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RECRUITMENT & SELECTION PRACTICES AT BIG BAZAAR
ID No. D0911SSIIPM10516G(DEL-7/DA-1390)
I am fortunate to have got an opportunity to undergo the “internship” at Big Bazaar. The project has been very useful for me in understanding the various pragmatic aspects of the management function practice in the real world. I express my deep sense of gratitude to Mr. ARUN KUMAR MEHTA, (Recruitment Advisor), for their counsel through out my training. I would also like to express my gratitude to all the members of Connaught Place branch for their assistance and constant motivation. Above all, I give my special thanks to all my faculty members who have supported me. I am very thankful to all of them who have guided me for my project.
TABLE OF CONTENTS
Topics 1. Executive Summary 2. Introduction 3. Recruitment and Selection • Recruitment • Guiding Principles Of Recruitment • Recruitment Strategies and Resources • Position Announcements • The Recruitment Industry • The Recruitment Process
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Page No. 1 2 5 6 7 8 9 10 13 15 26 26 27 31 35 41 55 60 61 74 75 79 80
Selection Objectives of Recruitment and Selection Recruitment and Selection Policy Statement Company Profile Recruitment and Selection Guidelines of Big Bazaar Recruitment and selection policies for executive and management trainee Receipe for a successful recruitment and selection process
4. Objective of the study 5. Research methodology 6. Analysis and Interpretation 7. Conclusion 8. Recommendations 9. Bibliography 10. Appendix
The recruitment and selection units should actively recruit and participate in event that will foster a diverse applicant pool. 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. The recruitment and selection process should ensure fairness and consistency throughout the entire process. This process includes administering all testing phases from the written examination up until applicants are appointed. 1 . The recruitment and selection unit is dedicated to recruiting and selecting qualified candidates for appointment. In this report. It should be administered in such a way that only those applicants who meet various job related standards are offered positions of appointment. 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 objective of my study was to understand the recruitment and selection practices. but is one of the most critical aspects of operating your program.EXECUTIVE SUMMARY Recruitment is not a magical process of having people sign up. Recruiting from a pool of targeted leads can decrease member attrition.
Getting the right person at the right place and then retaining him is the main area of concern in today’s corporate world. Considering the aspect of sourcing. Hence. the same infrastructure etc. The talent that we have acquired and retained 2 . 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. but to have the best person in the organization it becomes very difficult to retain them. But what makes the difference in one organization to another is the manpower it possess which cannot be copied down. an outgoing one and will have its existence till the organization functions. rather it is that line of business that could lead any organization to attain heights. Each organization is now thriving to attain the best person i. the importance of human capital and human asset cannot do ignored. Nobody wants to have the third best or the second best.e. Certain great leaders who have made their mark in corporate world by their actions say that every organization can acquire the same machinery.INTRODUCTION In this information age. 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. Hence this should be kept in mind that sourcing is a continuous process. the knowledgeable worker and leverage their wisdom towards the achievement of the organizational objectives. This is the factor that makes difference between one organization and another.
how will the organization get the best.is through its sourcing only. the change in the culture etc. After having determined the number and kinds of personnel required the human resource of and of personnel manager and proceeds finding with identification sources recruitment suitable candidates for employment. It 3 . There has been tremendous change in the technology and for the organization to survive in this changing scenario. Man power planning gives an assessment of the number and type of people required in the organization. To have the best it is essential to acquire it from outside. 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 has become very essential that they keep up with the pace with the changes in the technology. The selection procedure starts with the receipt of applications for various jobs from the interested candidates. Both internal and external sources of manpower are used depending upon the types of personnel needed. 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. Taking for example no organization can even think of operating without the use of information technology. Totally unsuitable candidates are rejected at the screening stage. 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. Unless and until a person is sourced from outside.
The process of recruitment: 1. 2. Recruitment is a positive process as it attracts suitable applicants to apply for available jobs. 4.involves persuading and inducing suitable persons to apply for and seek jobs in the organization. Identifies the different sources of manpower supply. 4 . Chooses the most suitable source or sources. 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. 3. Invites applications from the perspective candidates for the vacant jobs. Assesses their validity.
POSITION DESCRIPTION A complete. 5 . from the initial screening interview to physical examination if required. In very rare case sex can constitute a bonafide occupational qualification. It should be Non discriminatory. Objective and MeasurableIt should be as objective and measurable as possible.This means they are inherently job related and predict successful performance of the job. accurate and current position description is the foundation for planning and conducting the recruitment effort.One should never express a preference for certain age. Valid.This means they are recognized as legitimate in the field attached to the position. that exist for the purpose of making effective selection decisions. The more subjective qualification the greater the need to predetermine how it will be qualitatively assessed. position description is necessary while selection includes all the activities. Defensible. But prior to recruitment. race or national origin.RECRUITMENT AND SELECTION Recruitment is the process by which hiring departments develop a viable applicant pool from which hiring and promotion decisions are made.
and selecting people for a job or vacancy within an organization. The recruiting India process may include a written test to judge the particular skills of a candidate. not to deviate from the subject. the prequalification process. A good presentation of his resume is in an organized way and refined talk a lot on the individual. Place the candidate from the right profile. the solution is the end of most Indian job recruitment agencies. which are essentially short list of application. 6 . Much can be found on the candidate's resume. making decisions. the appointment and action. preparing the job description and person specification. the best job recruitment agencies. Most recruitment agencies in India follow three stages in the recruitment process. preliminary assessment and final interview and selection. The job recruitment agencies in India involves identifying those posts. conducting interviews. the test must be carefully prepared. organizing meetings. The recruitment process in India is designed in such a way that each candidate gets the desired profile according to its own choice. Though individuals can undertake individual components of the recruitment process. This means that a lot of time and resources must be invested before the right candidate is selected.RECRUITMENT Recruitment refers to the process of sourcing. In this case. advertising. screening. His mentality and attitude can be judged according to his resume. management of the response. mid and large size organizations generally retain professional recruiters.
