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INSTITUTE OF PROFESSIONAL EDUCATION AND

RESARCH BHOPAL
PROJECT TOPIC
"A STUDY OF RECRUITMENT PRACTICES AT RELIANCE HR
SERVICES PVT LTD"
SUBMITTED TO: SUBMITTED BY:
PROF DR. RESHAM CHOPRA MEENAL BUNKAR
FACULTY - IPER MBA 2ND SEM
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ACKNOWLEDGEMENT
'm extremely grateful to my all my team members in RELIANCE HR SERVICES
PVT.LTD
whose help me a lot and under their constant guidance and abundant interest have
always
enabled me to work hard for my project. Without their guidance this project would not
have been
completed.
'm highly indebted to SACHIN KAITWADE (Location Head MP-CG) RELANCE HR
SERVCES PVT LTD employees for providing me with immense help and guidance for
this
project.
A word of thank to PROF DR.RESHAM CHOPRA who helped me in completion of the
project.
CONTENTS
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S.NO
TTLE
PAGE NO.
1 Executive Summary 4
2 ntroduction 5
3 Research Methodology 7
4 Review of Literature 9
5 Company Profile 28
6 The Report 48
7 Observation and nferences 56
8 Suggestion 59
9 Bibliography 60
10 Appendix 61
11 Annexure 62
EXECUTIVE SUMMARY
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This Project is on the topic "A STUDY ON RECRUITMENT PRACTICES
AT
RELIANCE HR SERVICES PVT LTD". n this project have explain the
recruitment process, how the recruitment is done in an organization. have
explained the recruitment process of RELIANCE HR SERVICES LTD. n
reliance how selection and recruitment is done. Which recruitment software
is used
in Reliance? How many vacancy are there in the whole year and how many
have
been selected by the organization for the various post. What are the
sources of
recruitment, what are the factors which are affecting recruitment? have
asked
several question regarding recruitment to employees and questionnaire is
been
filled by the reliance employees. To know what is the gap in position
approved by
top management and the position filled in the organization.
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INTRODUCTION
PROJECT
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CHAPTER 1
INTRODUCTION
OThe topic is RECRUTMENT. This project is being prepared to know the whole
process
related to that topic. How recruitment process is done in reliance. What are the criteria
for recruitment in reliance?
Recruitment refers to the process of attracting, screening, and selecting qualified people
for a job
at an organization or firm. For some components of the recruitment process, mid- and
large-size
organizations often retain professional recruiters or outsource some of the process to
recruitment
agencies. Recruitment process involves a systematic procedure from sourcing the
candidates to
arranging and conducting the interviews and requires many resources and time.
The recruitment and selection is the major function of the human resource department
and
recruitment process is the first step towards creating the competitive strength and the
strategic
advantage for the organizations. Recruitment process involves a systematic procedure
from
sourcing the candidates to arranging and conducting the interviews and requires many
resources
and time.
Recruitment refers to the process of sourcing, screening, and selecting people for a job
or
vacancy within an organization. Though individuals can undertake individual
components of the
recruitment process, mid- and large-size organizations generally retain professional
recruiters.
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RESEARCH METHODOLOGY
Universe:
All the employees of the reliance.
SampIe Size:
Sample is Universe because all employee were considered for the study
Size taken is Random
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CHAPTER 2
RESEARCH
METHODOLOGY
Research Type:
Descriptive:-Why descriptive?
Descriptive research studies are those studies which are concerned with describing the
characteristic of a particular individual or of a group.
Data Type:
OPrimary data:-Through questionnaire, interview, Observation
Data for the study was collected through Primary source i.e. records of Reliance HR
Services and by discussion with the staff and HR manager.
OSecondary data:-Books, Journal, Newspaper, Business Magazine, Company Manual
Through different books and reliance
Time Period
OResearch period chosen was 15 May to 15 July 2010.
Limitations of the Study
OData collection was not easy
ORecords were not maintained
OTime was the major constraint.
OThe accuracy of indications given by the respondents may not be consider adequate
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OBJECTIVE OF RECRUITMENT
OCreate a pool of candidates so that the management can select the right candidate for
the
right job from this pool.
