and an
entirely new set of shoppers, which resulted in nearly 2 million people visiting the
stores on that day. And most stores were able to post record sales for a single day.
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DIFFERENT PRODUCTS DEALT IN BIG BAZAAR
Crockery: Luggage
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Ladies Wear Plastics, Utensils, Crockery (PUC) h)
Utensils
a) Sarees
a) Buckets
b) Dress Materials
b) Containers
c) Under garments
c) Jugs & sippers
d) Nightwear
d) Bottles & Mugs
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FOOD BAZAAR
f) Spread
a) Dal, Rice, Wheat, Ragi etc, a) All kind of vegetables An fruits item
d
with lower price.
b) Atta, Rava items, Sugar, Salt etc
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VISION
“To Deliver Everything, Everywhere, Every time TO Every Indian Costumer in the
One of the Core values at Future Group is, ‘India ness’ and its corporate credo is –
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.
OBJECTIVE
Respect & Humility: to respect every individual and be humble in our conduct.
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Openness: to be open and receptive to new ideas, knowledge and information.
Simplicity & Positivity: Simplicity and positivity in our thought, business and action.
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BOARD OF DIRECTOR
Board
Ame Title Age
Relationships
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Company History
1992 Initial public offer (IPO) was made in the month of May.
1994 The Pantaloon Shoppe – exclusive menswear store in franchisee
formatlaunchedacross the nation. The company starts the distribution of branded
garment sthroug multi-brand retail outlets across the nation.
Pantaloons in Kolkata
2001 Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and
Hyderabad.
2006 Future Capital Holdings, the company’s financial is formed to manage over
$1.5billion in real estate, private equity and retail infrastructure funds.Plans foraysinto retailing
of consumer finance products.
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Home Town, a home building and improvement products retail chain is launched along with
consumer durables format, Ezone and furniture chain, Furniture Bazaar. Future Group enters
into joint venture agreements to launch insurance products with Italian insurance major,
Generali. Forms joint ventureswith US office stationery retailer, Staples.
2007 Future Group crosses $1 billion turnover mark. Specialised companies in retail media,
logistics, IPR and brand development and retail-led technology services become operational.
Pantaloon Retail wins the ‘International Retailer of the Year’ at US
based National Retail Federation convention in New York and ‘Emerging Retailer’ of the Year
award at the World Retail Congress held in Barcelona. Futurebazaar.com becomes India’s most
popular shopping portal.
2008 Future Capital Holdings becomes the second group company to make a successful Initial
Public Offering in the Indian capital markets. Big Bazaar crosses the 100-store mark, marking
one of the fastest ever expansion of a hypermarket format anywhere in the world.Total
operational retail space crosses 10 million square feet mark. Future Group acquires rural retail
chain, ‘Aadhar’ present in 65 rural locations.
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Achievement
ELSC 2017
The Goa State Logistics, Supply Chain & Warehousing Leadership Awards 2017
Goa State Logistics, Supply Chain and Warehousing Leadership Awards, 2017
Best Social media Campaign of the year CMO Asia Awards 2017
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IMAGES Most Admired Multibrand Fashion Retailer of the Year
2016
The most admired Men's Brand for its Unique Design Concepts
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Products & Services
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
Our customers will not just get what they need, but also get them where, how and
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
It is this understanding that has underwritten our success and will help us succeed
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STRENGTHS:
WEAKNESSES:
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OPPORTUNITIES:
Population of the country is growing where the scope of the market is kept on increasing
for the retail sector.
Can enter into the production of various products due to its in depth understanding of
customer’s taste & preference.
Growth in the income of the customers.
Expand their business at global level.
Provide quality services to the customers.