In addition. The decision-making process should not take too long to prevent candidates from taking any other occasion. so that nothing is excluded. and all subjects properly treated. He or she must say the entire process of his appointment clearly with the details of all documents to be submitted. structure of the question of strategy. In setting the timeline for your recruitment. The recruitment process must be strong and justified and shall withstand external scrutiny. consider the wording carefully--there are consequences to your choice. The length and scope of the recruitment should be relevant to the position. 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. An applicant must be informed once the decision is made. which is an important and crucial part of the recruitment process. the style of taking the interview must be decided in advance. the timing. 7 . Concerns such as the location of the interview. In India. Until the final decision about a certain candidate is taken. it is important to keep in regular contact with the candidate. The person who takes the interview of the candidate must be well prepared in advance. there are a number of things that must be taken into consideration in the recruitment process. A record should be kept of the candidate file for future reference. Only a good job recruitment agency with a good understanding of the area and the process can execute the same success.Then the interview.
you may not consider any applications received after that date. it is critical to establish a meaningful date. General guidelines for specific types of positions are listed below. consult with the appropriate HR Director or designee. age. Tenure-track Faculty 8 ." you can decide whether or not to review applications received after the specified date. reflect the qualifications identified in the position description. RECRUITMENT STRATEGIES AND RESOURCES HR Persons will assist search committees and hiring departments in developing recruitment strategies for each vacancy. • If you indicate "applications received by a certain date will be assured full consideration. • If you indicate the position will remain open until filled. All advertisements and position announcements should be consistent with each other. ensure that you know what institutional policies and procedures apply. you must consider any applications received until an offer has been extended and accepted. When using this wording.• If you specify a recruitment deadline. by women or ethnic minorities. Contact your HR Generalist before beginning recruitment. sex. If you wish to waive recruitment for faculty and unclassified positions. Recruitment activities should include good faith efforts to solicit a diverse applicant pool and affirm that race. If the position is in a job group that is underutilized. disability or veteran status will not be used to discriminate. Prior to recruiting for a position. additional targeted recruitment efforts should be undertaken.
Scope of Search: National or regional Recruitment Resources: Discipline-specific journals. 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. Recommended Recruitment Period Unclassified: advertisement Classified: Contact your HR Generalist for state requirements POSITION ANNOUNCEMENTS Purpose of the Position Announcements: At least 2 weeks after appearance of first advertisement. 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. at least 1 full week after publication of last advertisement Unclassified staff. local vocational and community colleges. list-serves. professional associations Personal contacts with colleagues. at least 1 full week after publication of last 9 .
Serves as a convenient mailer or flyer to advertise the position by direct mail. Their recruiters aim to channel candidates into the hiring organization’s application process. address and phone number. • Provide notification of the company's EO/AA policy.Provides applicants. the terms and conditions of appointment. salary range. which is either printed on company’s own letterhead. General Guidelines for Developing Position Announcements: • Use the recommended format. THE RECRUITMENT INDUSTRY The recruitment industry has four main types of agencies. and required application materials and application deadline. As a general rule. using the reverse side of the page. reportage. not the candidates. Traditional recruitment agency 10 . hiring departments and search committees with a general idea of the nature of the position. Explain application requirements. the agencies are paid by the companies. Identify required and preferred qualifications so that you solicit qualified applicants and stimulate interest in the position. • • Provide a contact name. if necessary. The industries practice of information asymmetry and recruiters' varying capabilities in assessing candidate quality produces the negative economic impacts. • Provide enough information to give applicants adequate understanding about the nature of the position. and identify contacts for requesting reasonable accommodation. Limit the announcement to one page.
Recruitment Consultants then endeavor to match their pool of candidates to their clients' open positions. Fees are charged for job postings and access to search resumes. Job boards allow member companies to post job vacancies. should the candidate fail to perform and is terminated within a set period of time. which usually has some form of guarantee. Alternatively. but in most states that practice is now illegal.Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry 11 . candidates can upload a résumé to be included in searches by member companies. due to past unfair and deceptive practices. A candidate visits a local branch for a short interview and an assessment before being taken onto the agency’s books. Websites capture candidate details and then pool then in client accessed candidate management interfaces (also online). recruitment agencies have historically had a physical location. In recent times the recruitment website has evolved to encompass end to end recruitment. In some states it may still be legal for an employment agency to charge the candidate instead of the company.Also known as an employment agencies. An advance payment that serves as a retainer. Suitable candidates are with potential employers. Online recruitment websites Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV) database. 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). also paid by the company.
who want to e-enable entirely or partly their recruitment process in order to improve business performance.sectors. Also. They are frequently members in good standing of industry trade groups and associations. recruit. employ and retain quality staff with a minimal amount of administration. test. but more often will generate their own lists. Headhunters Headhunters are third-party recruiters often retained when normal recruitment efforts have failed. The online software provided by those who specialize in online recruitment helps organizations attract. some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards. They may use advanced sales techniques. 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. help negotiate the salary. co-workers. customers or others might see their resumes. They may also purchase expensive lists of names and job titles. They may prepare a candidate for the interview. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidate’s annual compensation). Headhunters are generally more aggressive than in-house recruiters. for fear that their current companies. Due to their higher costs. such as initially posing as clients to gather employee contacts. as well as visiting candidate offices. and conduct closure to the search. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. 12 .
headhunters will both attract candidates and actively seek them out as well. To do so. coordinate employee referral schemes. window advertisements. purchase company directories or candidate lists. job ad newspapers. and/or focus on campus graduate recruitment. cultivate relationships with various companies. they may network. which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods. such as the Internet. general newspapers.headhunters are usually employed to fill senior management and executive level roles. a common part of the recruiting process. job centers. and campus graduate recruitment programs. also called same- 13 . In-house recruitment Larger employers tend to undertake their own in-house recruitment. While in-house recruiters tend to attract candidates for specific jobs. and cold call. maintain large databases. THE RECRUITMENT PROCESS These are the main recruiting stages. often encompassing multiple media. In addition to coordinating with the agencies mentioned above. and 2) recruiting research. professional publications. Sourcing Sourcing involves 1) advertising. using their Human Resources department. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing). This initial research for so-called passive prospects. in-house recruiters may advertise job vacancies on their own websites. or to find very specialized individuals.
results in a list of prospects who can then be contacted to solicit interest.generation. obtain a resume/CV. and be screened. 14 .