OAttract and encourage more and more candidates to apply in the organization.
Oncrease the pool of candidates at minimum cost.
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CHAPTER 3
REVIEW OF
LITERATURE
OObtain the number and quality of employees that can be selected in order to help the
organization to achieve its goals and objectives.
OTo attract potential employees into the rolls of the company
OTo make a positive impact with our clients, thereby increase the goodwill and equity
for
the Company, leading to better market standing.
SCOPE OF RECRUITMENT
OTo structure the Recruitment policy of company for different categories of employees.
OTo analyze the recruitment policy of the organization.
OTo compare the Recruitment policy with general policy.
OTo provide a systematic recruitment process.
Ot extends to the whole Organization. t covers corporate office, sites and works
appointments all over ndia.
Ot covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and
Senior Management cadres.
RECRUITMENT PROCESS
Recruitment is a process of attracting pool of potential candidates from the labour
market to
apply for the job where as selection is an elimination process to choose the best fit for
the job.
Recruitment is the process of searching for the attracting qualified candidates to apply
for the
positions that are available.
Ensure precisely channeled selection of resources, to enable achievement of the
company's
business goals. n other words, to make a positive impact with clients, thereby increase
the
goodwill and equity for the Company, leading to better market standing.
Screening and seIection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing,
and
computer skills. Qualifications may be shown through rsums, job applications,
interviews,
educational or professional experience, the testimony of references, or in-house testing,
such as
for software knowledge, typing skills, numeracy, and literacy, through psychological
tests or
employment testing. Other resume screening criteria may include length of service, job
titles and
length of time at a job. n some countries, employers are legally mandated to provide
equal
opportunity in hiring. Business management software is used by many recruitment
agencies to
automate the testing process. Many recruiters and agencies are using an applicant
tracking
system to perform many of the filtering tasks, along with software tools for psychometric
testing.
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On boarding
"On boarding" is a term which describes the process of helping new employees become
productive members of an organization. A well-planned introduction helps new
employees
become fully operational quickly and is often integrated with a new company and
environment.
On boarding is included in the recruitment process for retention purposes. Many
companies have
on boarding campaigns in hopes to retain top talent that is new to the company,
campaigns may
last anywhere from 1 week to 6 months.
Internet recruitment and websites
Such sites have two main features: job boards and a rsum/curriculum vitae (CV)
database. Job
boards allow member companies to post job vacancies. Alternatively, candidates can
upload a
rsum to be included in searches by member companies. Fees are charged for job
postings and
access to search resumes. Since the late 1990s, the recruitment website has evolved to
encompass end-to-end recruitment. Websites capture candidate details and then pool
them in
client accessed candidate management interfaces (also online). Key players in this
sector provide
e-recruitment software and services to organizations of all sizes and within numerous
industry
sectors, who want to e-enable entirely or partly their recruitment process in order to
improve
business performance.
The online software provided by those who specialize in online recruitment helps
organizations
attract, test, recruit, employ and retain quality staff with a minimal amount of
administration.
Online recruitment websites can be very helpful to find candidates that are very actively
looking
for work and post their resumes online, but they will not attract the "passive" candidates
who
might respond favorably to an opportunity that is presented to them through other
means. Also,
some candidates who are actively looking to change jobs are hesitant to put their
resumes on the
job boards, for fear that their current companies, co-workers, customers or others might
see their
resumes.
Recruitment Process:
Identifying the vacancy: The recruitment process begins with the human resource
department
receiving requisitions for recruitment from any department of the company
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1. dentify vacancy
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making
The recruitment process is immediately followed by the selection process i.e. the final
interviews
and the decision making, conveying the decision and the appointment formalities.
These are the main recruiting stages.
Sourcing
Sourcing involves:
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1) Advertising, a common part of the recruiting process, often encompassing multiple
media,
such as the nternet, general newspapers, job ad newspapers, professional
publications, window
advertisements, job centers, and campus graduate recruitment programs; and
2) Recruiting research, which is the proactive identification of relevant talent who may
not
respond to job postings and other recruitment advertising methods done in #1. These
initial
researches for so-called passive prospects, also called name-generation, results in a list
of
prospects who can then be contacted to solicit interest, obtain a resume/CV.