THREATS:
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Part III:
Research Work
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INTRODUCTION OF RECRUITMENT AND SELECTION
The project report is all about recruitment and selection process that’s an important part of any
organization. In this project I have tried to cover all the important point that should be kept
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
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
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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
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
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candidates for employment. Both internal and external sources of manpower are used depending
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
4. Invites applications from the perspective candidates for the vacant jobs.
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RECRUITMENT AND SELECTION
Recruitment is the process by which hiring departments develop a viable applicant pool from
which hiring and promotion decisions are made. But prior to recruitment, position description is
necessary while selection includes all the activities, from the initial screening interview to
physical examination if required, that exist for the purpose of making effective selection
decisions.
POSITION DESCRIPTION
A complete, accurate and current position description is the foundation for planning and
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.
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Objective and Measurable- It should be as objective and measurable as possible. The more
subjective qualification the greater the need to predetermine how it will be qualitatively
assessed.
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RECRUITMENT
Recruitment refers to the process of sourcing, screening, and selecting people for a job or
vacancy within an organization. Though individuals can undertake individual components of the
recruitment process, mid and large size organizations generally retain professional recruiters.
The recruitment process in India is designed in such a way that each candidate gets the desired
profile according to its own choice. Place the candidate from the right profile, the best job
recruitment agencies, the solution is the end of most Indian job recruitment agencies.
The job recruitment agencies in India involves identifying those posts, preparing the job
appointment and action. This means that a lot of time and resources must be invested before the
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
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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.
Appropriate and effective recruitment strategies vary with each position. The length and scope
In setting the timeline for your recruitment, consider the wording carefully- there are
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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
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
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
All advertisements and position announcements should be consistent with each other, reflect the
Prior to recruiting for a position, ensure that you know what institutional policies and procedures
If you wish to waive recruitment for faculty and unclassified positions, consult with the
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RECRUITMENT STRATEGIES AND RESOURCES
HR Persons will assist search committees and hiring departments in developing recruitment
strategies for each vacancy. General guidelines for specific types of positions are listed below.
Tenure-track Faculty
Recruitment Resources:
Recruitment Resources:
Position announcement mailings to state employment offices, local vocational and community
colleges.
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Recommended Recruitment Period
Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week after
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
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
Provide notification of the company's EO/AA policy, and identify contacts for requesting
reasonable accommodation.
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Explain application requirements.
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.
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.
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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.
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
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
The online software provided by those who specialize in online recruitment helps organizations
attract, test, recruit, employ and retain quality staff with a minimal amount of administration.
Online recruitment websites can be very helpful to find candidates that are very actively looking
for work and post their resumes online, but they will not attract the "passive" candidates who
might respond favorably to an opportunity that is presented to them through other means. Also,
some candidates who are actively looking to change jobs are hesitant to put their resumes on the
job boards, for fear that their current companies, co-workers, customers or others might see their
resumes.
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HEADHUNTERS
Headhunters are third-party recruiters often retained when normal recruitment efforts have
failed. Headhunters are generally more aggressive than in-house recruiters. They may use
advanced sales techniques, such as initially posing as clients to gather employee contacts, as
well as visiting candidate offices. They may also purchase expensive lists of names and job
titles, but more often will generate their own lists. They may prepare a candidate for the
interview, help negotiate the salary, and conduct closure to the search. They are frequently
members in good standing of industry trade groups and associations. Headhunters will often
attend trade shows and other meetings nationally or even internationally that may be attended by
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
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
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relationships with various companies, maintain large databases, purchase company directories or
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).
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
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-
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called passive prospects, also called same-generation, results in a list of prospects who can then
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,
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
PITFALLS OF RECRUITMENT
Candidates can sometimes be subject to undue pressure to accept a job or position by an overly
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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,
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
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.
The selection process exposes the organization or company to liability. Seeking training from
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.
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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
interview. You may also ask applicants to include a cover letter detailing how they meet the
Be able to justify every selection/rejection decision with appropriate documentation (e.g., the
and reference checks). This documentation should be forwarded to HR Generalist after the
search is completed.