15 . such as for software knowledge. In some countries. and literacy. e. Onboarding A well-planned introduction helps new employees become fully operational quickly and is often integrated with the recruitment process.g. or in-house testing. communication. 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. numeracy. typing skills. interviews. job applications. employers are legally mandated to provide equal opportunity in hiring.Screening & selection Suitability for a job is typically assessed by looking for skills. typing. and computer skills. Qualifications may be shown through resumes. through psychological tests or employment testing. educational or professional experience. the testimony of references.
testing. background investigations. Discriminatory hiring practices could result in significant costs for the Company. corresponding with applicants. Poorly designed or executed selection processes will generally fail to identify the right person for the job. long Impolite and or lack incompetent of follow-up interviewers. reference checking. result in missed opportunities or delays in accomplishing the mission of the organization. Individuals acting on behalf of the organization who fail to follow nondiscrimination policies may face personal liability. What happens in the middle of the process includes job analysis. nearly $4700 if there was relocation. The process begins when a hiring department identifies the need to fill a position. and lead to discrimination unnecessarily claims. In 1983. unfavorable impressions of the Company. and the offer. Thus proper selection of personnel is obviously an area where effectiveness 16 . recruitment. Credentials verification. The cost incurred in hiring and training any new employee is expensive sometimes in the thousands of dollars.SELECTION This is the process of choosing individuals who have relevant qualifications to fill vacant positions. physical examinations. 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. interviewing. position description development. 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 average cost per hire for exempt employees was more than $4600. and ends when a person is hired to meet that need. may cause waits. and screening.
ensure that applications are being evaluated against the same criteria. applications/resumes.(choosing competent workers who perform well in their position) can result in large savings. Provide reasonable accommodation in the application process to persons with disabilities. GUIDING PRINCIPLES OF SELECTION The selection process exposes the organization or company to liability. and consistently applied selection criteria/process. 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.. Seeking training from HR for anyone who participates in the process before beginning.g. Use of a rating guide is recommended. interview questions. it is appropriate to conduct a verification phone interview. she must be eliminated from further consideration. rating guides. Be able to justify every selection/nonselection (e. and provide documentation which will be used to defend any challenged outcome. You may also ask applicants to include a cover letter detailing how they meet the established qualifications as part of the application process. If you are unclear whether or not an applicant possesses the minimum qualifications. and reference checks). This documentation should be forwarded to HR Generalist after the search is completed. the position decision with appropriate documentation description. selection criteria. valid. Once it is determined that an individual does not meet the established minimum qualifications. 17 . Use a nondiscriminatory.
TIPS FOR INTERVIEW PROCESS Minimize Stereotypes – Provide interviewers with a job description and specifics on job requirements. Hiring departments should use the appropriate guidelines and to search identify committees appropriate pre-employment inquiries. Train Interviewers – “Improve the interpersonal skills of the interviewer and the interviewer’s ability to make decisions without influence from non-job related information. 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. PROHIBITED PRE-EMPLOYMENT INQUIRIES Laws governing interviewing and selection are not intended to restrict an employer's ability to choose the most qualified person. trained to: • • Avoid asking questions unrelated to the job Avoid making quick decisions about an applicant Interviewers should be In the absence of specific information individuals may be more likely to make stereotypical 18 . Remember that every applicant is a potential complainant. They are intended to ensure that employers use criteria that are jobrelated and nondiscriminatory. Conduct reference checks as part of the selection process.Avoid prohibited pre-employment inquiries and interview contaminants. Any questions regarding the appropriateness of specific inquiries should be directed to the EO/Compliance Specialist.
avoid recording inappropriate information (i.e. you may attach attributes to her that don't actually exist. If you like a candidate. NEGATIVE BENT -. anything not related to the job) or statements based on your own inferences.• • • • 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 -.especially if the candidate isn't encouraged to fill in the gaps. irrelevant or carefully document the interview. confusing. STEREOTYPING -.a tendency to generalize one outstanding feature of a candidate as representative of success in any endeavor.a major problem. Focusing on the job rather than personal traits can offset a tendency to categorize candidates. no matter how unrelated 19 .remember that you gather information during the interview and evaluate it afterwards. valuable material will slip through the cracks. MISSING DATA -. THE HALO EFFECT -..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 -.frequently carry more clout than fact. IMPROPER antagonistic INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -unless you QUESTIONS -loaded.
attitudes. she/he must understand that less restricted checks will be made before any offer is extended. Although privacy legislation has had an impact on the reliability of reference checks. aspirations and biases CHEMISTRY or rapport between two people can contaminate the interview -. Appropriate checks are also necessary to defend against charges of negligent hiring. values. The bottom line is that the candidate must allow some access to people familiar with their work. If access is significantly candidate-controlled.MIND SET -. Inform candidates that reference checks and validation of credentials will be part of the selection process. motives.your background.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 o be known about candidates can be learned through good investigative techniques. A candidate may have valid reasons for setting some limits. Consider the following guidelines: • Call the references identified by the candidate. Intentionally choose whom to contact. or withdraw their candidacy. Keep the following guidelines in mind: Obtain permission from candidates. and these limitations should be respected. 20 . they remain a viable means of verifying applicant information.
• Seek permission to call persons who should know the candidate (e. skills and work behaviors identified as being important to the position. Avoid asking references prohibited pre-employment inquiries. vice president. current department chair. • Address significant gaps or missing elements in the candidate's application materials. • Avoid being put off by scattered "negative" comments from references. Focus on gaining information about the knowledge. supervisor. Attempt to evaluate the reference's perspective.g. abilities.). The nature and timeliness of 21 . departmental head. and how recently or how well they know the candidate. colleagues. • Look for patterns of strength and limitations. CORRESPONDING WITH APPLICANTS All contact with applicants is important. • • • Request the same information regarding all applicants. • Complete enough calls for a full picture of the candidate to emerge. • Not every comment should be given equal weight. etc.. and for indications of fit between the person and the position. Apply the following guidelines for determining what inquiries to make: • All information considered in the selection process must be related to job performance. how credible they may be. A professionally conducted search process predisposes qualified candidates to consider a company as a potential employer.
hiring departments are advised to notify applicants when the screening process has eliminated them from consideration. • Confirmation of campus interview arrangements. In order to keep good candidates interested in the position. This correspondence should be preceded by telephone conversations with the candidate. • Notification that application materials were received too late for consideration. • Notification that an applicant is no longer being considered. As a courtesy to applicants. 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. This may occur after any round of screening or interviewing. it is advisable to keep applicants informed should a change in the selection timeline be necessary. • Notification of a change in the timeline for selection. and indicates the expected timeline for the selection process. identifies any missing materials which must be provided to ensure consideration. Typically. particularly those for high level or particularly competitive positions. An acknowledgement letter confirms that the hiring department has received all or part of the required application materials. Informing persons that they will not be considered for the position is not only a courtesy. 22 . a recruitment and selection process will present the following opportunities to correspond with applicants: • Acknowledgement of application materials.correspondence contributes to the applicant's perception that a particular company is a quality organization. and should include information about the Company.
a committee of 3 is adequate. For some positions. it should be confirmed in writing. committees should represent diverse backgrounds and perspectives. individuals with whom the candidate will meet. • Appreciation for interview and rejection. • Hiring departments should contact their HR Generalist for assistance in writing these letters. Guidelines Depending on the type of position. Whenever possible. 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. or administrative unit and type of position. travel and lodging arrangements. 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. Once a hiring decision has been made and discussed either in person or by telephone with the finalist. Generally. and other information which helps the candidate prepare for the campus visit. and have the capacity for balanced judgment and discretion. committees of 5-7 are more appropriate. The individual should confirm his or her acceptance in writing. • Letter of offer. school. For positions at or above the manager level. are committed to equal employment opportunity. a hiring department may decide to use a search committee to manage the recruitment and selection process. the ideal size of a committee is relative to the position. 23 . itinerary. The committee's role will vary with the department. The search committee should be comprised of individuals who have some knowledge of the position to be filled.the community.