RECRUITMENT FLOW CHART
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n itia R e b y a b A r Y e s
R e fe r e n c e s S c P r A
Purpose and Importance of Recruitment
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidates to enable the selection of best candidates for the
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organization.
Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
ncrease the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly
under
qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will leave
the
organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of its
workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
ncrease organization and individual effectiveness of various recruiting techniques
and
sources for all types of job applicants.
SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment
processes from
two kinds of sources: internal and external sources. The sources within the organization
itself
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(like transfer of employees from one department to other, promotions) to fill a position
are
known as the internal sources of recruitment. Recruitment candidates from all the other
sources
(like outsourcing agencies etc.) are known as the external sources of recruitment.
SOURCES OF RECRUITMENT
InternaI Sources of Recruitment
1. TRANSFERS: The employees are transferred from one department to another
according
to their efficiency and experience.
2. PROMOTONS: The employees are promoted from one department to another with
more benefits and greater responsibility based on efficiency and experience.
3. Others are Upgrading and Demotion of present employees according to their
performance.
4. Retired and Retrenched employees may also be recruited once again in case of
shortage
of qualified personnel or increase in load of work. Recruitment such people save time
and costs of the organizations as the people are already aware of the organizational
culture and the policies and procedures.
5. The dependents and relatives of Deceased employees and Disabled employees are
also
done by many companies so that the members of the family do not become dependent
on
the mercy of others.
ExternaI Sources of Recruitment
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1. PRESS ADVERTSEMENTS: Advertisements of the vacancy in newspapers and
journals are a widely used source of recruitment. The main advantage of this method is
that it has a wide reach
2. EDUCATONAL NSTTUTES: Various management institutes, engineering colleges,
medical Colleges etc. are a good source of recruiting well qualified executives,
engineers,
medical staff etc. They provide facilities for campus interviews and placements. This
source is known as Campus Recruitment.
3. PLACEMENT AGENCES: Several private consultancy firms perform recruitment
functions on behalf of client companies by charging a fee. These agencies are
particularly
suitable for recruitment of executives and specialists. t is also known as RPO
(Recruitment Process Outsourcing)
4. EMPLOYMENT EXCHANGES: Government establishes public employment
exchanges
throughout the country. These exchanges provide job information to job seekers and
help
employers in identifying suitable candidates.
5. LABOUR CONTRACTORS: Manual workers can be recruited through contractors
who
maintain close contacts with the sources of such workers. This source is used to recruit
labour for construction jobs.
6. UNSOLCTED APPLCANTS: Many job seekers visit the office of well-known
companies on their own. Such callers are considered nuisance to the daily work routine
of the enterprise. But can help in creating the talent pool or the database of the probable
candidates for the organization.
7. EMPLOYEE REFERRALS / RECOMMENDATONS: Many organizations have
structured system where the current employees of the organization can refer their
friends
and relatives for some position in their organization. Also, the office bearers of trade
unions are often aware of the suitability of candidates. Management can inquire these
leaders for suitable jobs. n some organizations these are formal agreements to give
priority in recruitment to the candidates recommended by the trade union.
8. RECRUTMENT AT FACTORY GATE: Unskilled workers may be recruited at the
factory gate these may be employed whenever a permanent worker is absent. More
efficient among these may be recruited to fill permanent vacancies.
Factors Affecting Recruitment
The recruitment function of the organizations is affected and governed by a mix of
various
internal and external forces. The internal forces or factors are the factors that can be
controlled
by the organization. And the external factors are those factors which cannot be
controlled by the
organization. The internal and external forces affecting recruitment function of an
organization
are:
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FACTORS AFFECTING RECRUITMENT
InternaI Factors Affecting Recruitment
The internal forces i.e. the factors which can be controlled by the organization are:
1. RECRUTMENT POLCY: The recruitment policy of an organization specifies the
objectives of recruitment and provides a framework for implementation of recruitment
program me. t may involve organizational system to be developed for implementing
recruitment programmers and procedures by filling up vacancies with best qualified
people. Factors affecting recruitment process:
OOrganizational objectives
OPersonnel policies of the organization and its competitors
OGovernment policies on reservations.