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
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
Job Related – Construct interview questions that are job related. Not having job related
Train Interviewers – “Improve the interpersonal skills of the interviewer and the interviewer’s
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Avoid making quick decisions about an applicant
FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach
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
SNAP JUDGMENTS can devastate the interview process -- remember that you gather
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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
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
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
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Keep the following guidelines in mind:
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,
If access is significantly candidate-controlled, she/he must understand that less restricted checks
Seek permission to call persons who should know the candidate (e.g., current department
All information considered in the selection process must be related to job performance.
Look for patterns of strength and limitations, and for indications of fit between the person
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.
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
organization.
Typically, a recruitment and selection process will present the following opportunities to
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
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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
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
particularly those for high level or particularly competitive positions, hiring departments are
advised to notify applicants when the screening process has eliminated them from
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
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
The decision to establish a search committee rests with the individual who has authority to make
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
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balanced judgment and discretion. Whenever possible, committees should represent diverse
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
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
Helping develop the position announcement, including the identification of minimum and
Completing recruitment and selection activities for classified and unclassified staff positions
corresponding with applicants, sending applicant information forms, and maintaining the
applicant record
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Screening applications, conducting reference checks, determining a long or short list of
finalists
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
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
Will committee members review every application, or will applications be divided into
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
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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
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
Has the committee established reasonable timelines for completing its review?
Search committees who have questions about these, or other practical considerations, can
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
Search committee members should be trained on the protocol and legal situations.
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Search committee members should not make attempts to deduce religious denomination
community as possible.
List all institutional policies related to dress and appropriate attire. This is important for
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.
Do not discard applicants who “stopped out” to provide care for a child, or for maternity
leave.
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Consider the dynamics of the interview – is the candidate being interviewed in an
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,
Provide paid sick-leave policies for employees’ illness and illness of spouses, lifetime
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
1. Open communication
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2. A commitment to creating an inclusive environment
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
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BIG BAZAAR
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
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
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
SOURCES OF RECRUITMENT
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Through open Market Advertisements
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.
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
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.
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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
cadre.
All HOD’s / Sectional Heads shall raise a requisition in the prescribed format, as per sanctioned
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,
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LETTER OF APPOINTMENT:
Every candidate selected and appointed in Executive Cadre shall be issued a letter of
SERVICE AGREEMENT
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
EXECUTIVE TRAINEE
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
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)
Candidate recruited as Trainee shall undergo six month training. Their job specifications and
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MANAGEMENT TRAINEE
Minimum qualifications
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
Next 2 ½ months- On the job training in various Departments on rotational basis so as to know
Next 3 months- On the job/ under study /Training in the parent Department where the Trainee
has to be placed finally. To be trained in detailed working and in depth studies & working of that
department.
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EXECUTIVE TRAINEE
Graduation.
Training Schedule
First Fortnight- General Overview and theoretical training/visits etc including organizational
Next 2 and ½ months- On the job training in various Department on rotational basis so as to
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
Review:
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Progress of each trainee shall be reviewed by a committee consisting of Guru/
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
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
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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
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
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
Training Module
Training modules for each trade shall be announced and circulated by the Training department
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
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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.
Manpower planning
Head/Executive Committee/CMD)
Orientation
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Placement
Appraisal
Employment Cycle
Recruitment
Analysis carried out to see if the job has changed or it still needed
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Short listing
Selection
Interviews
Appointment offered
Induction
Employment
Exit
Resignation or retirement
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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.
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
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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.
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
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
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
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goals and mission, how it relates to other positions in the division, and what skills and other
Finally, the position analysis should include a judgment as to whether other positions in the
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
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
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
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."
Position title
Work activities
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
Students
Faculty members
According to Winston and Creamer (1997), as the level of responsibilities of the vacant position
increases, the search committee members should be more widely representative of the entire
campus and outside community. Search committee membership may be comprised of many
different constituents. Care, however, should be exercised to keep the committee 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
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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
The empowering official shall clarify the following responsibilities with the search committee
members:
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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
Title
Supervisor
Contributions expected by the staff member toward the accomplishment of these missions
Minimum education
Conditions of employment
If stated clearly, the position announcement can unencumbered the overall search process by
encouraging self-elimination of candidates who clearly do not fit the announced requirements.