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 24 . conducting reference checks. including rating guides applications. Typically. corresponding with applicants. 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. and maintaining the applicant record • Screening applications. which establishes the scope of its responsibilities. including the understanding of the recruitment and selection process. a Company’s search committee responsibilities include all or some of the following: • Helping develop the position announcement. and whether its recommendations to the hiring official shall be in ranked or unranked order. the charge should indicate whether or not the committee is responsible for conducting interviews. Chairs should be selected for their ability to provide leadership to the committee. sending receiving applicant information forms. A search committee chair should be appointed.Committees for positions at the Executive level may be significantly larger. and their commitment to ensure a legally defensible identification of minimum and preferred qualifications. a demonstrated process. At a minimum. The committee should receive a formal charge.
or all committee members? • Will committee members review every application. secretary. the committee must decide whether they will use numerical scoring (and whether it will be weighted or unweighted). 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. 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. In designing the rating guide. average. strong). poor. which was advertised. it is recommended that the review process begin after the date. • Has the committee developed a plan for corresponding with applicants. should discuss and agree upon the following practical considerations: • When will review begin? Unless an inordinate number of applications are expected. because it can be used to defend against EEO challenges to the selection decision. 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? 25 . or a combination of the two. qualitative scoring (for example. including the committee secretary. • Will initial review of applications for minimum qualifications be done by the committee chair.• Appointing one of the members. Committee members.
can contact their HR Generalist and advice.• Where will committee members review the files? Will they need to come to the search committee secretary or chair office? If so. 26 . 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.
substitute for an understanding of procedures and processes from a student affairs perspective. however. Recruit staff members who are compatible with the organization’s environment or culture 4. Units may use different processes for recruitment depending upon the circumstances surrounding the need to fill the position.OBJECTIVES OF RECRUITMENT AND SELECTION 1. The diversity goals of the institution. 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. but must take steps to ensure that the values of the profession are applied in all procedures that are used. Supervisors should adhere to any institution-wide recruitment and selection programs. 27 . division of affairs. Conduct a wide and extensive search of the potential positive candidates 3. and the unit will be addressed in all recruitment and selection processes. Hire the right person 2. IT Recruitment and selection committee members should be properly trained to assume the important responsibilities of recruitment and selection. This cannot. Hire individuals by using a model that focuses on learning and education of the whole person 5.
At Big Bazaar. cutlery. And this is just the beginning. utensils. crockery. Where Big Bazaar scores over other stores is its value for money proposition for the Indian customers. Big Bazaar plans to add much more to complete the shopping experience. COMPANY PROFILE Big Bazaar is not just another hypermarket. sports goods and much more at prices that will surprise you. With the ever increasing array of private labels.Recruitment and selection should be planned. implemented. Food is the main shopped for category in this store. one can get the best products at the best prices – that is what they guarantee. LINES OF BUSINESS OF THE ABOVE STORE:· E-tailing · Food · Fashion · Home Solution · General Merchandise 28 . Parent Company:Pantaloon Retail (India) Limited. It caters to every need of a family. it has opened the doors into the world of fashion and general merchandise including home furnishings. is India’s leading retailer that operates multiple Retail formats in both the value and lifestyle segment of the Indian consumer market. and evaluated to ensure that each potential employee is provided equal opportunities to compete for the position.
What you won't get here is designs your friends will drool over. The Food Bazaar provides a range of food and grocery products ranging from fresh fruits and vegetables. 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. Big bazaar 29 . The products include apparels and nonapparels such as utensils. The Big Bazaar is the discount store which offers a wide range of products under one roof. global brands in fashion. The clothes especially deserve an independent feature of their own. Checks and stripes are like the far-end of the creative exercise here. But to appreciate the nuances of home economics. The selected retailers put up their counters and sell through the outlet. If you were trapped in there for a week. and the best bet for the fashion conscious would be the plain colours on display.· Leisure and Entertainment · Wellness and Beauty · Books and Music Big Bazaar. Life at Big Bazaar is pretty self-sufficient. FMCG products and ready-tocook products. sports and lifestyle accessories. sports goods and footwear. staples. you could live a good life. which has about 150 outlets across the country. The Central offers a chain of stores including books and music stores. is also promoting small retailers by partly having the shop-in-shop concept. grocery store and restaurants. this store offers good bargains. one should try comparing prices. The small retailers also lower their prices as they gain through bulk sales.
Middle class appeal : Considering the fact that there are a lot middle class families in India. Attractive sales : Big bazaar has been known for its great sale and great offers. Variety: Big Bazaar offers a wide variety of products of different prices and different qualities satisfying most of its customers. Therefore. Advertisements : Big bazaar has endorsed very popular figure like M S Dhoni and other famous personalities which has attracted a lot of customers. 7. Big bazaar has had a huge impact on the middle class section of India. 2. the prices. Store layout: The store layout and the assortment of goods is not the best at Big Bazaar. 4. Disadvantages: 1. Price: As noted the prices and offers in Big Bazaar have been one of the main attractions and reasons for its popularity. thus this has been one of the main advantages of Big Bazaar. 6. Big bazaar has had long lines of people waiting to get into the store for the sale. 5. This has resulted in increase of sale and the outdoor advertising techniques have also helped Big Bazaar. as the quantity of goods sold is 30 . Quality: Providing quality at low prices and having different types of products for different income customers is another advantage. The price ranges and the products offered are very satisfying to the customers. 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. 3.1. quality and sales strategy has helped in getting the middle income groups getting attracted towards Big Bazaar. the sales that Big Bazaar has had has increased sales in a huge way due to the sales and offers.
6. Due to factors mentioned above Big Bazaar shoppers are not always satisfied. making customers to search for different places. Consumer satisfaction: Long queues and lower quality leads to dissatisfaction of customers. this may dissatisfy certain customers. and this is sometimes a disadvantage as some would prefer better quality to the price. 3. Lower quality of goods: As Big bazaar aims more toward the middle income group. Does not appeal to the elite: As mentioned above. 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 leads to dissatisfaction of customer. 31 . Hence at times customers find it hard to find what they require. 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.more the arrangement and assortment of goods in the store is the greatest. the main customers are middle income and a few high income groups. 5. this irritates customers which makes them visit the store more seldom. the quality of goods is not of the highest quality. The staff recruited is not very well trained and the billing queues take a long time to move. 2. 4. this decreases sales from the elite class. this is not a positive for the store. Not acclaimed for very good service : Big Bazaar is not known for high class service.