OPreferred sources of recruitment.
ONeed of the organization.
ORecruitment costs and financial implications
2. HUMAN RESOURCE PLANNNG: Effective human resource planning helps in
determining the gaps present in the existing manpower of the organization. t also helps
in determining the number of employees to be recruited and what qualification they
must
possess.
3. SZE OF THE FRM: The size of the firm is an important factor in recruitment
process.
f the organization is planning to increase its operations and expand its business, it will
think of hiring more personnel, which will handle its operations.
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4. COST: Recruitment incur cost to the employer, therefore, organizations try to employ
that source of recruitment which will bear a lower cost of recruitment to the organization
for each candidate.
5. GROWTH AND EXPANSON: Organization will employ or think of employing more
personnel if it is expanding its operations.
ExternaI Factors Affecting Recruitment
The external forces are the forces which cannot be controlled by the organization. The
major
external forces are:
1. SUPPLY AND DEMAND: The availability of manpower both within and outside the
organization is an important determinant in the recruitment process. f the company has
a
demand for more professionals and there is limited supply in the market for the
professionals
demanded by the company, then the company will have to depend upon internal
sources by
providing them special training and development programs.
2. LABOUR MARKET: Employment conditions in the community where the organization
is
located will influence the recruiting efforts of the organization. f there is surplus of
manpower
at the time of recruitment, even informal attempts at the time of recruiting like notice
boards
display of the requisition or announcement in the meeting etc will attract more than
enough
applicants.
3. MAGE / GOODWLL: mage of the employer can work as a potential constraint for
recruitment. An organization with positive image and goodwill as an employer finds it
easier to
attract and retain employees than an organization with negative image. mage of a
company is
based on what organization does and affected by industry. For example finance was
taken up by
fresher MBA's when many finance companies were coming up.
4. POLTCAL-SOCAL- LEGAL ENVRONMENT: Various government regulations
prohibiting discrimination in hiring and employment have direct impact on recruitment
practices.
For example, Government of ndia has introduced legislation for reservation in
employment for
scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play
important
role in recruitment. This restricts management freedom to select those individuals who it
believes would be the best performers. f the candidate can't meet criteria stipulated by
the union
but union regulations can restrict recruitment sources.
5. UNEMPLOYMENT RATE: One of the factors that influence the availability of
applicants is
the growth of the economy (whether economy is growing or not and its rate). When the
company
is not creating new jobs, there is often oversupply of qualified labour which in turn leads
to
unemployment.
6. COMPETTORS: The recruitment policies of the competitors also affect the
recruitment
function of the organizations. To face the competition, many a times the organizations
have to
change their recruitment policies according to the policies being followed by the
competitors.
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RECRUITMENT POLICY OF THE COMPANY
n today's rapidly changing business environment, a well defined recruitment policy is
necessary
for organizations to respond to its human resource requirements in time. Therefore, it is
important to have a clear and concise recruitment policy in place, which can be
executed
effectively to recruit the best talent pool for the selection of the right candidate at the
right place
quickly. Creating a suitable recruitment policy is the first step in the efficient hiring
process. A
clear and concise recruitment policy helps ensure a sound recruitment process.
t specifies the objectives of recruitment and provides a framework for implementation of
recruitment program me. t may involve organizational system to be developed for
implementing
recruitment programs and procedures by filling up vacancies with best qualified people.
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Components of Recruitment PoIicy
The general recruitment policies and terms of the organization
ORecruitment services of consultants
ORecruitment of temporary employees
OUnique recruitment situations
OThe selection process
OThe job descriptions
OThe terms and conditions of the employment
A recruitment policy of an organization should be such that:
Ot should focus on recruiting the best potential people.
OTo ensure that every applicant and employee is treated equally with dignity and
respect.