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.
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Therefore, it is important to consider carefully which advertising medium is most likely to target
bulletin boards
Local newspapers
Word-of-mouth
Employment agencies
Professional lists
thought to be the most helpful medium in higher education though it may not be read at all
Extra care should be taken to ensure that the announcement reaches potential minority
candidates.
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
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the search committee. All correspondence and activity should be recorded in a log to ensure
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
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
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
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Personality tests
Cognitive abilities
Physical abilities
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
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
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.
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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.
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
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
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,
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Arrange overnight accommodations 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
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
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
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
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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.
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
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
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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
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,
calling.
The position supervisor should call all references personally. That person knows best which
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.
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
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committee may submit one of the following types of recommendations, depending upon the
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
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The candidate should be given sufficient time to either accept or reject the offer. However, the
hiring authority should not compromise the availability of other candidates if the candidate of
choice declines the offer by allowing too much time to pass between the offer and the decision.
If the candidate accepts the position, the offer and conditions of hiring should be sent to the
candidate in writing as soon as possible. If the candidate declines the position, the hiring
supervisor should make the offer to the next candidate of choice or should reconvene the search
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
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.
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:
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Train all search committee members to understand and recognize the necessary credentials
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
Conduct open searches. If there is an internal candidate or candidates for the position,
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RESEARCH
METHODOLOGY
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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
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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
The study does not say anything about rural buying behavior of customer because rural
Consumers.
The scope of research is limited for GHAZIABAD area. It provides help to further the
It aims to understand the skill of the company in the area like technological
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RESEARCH METHODOLOGY
This section includes the research methods, their rationale, validity, reliability, sample size,
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.
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
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
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
method, through schedules, pantry Reports, distributors audit, consumer panel etc.
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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
banks etc. For this project secondary data was taken from company’s reports and
websites.
INFORMACTION ON RESEARCH:
RESEARCH APPROACH:
The approach used for the purpose of this study is quantitative approach where
quantitative analysis was carried out in a formal manner using various statistical
tools like spss-statistical analysis for social scientists excel, etc…
DATA SOURCE:
PRIMARY:
Primary information gathered directly from the respondents through questionnaire i.e.
survey method.
SECONDARY:
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Prior project reports, internet, library, etc….
RESEARCH INSTRUMENT:
The required data were collected by using questionnaires. All question were ciose
ended type i.e. to reply in the given options.
RESEARCH DESIGN
For this research study a descriptive research design will be used. The factors that
are affecting the employees in work environment will be identified and the
findings shall be described in detail.
QUESTIONNAIRE METHOD
SAMPLE UNIT:
The executives of big bazaar are taken as sample unit.
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SAMPLE SIZE
50 respondents are taken as the sample size in consultation with the guide at both the ends
taking into consideration the time factor. These include only the questionnaires which are
filled completely there by providing the researcher all necessary details for evaluation. The
incomplete questionnaires were rejected and are not taken into calculation purpose.
TYPES OF SAMPLING
NON-RANDOM SAMPLING
Non- probability sampling is that sampling procedure which does not afford any basis
for estimating the probability that each item in the population has of being included in
the sample. Non-probability sampling is also known by different names such as
deliberate sampling, purposive sampling and judgments sampling.
JUDGEMENT SAMPLING
In judgments sampling the researcher’s judgments is used for selecting items, which he
considers as representative of the population. Judgment-sampling is used quite frequently
in qualitative research where the desire happens to be, to develop hypothesis rather than to
generalize to large population.