• • • • Through Employment Exchanges Through Placement agencies/ Consultants Through open Market Advertisements From Engineering /Management / Educational Institutes. required to recruit the person at various Levels/ Grades. 32 . who fulfills the requisite job specifications for Recruitment including the desirable level of qualification. Detailed job specifications. SOURCES OF RECRUITMENT From within organization through Transfers.RECRUITMENT AND SELECTION GUIDELINES OF BIG BAZAAR These guidelines are also called BIG BAZAAR RECRUITMENT RULES. 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. 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. OBJECTIVE The main objective of detailing guidelines is that the right type of personnel’s are recruited.
i. a management may also consider reappointment of a retired employee 33 . or management wishes to retain his service in the interest of the organization. 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. all employee shall be retiring only on first day of the next month in which he attains the age of superannuation. 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. the management at its sole discretion. AGE OF SUPERANNUATION Normally the age of superannuation shall be 60 years for all classes of employees. The upper age limit for recruitment of experienced personnel shall normally be not more than 45 years.. EXTENSIONS IN SERVICE In case any employee requests for extension of services on attaining the age of superannuation. In order to streamline the recruitment age and to ensure that no person is retiring on his birthday.com etc. subject to medically fitness.• • • Through E-mail sources viz Naukri. However.e. 60 years. Through Contractors /Suppliers etc. Through referred cases. 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. may grant such extension of service for one year at a time.
photocopies of certificate and testimonials etc. Qualification. 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. ANTECEDENT VERIFICATION Each Candidate should state names along with contact address Telephone number etc of at least 2 persons (not in relation).on a contract basis. as per sanctioned manpower and duly approved by competent authority. 34 . 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. in the application form itself. who can be referred by the employer to verify candidate antecedents etc. However such a person shall be entitled to a consolidated amount and contracted facilities/ perquisites only. out of which one should be preferably of immediate past employer. in support of their Age. after joining the service of the company. 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. 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.
35 . shall be required to complete an Application Blank for Employment in his own handwriting. APPLICATION BLANK FOR EMPLOYMENT All applicants.SCRUITINY OF APPLIACTION All application received from the candidates. who have been short listed for an appointment in the Company. shall initially be screened by HR Department Recruitment section to ensure that candidate fulfills the job specifications and there after send the screened applications to respective HOD / Requisition authority for detailed screening and ensuring that the candidate meet their requirement and return such screened applications back to H R Department for further action to request and fill the vacancy.
RECRUITMENT AND SELECTION POLICIES FOR EXECUTIVE AND MANAGEMENT TRAINEE SCOPE & OBJECTIVES: Keeping in the view the existing and expansion needs as well as to meet the competition BIG BAZAAR needs well qualified. 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 36 .Cadre) TRAINING AND STIPEND Candidate recruited as Trainee shall undergo six month training. TITLE & APPLICABILITY This scheme shall be called as ET/MT scheme which interlaid include CA’s.e. 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. MBA’s. Engineers. Merchandizing. from 1st April 2007. ICWA. IT Professionals and Commerce discipline candidates and shall come into force. All such Trainees recruited shall be placed in Executive Cadre (E. Supply chain. HR and Finance & A/c’s. w. General Management etc. so as to ensure that each one of them shoulders appropriate responsibility and produce desired results. Sales. Warehousing. and talented personnel in various discipline of Retail business Viz. Select and provide effective Training to new entrants.
To be trained in detailed working and in depth studies & working of that department.General Overview and theoretical training/visits etc including organizational setup.On the job training in various Department on rotational basis so as to know all the functions of the organization Next 3 months. 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.On the job/ under study /Training in the parent Department where the Trainee has to be placed finally. orientation and exposures to organizational Rules and Regulations Next 2 ½ months. in no case training period shall exceed for 9 months Training Schedule First Fortnight.Fresh CA’s Training Duration Total 6 months unless extended by another 3 months.General Overview and theoretical training/visits etc including organizational setup. orientation and exposure to organizational Rules and Regulations 37 .
To impart effective training recruitment of MT’s and ET’s shall be done twice a year. During recruitment specific emphasis shall be laid on the overall personality. to be trained in detailed working and in depth studies & workin of that department.s/ET/s shall be done on a continuous basis. However. Recruitment: Recruitment of MT. IQ. Review: Progress of each trainee shall be reviewed by a committee consisting of Guru/ Supervisor/HOD/Trainer and a HR representative every quarter.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. keeping into view the manpower requirement of the organization. where he has to be placed initially. campus recruitment shall be encouraged for this level of personnel. this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional Trained personnel. Age: The age limit of trainee shall not be above 25 years of age at the time of selection. 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.On the job/ under study / Training in the parent Department. However. candidates selected for recruitment shall be physically fit and 38 .
all Trainees. 39 . Progress Report: Each trainee shall submit a Monthly Report to Training Manager about his Training work. and shall be reviewed periodically on need based. 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. shall have to execute a service agreement with the company for a minimum period of two years after the completion of scheduled training period.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. 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.
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. 40 . 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 41 .
which clearly articulates the essential elements of the job. These forces should be considered in the recruitment and selection procedures. Every administrator should consider applicable laws whenever conducting search processes. However. • 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 recruitment and selection process may 42 . internal forces that are unique to the institution impact most campuses. • • • • Evaluate all applicants by the same criteria. the overriding institutional policies should be considered in all circumstances.RECEIPE FOR A SUCESSFUL RECRUITMENT AND SELECTION PROCESS • Develop a written job description. 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. Once the campus personnel office has been consulted. Never make prohibited pre-employment inquiries. It is wise to consult with the campus personnel office before undertaking any recruitment and selection process. Safe questions are those which are clearly job-related. Establish and retain documentation supporting all selection or rejection decisions. Whereas many external forces are common among institutions.