OUnbiased policy.
OTo aid and encourage employees in realizing their full potential.
OTransparent, task oriented and merit based selection.
OWeightage during selection given to factors that suit organization needs.
OOptimization of manpower at the time of selection process.
ODefining the competent authority to approve each selection.
OAbides by relevant public policy and legislation on hiring and employment relationship.
Ontegrates employee needs with the organizational needs.
Factors affecting recruitment policy:
OOrganizational objectives
OPersonnel policies of the organization and its competitors.
OGovernment policies on reservations.
OPreferred sources of recruitment.
ONeed of the organization.
ORecruitment costs and financial implications.
ELEMENTS OF RECRUITMENT STRATEGY
1. What are your primary goaIs? (Why hire?)
The first element of recruiting strategy is to determine "why" you are hiring outside
people.
First, you must determine your firm's business goals and then what recruiting can do to
contribute to each of them.
Some of the more common business reasons for hiring include:
OReplacements for turnover
OCurrent or future business expansion
OUpsizing the caliber of talent because top talent has become available
OLimiting the talent available in the market in order to hurt a competitor's ability to staff
adequately
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OLearning from other firms
Oncreasing the capability of your firm by adding new skill sets
which of these focus areas you select are important because each requires that you
direct you're
recruiting efforts in a different way. For example, if you are hiring for geographic
expansion,
you will need to implement a strategy that allows you to enter new geographic regions --
as
opposed to hiring to hurt, where you need to focus on hiring away key talent directly
from
competitors.
2. Performance IeveI to target
Recruiting top performers require a different strategy and set of tools than recruiting
average
performers. As a result, you must first determine what level of performance you are
primarily
targeting before you determine the other elements of your recruiting strategy.
Performance targets include:
OFocus on average performers in all jobs
OFocus on top performers in all jobs
OFocus on top performers just in key job
3. Experience IeveI to target
Some employment strategies require you to take the long-term approach and develop
your own
talent, while other approaches target bringing in experienced talent for immediate help
or to
bring in new skills.
Experience target ranges include:
Onexperienced talent that can be trained
OTemporary and contract labor that can be converted
OHire at the bottom and promote within
OUndergraduate college hires (interns, nternet and on-campus hires)
OPostgraduate hires
OExperienced hires
OTrainees
. When to begin searching for candidates
Most firms begin a search once a requisition has been created. But there are a
multitude of
approaches available:
OBegin recruiting when an opening occurs
OContinuous search (evergreen jobs where there is a constant need)
OBegin before an opening occurs (pre-need hiring can be done to build a talent pool or
to
build a relationship over time, in order to increase applications and offer acceptance
rates
from employed individuals and top performer candidates)
. Where to Iook for candidates
There are three sub-categories within the "where" element. They include:
nternal versus external:
OFocus on all internal candidates (laterals or promotions)
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OSettle on a fixed ratio of internal to external hires
OHire primarily from college campuses
OHire primarily from external sources
nside or outside the industry:
OTarget within the industry only
OA fixed proportion outside the industry
. Who does the recruiting?
There are two sub-categories under this element. They include: nternally, who is
responsible for
recruiting?
OGeneralists do most recruiting.
OPrimarily internal recruiters working in HR
OSeparate sourcing and recruiting efforts within a centralized recruiting function
OA mix of corporate and contract recruiters that work internally
OLine managers do most recruiting.
OEmployees contribute significantly to recruiting through a heavy emphasis on
employee
referrals.
Utilizing external recruiters:
OUtilize external recruiting agencies mostly at the very top or bottom jobs
OThird-party recruiters are utilized only for hard-to-fill or key jobs
Oprimarily utilize external recruiting agencies
OOutsource the entire recruiting function
. Primary sourcing tooIs
dentifying candidates and convincing them to apply is essential to great recruiting.
Some of the
possible sourcing focus areas include:
OTraditional media (newspapers, walk-ins)
OSourcing using events (job fairs and industry events)
OTraditional nternet sourcing (large and niche job boards)
OAcquiring intact teams and a large amount of talent through mergers and acquisitions
(buy firms for talent)
. What skiIIs shouId you prioritize when seIecting candidates?