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RESEARCH DESIGN
the organization
6. Sample size: 100 Employees
7. Sample unit: Kaushambi (Ghaziabad)
8. Sampling Design: Convenient sampling (sample collection)
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1.3.1 LIMITATION OF THE STUDY
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LITERATURE REVIEW
People are integral part of an organization today. No organization can run without its human
resource. In today’s highly complex and competitive situation, choice of right person at the right
place at the right time has far implications for an organization’s functioning. An employee well
selected and well placed would not only contribute to the efficient running of the organization but
also offer significant potential for future replacement. Thus hiring is an important function. The
process of hiring begins with human resource planning which helps to determine the number and
type of people an organization needs. Job analysis and job design enables to specify the task and
duties of jobs and qualifications expected from prospective job. HRP, job analysis and job design
helps to identify the kind of people required in an organization and hence hiring. It should be
noted that hiring is an ongoing process and not confined to formative stages of an organization.
Employees leave the organization in search of greener pastures, some retire and some die in the
saddle. More importantly an enterprise grows, diversifies, take over the other units until all
necessitating hiring of new men and women. In fact the hiring function stops only when the
organization ceases to exist.
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ANALYSIS AND INTERPRETATION
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1. NUMBER OF RESPONDENTS ACCORDING TO GENDER.
INTERRETATION
The above chart shows that 52% of respondents are male and
remaining 48% of respondents are female
NUMBER OF RE2.
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2. HAPPY WITH RECRUITMENT PROCESS
INTERRETATION
The above chart shows that 50% of the respondents are satisfied with
recruitment process, 20% are highly satisfied, 20% are neutral and 10% are
dissatisfied on recruitment process.
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3. ABOUT INTERVIEW PANEL
EXCELLENT 15 30
GOOD 15 30
SATISFACTORY 10 20
POOR 10 20
T0TAL 50 100
INTERRETATION
The above chart shows that 30% of the respondents felt excellent and good in
regarding interview panel and 20% of the respondents were felt satisfactory and
poor regarding interview panel.
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4. COME TO KNOW ABOUT OPENING IN BIG BAZAAR
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2
CANDIDATE NO.OF PERCENTAGE
RESPONDENTS
FRIENDS 15 30
INTERNET 20 40
NEWSPAPERS 5 10
OTHERS 10 20
TOTAL 50 100
INTERRETATION
The above chart shows that 30% of the respondents were influence by friends,
40% of the respondents were came to know by internet, 10% of the respondents
came to know from newspapers, 10% of the respondents were comes to know
about opening of big bazaar from others
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3
NO. OF RESPONDENTS PERCENTAGE
FRIENDS
YES 40 80
NO 10 20
TOTAL 50 100
INTERRETATION
The above chart shows that 40% of the respondents were like to refer their friends
to big bazaar and 20% of the respondents are not interested in referring friends to
big bazaar.
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4
6. THE BEST RECRUITMENT SOURCES ACCORDING TO YOU
INTERNAL RECRUITMENT 30 60
EXTERNAL 10 20
RECRUITMENT
BOTH 10 20
TOTAL 50 100
INTERRETATION
The above chart shows that 30% of respondents were influence by internal
recruitment, 20% of respondents were influence by external recruitment
performance and 20% of respondents were influence by both source of
performace.
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5
7. ARE THE COMPANY POLICES KNOWN BEFORE JOINING
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6
POLICES NO. OF RESPONDENTS PERCENTAGE
YES 50 100
NO 0 0
TOTAL 50 100
INTERRETATION
The above chart shows that 100% of respondent (all the respondents) know
about company polices before joining.
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7
8. NUMBER OF DAYS COMPANY TAKES TO RESPOND THE APPLICATION.
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8
APPLICATION NO. OF RESPONDENTS PERCENTAGE
LESS THAN FIVE DAYS 25 50
5-10 DAYS 7 14
11-20 DAYS 10 20
15-20 DAYS 9 18
TOTAL 50 100
INTERRETATION
The above chart shows that 50% of respondents were got company call in less
than five days, 14% of respondents were got between 5-10 days, 20% of
respondents between 11-20 days and 18% of respondents got in between 15-
20days.
12
9
9. THE EFFECTIVENESS OF THE INTERVIE PROCESS AND OTHER SELECTION
INSTRUMENT.