3. and that 43 . Prepare the Position Description The division should first establish a hiring profile. how it relates to other positions in the division. Following are 12 steps that every effective search process should include: 1. there must be a careful determination of why the position is needed. It is imperative that a position description clearly defines the institution's goals.begin. Whether the position is new or recently vacated. 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. 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. including the definition of student services. It should also emphasize the people oriented nature of the organization. It is important to create a profile that best fits the position in the context of the institution's culture. 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. 2. consistent with the idea of choosing the person who would best fit the position. precisely how it will assist the division and the institution in achieving its goals and mission.
one should avoid "must statements" such as "the candidate must possess a Ph. gender. because women's career paths are more often marked by maternal responsibilities. The job description should indicate the need for the position in light of the institution's goals. expectation that an applicant's record show a steady progression of positions with increasing responsibilities is more likely to attract men than women. and minority bias. It should be written so that it does not systematically such eliminate and members minorities. The division should offer leadership that embraces the concept and reality of the defined goals and practice them everyday. of For the underrepresented absences related groups to as women and family example.D. In writing a job description. It should also simplify operations so the "people element" shines forth and stamps the institution. The position description should take heed of ethical consideration in regards to ethnic.". It also should make clear to other members of the unit in which the work is to be performed." At a minimum a position description should include: • • • Position title Credentials or position specifications Administrative location of the position 44 .employees are selected based on personality and chemistry that fit the defined services and goals. 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. what is expected of the new member.
such less providing opportunities for everyone's active participation. Care. Large committees 45 . should be exercised to keep the committee small enough that it can communicate and function effectively. as the the level of According responsibilities entire campus vacant outside position increases. committee membership may be comprised of many different constituents. Appoint and Empower the Search Committee The integrated staffing model suggests the use of a search committee to recruit and select staff. Search search committee members should be more widely representative of the and community. 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 to Winston of the and Creamer (1997). 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. Large committees have difficulty in just scheduling meetings. however.• • • • • Physical and working conditions Goals for the position Work activities Procedures and conditions of employment Institutional and divisional performance expectations 4.
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 46 . it is vital that all members of the committee are well trained regarding the necessary qualifications. members may not know precisely what is expected of them. 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. As search committees tend to be ad hoc committees.may impede timely reviews of applications. The committee's duties and the role of the hiring authority should be clearly stated in writing. which may result in having highly qualified candidates withdraw because they have received offers from competing institutions. 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 important to consider carefully which advertising medium is most 47 . the position announcement can unencumbered the overall search process by encouraging self-elimination of candidates who clearly do not fit the announced requirements. Limited budgets may determine the means by which a position vacancy is advertised. Therefore. 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. Advertise the Position The student affairs division should evaluate all possible avenues for advertising a position vacancy.5. 6.
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 division will face a natural temptation to short- 48 . becomes severe. employee referrals. Extra care should be taken to ensure that the announcement reaches potential minority candidates. "any body". or electronic bulletin boards • • • • • • • • Local newspapers Word-of-mouth Employment agencies Mass media advertising (radio.) Professional lists Professional journals and web-sites. The Chronicle is distributed in both paper and electronic form. 7. etc. Professional placement conferences and exchanges. television. Acknowledgment of the application should be sent to both the applicant and the search committee. offices. Possibilities to consider are • Campus resources such as publications. Conduct the Search The individual and office listed in the position announcement should receive all applications from candidates. web-sites. 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.likely to target the audience most important to reach. The Chronicle of Higher Education .
Another way to maintain possible candidates on file is to ask exemplary staff members to refer their friends who might be looking for work. and thereby produces stability. 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. and reviews should begin immediately following the announcement.circuit the standard screening process and hire a replacement immediately. 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 49 . 8. training and recruitment costs. consistency. even offering the staff members rewards for referrals. The applications may be kept on file for future consideration. 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. Screen the Applicants Screening of applications should be conducted from the beginning of the search process. low operating costs and an ability to increasingly reward desired behavior.
Instructions should direct job seekers to list every job. The nitty-gritty of the employment application is the work history section. and volunteer jobs.• • Use of an assessment center A thorough literature review concerning the screening of resumes. Recent jobs are the best predictors of future job performance and permanency. including parttime. record keeping. the recruitment staff may see ways in which it can be improved. Some institutions require that all applicants complete an employment application. Beginning and ending dates of each job. month as well as year. An application should provide enough space to allow the applicant to list every job he/she has held for at least five years. interviews should be arranged with those 50 . 9. stationery-store variety is too brief if it fails to elicit vital information that can be legally requested. Their personal saga of success or failure often is displayed clearly in their unabridged employment record. second jobs. The search committee should always carefully study each applicant's employment history. are also necessary. It will identify many undesirable applicants early in the selection process. The completion of an application form for is important for Equal and Employment for gathering Opportunity reasons. information from which to make a good employment decision. Arrange the Candidate Interviews Once the applicant pool has been screened and individuals to be considered are identified. Precise dates of employment expose gaps between jobs. Taking a critical look at the institution's employment application. A comprehensive employment application is the cornerstone of every successful pre-employment screening program. The one page.
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.candidates. train station. Often. if necessary) • Arrange for any meals provided outside of the interview schedule if necessary 51 . etc. 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. the interviewers. If a group of people interviews the candidate. Or. institution with limited budgets will begin the interview process by conducting telephone interviews. 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. 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. Many times. arrangements should be made to conduct a conference telephone call with the candidate. Telephone interviews can be held with either an individual or a group of people as the interviewer. the size of the departmental recruitment budget will determine both the type and the number of interviews that will be conducted.
Unsuccessful short-term jobs. reasons for leaving and dates of employment are the items most frequently omitted from resumes. Additionally. interviews must be conducted from completed employment applications. 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. Interviews are most effective when they include questions based on a careful analysis of job functions. Interviews should involve multiple interviewers. The search committee should never grant an interview to an applicant who has not fully completed an application form. Most applicants do not overtly lie on their resumes. Interview the Finalists Interviewing an applicant from a resume can lead the search committee to overvalue assets and never see liabilities. It is always instructive to see how different interviewers give different points of view on the same applicant. 10. Interviews should be consistent from candidate to candidate and should evaluate a candidate's interpersonal and communication skills. As a result. it is easy for search committee members to forget some of the material that was covered in the interview. 11.• 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. The purpose of the applicant's resume is to highlight assets and hide shortcomings. which leads to a better overall hiring choice. Conduct Reference Checks 52 . they just omit negative information.
reference checking can be a frustrating exercise that yields little useful information about a candidate. • To increase the chances of contacting candid references. This information should encourage candidates to be frank and honest in their responses to questions. 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. 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. Nevertheless. including immediate 53 . Reference checks round out the profile of a job applicant by providing third-party support for first impressions. Reference checking is often forfeited when a student affairs division is pressured to hire in a hurry. Additionally. 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. salary and the name of the previous employer.One of the most crucial but often neglected steps in the hiring process is reference checking. begin with basic questions about the applicant. Ask for confirmation of employment dates. be friendly and courteous. the hiring supervisor will conduct a reference check. After developing rapport. job duties. Next. title. When calling a reference. This will yield essential information while breaking the ice. 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. ask each applicant for at least five names. if they advance as a finalist for the position.
The committee may submit one of the following types of recommendations. The committee may submit one of the following types of recommendations. religion. • Ask open-ended questions in order to elicit broad information. Such information may not be used in making a hiring decision. • The position supervisor should call all references personally. Additionally. or other personal issues. That person knows best which skills and personality traits will be optimal for the position. Make the Offer After the search committee has completed all of the interviews and has evaluated the candidacy of the finalists. 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. disabilities. age. which can be used as an icebreaker when calling. depending upon the charge that was originally given to the search committee: 12. such as membership in professional associations. request a fact about each contact. depending upon the charge that was originally given to the search committee: • • The name of one candidate The names of two or more candidates in order of hiring preference • The names of two or more candidates in no particular order 54 . gender. • Avoid inquiring about the candidate's marital status. the committee will submit a recommendation to the hiring authority.supervisors. ethnicity.
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. all other candidates should be notified immediately. If the candidate declines the position.Once a qualified candidate or candidates has been recommended to the hiring supervisor. Once an individual has been secured for the position. If the candidate accepts the position. the supervisor should contact the preferred candidate and make the job offer. the hiring supervisor should make the offer to the next candidate of choice or should reconvene the search committee to make other arrangements. 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. However. Should a hiring recommendation be accepted. the supervisor should strongly consider the recommendation that has been presented. They should be informed 55 . the offer and conditions of hiring should be sent to the candidate in writing as soon as possible. The supervisor may accept a hiring recommendation or charge the search committee to continue the search.
Do not make offers that are not honest. Finally. 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. 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. service. 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. either by telephone or in person. not only out of respect for each candidate. but also to protect the integrity of the institution. • • Never misrepresent the position in any way. Following are some behaviors that if adopted. 56 . Maintain confidentiality throughout the entire job search.of the closure to the search and thanked for their interest in the position. personally. • • Acknowledge receipt of all application materials. 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. Appropriate announcements should be made regarding the outcome of the search Avoiding Ethical Breaches When Conducting a Candidate Search It is important to act ethically at all times when conducting a candidate job search. For example. It is proper etiquette to notify those candidates who were interviewed. the search of committee their time should and be dissolved with acknowledgments process.
In position advertisements attempt to list as much descriptive information on the local community as possible. • • Be forthright with all institution policies related to religion. In this case.• Provide the candidate with professional materials representative of the company. • Be sure that hiring practices are consistent across the board. state this explicitly in the advertisement especially if it is a factor in selection. announce this to all other candidates. It is however permissible in private institutions. • • State all terms of employment in hiring offer. 57 . • Never mislead a candidate as to his or her status in the search process. If there is an internal candidate or candidates for the position. There have been court cases where employees may not have been hired because of their religious denomination. traditional or native attire to work. • Search committee members should not make attempts to religious denomination based on affiliations or deduce organizations listed on the resume. List all institutional policies related to dress and appropriate This is important for employees who may want wear attire. ISSUES OF RELIGION IN RECRUITMENT AND SELECTION • Religion should not be a factor in advertising vacant positions in cases of public universities. • Search committee members should be trained on the protocol and legal situations. • Conduct open searches.
race and sexual orientation discrimination and sexual harassment policies and include a statement about these policies in the advertisement of the position. disability and pension programs that are nondiscriminatory on the basis of gender.ISSUES OF GENDER IN RECRUITMENT AND SELECTION • Do not discard applicants who “stopped out” to provide care for a child. • Provide life insurance. and sexual orientation discrimination”. or for maternity leave. pregnancy. and promotions. • Before attempting to diversify a staff and make it more gender equitable. There are five areas critical to this process: 1. • Understand questions that cannot be asked regarding family. and elderly parents. • Have clear and vigorously enforced sex. Clear preconceived expectations based on gender 58 . including reproductive health care. “gender stereotyping. pay. • Consider the dynamics of the interview – is the candidate being interviewed in an environment that is representative of the office environment. children. A commitment to creating an inclusive environment 3. • 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. family issues. dependent children. discrimination in hiring. lifetime partners. Open communication 2. etc. one must tackle issues such as.
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.4. 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. A neutral supervisor who can observe different styles and facilities communication when a conflict arises. 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 59 . 5.
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.
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. Primary Research I have chosen different tools to collect primary data including questionnaire, interviews etc. The main objectives were to collect
ANALYSIS AND INTERPRETATION
Does your company follow formal recruitment process?
Can't Say 88%
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. 63 . When does your company hires new employees? Immediate Need 22% Yearly Basis 4% Both 74% From the above diagram we can see that there were mix responses from the employees regarding the above mentioned question. 74% said that company is hiring employees annually as well as according to the company needs but 22% of my sample size believes company hires according to the need of the organization and 4% says that Big Bazaar employs on yearly basis.
Some of the sources used by them are promotion. Which sources of recruitment your company should follow? 3% 20% 31% Prom otion / Transfer Consultancy Cam pus Placem ents References Any Other 31% 15% There are various ways of recruiting candidates in the Big Bazaar. internal referrals and consultancy firms. 64 . Some have suggested advertising the vacancy in newspapers also. From the chart it is clear that employees of Big Bazaar are in favour of Campus placements and promotion and transfers.3. 20% of employees are in favour of internal references and 15% have suggested using consultancy services.
What criteria do you think should be used for selection process? 2% 0% 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. 65 .4.
66 . It depends upon the position for which the interview is being conducted.5. 0% 13% 25% 62% 0% Strongly Agree Agree Can't Say Disagree Strongly Disagree Interpretation: 62% (10 in number) of the departments disagree with the statement that 3 rounds are essential. According to you. 3 rounds of interview in Big Bazzar are essential for an effective recruitment process.
6. Were you given same job description as discussed in the Interview? 2% Yes No 98% Almost all the employees got the specified jobs offered to them. So from Big Bazaar perspective it is a good sign for the overall growth and development. 67 . From the chart it is crystal clear that the candidates get exactly the same job as described. This implies that the Big Bazaar have the organized manpower planning and well organized recruitment policy. There were some employees around 2% of my sample study who were against the above mentioned point.
7. According to you on what basis candidates should be evaluated for selection? Family Background 10% All Three 22% Academic Qualification 32% Experience 36% The above diagram clearly depicts that the employees prefer Experience as a criteria to select the candidate. 22% of sample size is in favour of all the three factors that are experience. academic qualification and family background. 68 . Only 10% are in favor of family background to be used as a selection criteria by the company. Next they consider academic qualification should be given importance while selecting a candidate.