INTERRETATION
The above chart shows that 40% of respondents felt excellent in effectiveness of
the interview process and other selection instrument.20% respondents felt
excellent in effectiveness of the interview process and other selection
instrument.
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0
10. DIFFICULT IN THE FOLLOWING TEST.
INTERRETATION
The above chart shows that 50% of respondents consider personal interview as
difficult, 10% of respondents consider written test as difficult, 14% of respondents
consider as practical was difficult
DIFFICULT IN THE FOLLOWING TEST.
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1
11. EXTENTOF SATISFACTION REGARDING DESIGNATION AND
WORKLOAD.
WORK LOAD
SATISFIED 20 40
HIGHLY SATISFIED 15 30
NEUTRAL 5 10
DISSATISFIED 10 20
TOTAL 50 100
INTERRETATION
The above chart shows that 40% of respondents were satisfied with designation
an workload, 10% of respondents were neutral, 20% of respondents were
dissatisfied, 30% of respondents were highly satisfied with work load regarding
the designation.
EXTENT OF SATISFACTION REGARDING DESIGNATION AND WORK LOAD
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2
12. ORGANIZATION CLEARLY DEFINED THE POSITION AND RECRUITMENT OBJECTIVE OF BIG
BAZAAR.
INTERRETATION
The above chart shows that 70% of respondents were clearly understood the
position and recruitment objective, 20% of respondents were not known about
the position and recruitment objective in the big bazaar
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3
CHAPTER-5
13
4
FINDING OF STUDY
2. 30% of the respondents felt excellent and good in regarding interview panel.
4. 40% of the respondents were like to refer their friends to big bazaar.
6. 100% of respondent (all the respondents) know about company polices before
joining.
7. 50% of respondents were got company call in less than five days.
10. 40% of respondents were satisfied with designation and workload, 10%
11. 70% of respondents were clearly understood the position and recruitment objective.
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5
SUGGESTIONS
1. During the selection process not only the experienced candidates but
2. Candidates should be kept on the job for some time period; if suitable
4. Company should follow all the steps of recruitment process for the
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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
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
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
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
good name for itself in the entire country and hence huge pool of candidates is created
through this source. However the hiring/applicants ratio is very low. This is because a lot of
unsuitable candidates also show up for interview. This leads to wastage of time and effort.
Big Bazaar can improve its recruitment and selection process with the advices mention below
and can increase the sources of recruitment for selecting the right pool of candidates.
CONCLUSION
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According to the analysis Pantaloon Retail should use Campus placements as a
source of recruitment. Company mainly focuses on internal sources which has its
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
According to the analysis company should evaluate the candidates on all the factors
Company should include physical examination in the selection process. After the
examination in the selection process and are now getting in touch with various
Certain changes should be made in Recruitment and Selection process of Big Bazaar
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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
74
the organization. It can facilitate the infusion of fresh blood with new ideas in to the
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
Company should include physical examination in the selection process. After the result of
the selection process and are now getting in touch with various hospitals to enter into a
Certain changes should be made in Recruitment and Selection process of Big Bazaar such as
Process.
RECOMMENDATIONS
The study of the recruitment and selection processes at Big Bazaar generated the following findings:
75
The recruitment process at Big Bazaar is in line with the recruitment policy of the company. The
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
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
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
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
76
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:
Websites referred:
www.pantaloon.com
www.indiaretailing.com
www.google.com
www.wikipedia.com
www.hr.uchicago.com
www.vishalmegamart.net.com
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Part IV: Annexure
D) Dissatisfied.
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D) Poor.
D) Others.
A) Yes B) No
D) Both.
6. Did you fully know about the company polices before joining in this
company
A) Yes B) No
7. How much time did the company take responds to your application?
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A) Less than five days B) 5-10 days C) 11-20 days D) 20-
25days
8. What do you difficult in the following test?
C) Written
D)
Practical
E)
Any other
D) Dissatisfied.
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