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. Do you think physical examination should be included in selection process? Can't Say 6% No 24% Yes 70% 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.8. labour turnover and absenteeism. 69 . 24% are not in favour of physical examination as they think it is a wasteful expenditure of the company.
40% were those who were satisfied by the policy and 10% were those who were not able to comment on it.9. it is quite clear that out of my sample size . 50% are those who are not satisfied with the recruitment and selection policy followed by Big Bazaar and have suggested some measures to improve them. 70 . Are you satisfied with the overall recruitment & selection process of your company? 40% 50% Satisfied Neutral Dissatisfied 10% From the above figure.
Its clear from the chart that Brand name is also important factor which is a motivating force for the employees of Big Bazaar.10. Which of the following factors mentioned below you think have a beneficial effect upon the ability of Big Bazzar to attract and retain good employees? Salary Package Brand Name Career Growth Good Working Environment 31% . 71 . 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. Only 15% of the employees consider working environment in Big Bazaar to be a motivating factor.
It means they are satisfied from the persons recruited in the organization. 72 . 0% 25% Strongly Agree Agree 50% Can't Say Disagree Strongly Disagree 25% Interpretation: Half of the departments agree that the recruitment department is efficient enough in hiring the best talent from the pool of large people.11. the recruitment department in your organization is efficient enough. According to you.
12. The salary offered at the time of interview to the candidates is at par with the market rate. 0% 1 9% 25% S t ro n g ly A g ree A g re e 13% C a n 't S ay D is a g re e S t ro n g ly D is a g re e 4 3% 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. 73 .
You are satisfied with the recruitment process in your organization. Around half of the departments don’t know anything in this regard. 74 . Strongly Dis agre e 0% Strongly Agre e 0% Dis agre e 35% Agre e 48% Can't Say 17% Interpretation: There is a mixed reaction of this question. no clear picture can be drawn on the basis of this answer. So.13.
CONCLUSION • According to my analysis Pantaloon Retail should use Campus placements as a source of recruitment. Company mainly focuses on internal sources which has its own limitations. written examinations should be included in selection process and physical examination should be considered as a part of Selection Process. • Certain changes should be made in Recruitment and Selection process of Big Bazaar such as new sources of recruitment should be entertained. By focusing on Campus Placements Company can attract qualified personnel for vacant jobs in the organization. • Company should include physical examination in the selection process. It can facilitate the infusion of fresh blood with new ideas in to the enterprise. qualification and family background) however greater importance should be given to the experience and then qualification should be considered. This will improve the overall working of the enterprise. 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. • According to the analysis company should evaluate the candidates on all the factors (experience. • 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. 75 .
Big Bazaar has earned a good name for itself in the entire country and hence huge pool of candidates is created through this source. This is because a 76 . • Walk-ins are always used as a source of recruitment for junior level. However the selection process is unique for every position. is similar for all entry – level positions. the activity of generating the pool of perspective employees. The recruitment process at Big Bazaar is shown in above flowchart. The entire process works exactly as it should according to the policy. • The recruitment process i. • 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. • 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.RECOMMENDATIONS My 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. However the hiring/applicants ratio is very low.e. which is always resorted to. • The recruitment and selection activity is centralized and is conducted by the human resources department at Big Bazaar head office.
lot of unsuitable candidates also show up for interview. 77 . • 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. This leads to wastage of time and effort.
development & appraisal ______________________________________________________________ Resignation or retirement Exit Phase 78 .Employment Cycle Possible vacancy identified Analysis carried out to see if the job has changed or it still needed Recruitment Phase Job description drawn up Person specification drawn up Advertisement designed and issued _________________________________________________________ Short listing Interviews Selection Phase Appointment offered Induction Employment Phase Training.
At the time of recruitment. check the following points: • • Structure of interview (one-to-one interview. first comes short listing and after this interview. last part of selection phase that is appointment offered comes. 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 Is the position changing such that new skills will be needed in the Can the job be combined with another job that may also be Only after checking all these points. go ahead with other parts of recruitment phase. two-to-one Feasibility of interview pattern interview. 79 . panel interview) And after this. check the following points: • • Formal job description Does it fit the pattern? needed? near future? undergoing a change? In case of advertisement designed and issued: • • Where would you advertise your job in order to attract suitable How would you word the advertisement? candidates? At the time of selection. In case of job description. In case of interview. when a possible vacancy occurs.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.
com vishalmegamart.net.edu.com hr.BIBLIOGRAPHY BOOKS: 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) INTERNET SOURCES: wikipedia.com 80 .uchicago.com kumc.
APPENDIX 81 .
Does your company follow formal recruitment process ? 82 .QUESTIONNAIRE DEPARTMENT DESIGNATION 1.
a) Yes c) Can't say
2. When does your company hires new employees ?
a) Immediate need
b) Yearly basis
3. Which sources of recruitment your company should follow ?
a) Promotion / Transfer b) Consultancy
c) Campus Placements d) References
e) Any Other……………………………………………………………..
4. What criteria do you think should be used for selection process ?
a) Written test
b) Personal Interview
c) Written test and Interview d) Any Other………………………………………………………………..
Were you given same job description as discussed in the Interview? a) Yes b) No 7.5. 3 rounds of interview in Big Bazzar are essential for an effective recruitment process. According to you on what basis candidates should be evaluated for selection ? a) Academic Qualification b) Experience 86 . According to you. a) Strongly agree b) Agree c)Can’t say d) Disagree e) Strongly disagree 6.
Do you think physical examination should be included in selection process ? a) Yes c) Can't say b) No 9.c) Family Background d) All of the above 8. Are you satisfied with the overall recruitment & selection process of your company ? a) Satisfied b) Neutral 87 .
Which of the following factors mentioned below you think have beneficial effect upon the ability of Big Bazzar to attract & retain good employees? a) Salary Package b) Brand Name c) Career Growth 88 .c) Dissatisfied 10.
. According to you. The salary offered at the time of interview to the candidates is at par with the market rate.e) Good working environment e) Any Other……………………………………………………………. a) Strongly agree d) Disagree b) Agree e) Strongly disagree c) Can’t say 89 . a) Strongly agree d) Disagree b) Agree e) Strongly disagree c)Can’t say 12. 11. the recruitment department in your organization is efficient enough.
to improve the Recruitment Process) ______________________________________________________ ___________ ______________________________________________________ ______________________________________________________ 90 . a) Strongly agree d) Disagree b) Agree e) Strongly disagree c) Can’t say 14. You are satisfied with the recruitment process in your organization.13. Suggestions (if any.
______________________________________________________ 91 .
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