When selecting the most appropriate candidates from the candidate pool organizations
can use a
variety of approaches. Those target skills or competencies could include:
OHiring brains or intelligence
OSelecting based primarily on personality
OSelecting based on the technical skills required for this job
OSelecting based on skills (technical and people) required for this and "the next" job
OSelecting primarily based on pre-identified, company-wide competency needs (present
and future)
OSelecting primarily based on the candidate's experience (industry or job)
OSelecting primarily based on the candidate's contacts and network
OSelecting the "best athlete" available at the time (hire and then find the best job for
them)
OSelecting primarily based on cultural fit
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9. How to assess candidates An essential part of any recruiting strategy is the process
you will
utilize to assess the candidates. Common choices include:
Onterviews
OPersonality tests
OSkills tests
OReferences (business, personal or educational)
OGrades or academic performance (primarily for college hires)
ODrug screening
OJob simulations
OOn-the-job assessment (primarily for temp-to-permanent conversions)
OHire more than you need and intentionally "wash out" the poor performers
10. Primary saIes approach
Candidates can be "sold" on a job and company based on a variety of strategies. They
often
include:
OCompensation
OOpportunities for promotion
OBenefits
OA great team and manager
OAn excellent culture and values
OBonus and stock option opportunities
OChallenge, growth, and learning opportunities
OThe firm's employment brand and image
RECENT TRENDS IN RECRUITMENT
The following trends are being seen in recruitment:
1. OUTSOURCING: n ndia, the HR processes are being outsourced from more than a
decade now. Reliance is also doing this. f the candidate is in excess it is outsourced. A
company may draw required personnel from outsourcing firms. The outsourcing firms
help the organization by the initial screening of the candidates according to the needs of
the organization and creating a suitable pool of talent for the final selection by the
organization. Outsourcing firms develop their human resource pool by employing people
for them and make available personnel to various companies as per their needs. n turn,
the outsourcing firms or the intermediaries charge the organizations for their services.
Advantages of outsourcing are:
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OCompany need not plan for human resources much in advance.
OValue creation, operational flexibility and competitive advantage
Oturning the management's focus to strategic level processes of HRM
OCompany is free from salary negotiations, weeding the unsuitable
resumes/candidates.
OCompany can save a lot of its resources and time
2. POACHING/RAIDING: "Buying talent (rather than developing it) is the latest mantra
being followed by the organizations today. Poaching means employing a competent and
experienced person already working with another reputed company in the same or
different industry; the organization might be a competitor in the industry. A company can
attract talent from another firm by offering attractive pay packages and other terms and
conditions, better than the current employer of the candidate. But it is seen as an
unethical practice and not openly talked about. ndian software and the retail sector are
the sectors facing the most severe brunt of poaching today. t has become a challenge
for
human resource managers to face and tackle poaching, as it weakens the competitive
strength of the firm.
3. E-RECRUITMENT: Many big organizations use nternet as a source of recruitment.
ERecruitment
is the use of technology to assist the recruitment process. They advertise job
vacancies through worldwide web. The job seekers send their applications or curriculum
vitae i.e. CV through e mail using the nternet. Alternatively job seekers place their CV's
in worldwide web, which can be drawn by prospective employees depending upon their
requirements. Advantages of recruitment are:
OLow cost.
ONo intermediaries
OReduction in time for recruitment.
ORecruitment of right type of people.
OEfficiency of recruitment process
THE RECRUITMENT INDUSTRY
The recruitment industry has four main types of agencies. Their recruiters aim to
channel
candidates into the hiring organization's application process. As a general rule, the
agencies are
paid by the companies, not the candidates.
TRADITIONAL RECRUITMENT AGENCY
Also known as employment agencies, recruitment agencies have historically had a
physical
location. A candidate visits a local branch for a short interview and an assessment
before being
taken onto the agency's books. Recruitment Consultants then endeavor to match their
pool of
candidates to their clients' open positions. Suitable candidates are with potential
employers.
Remuneration for the agency's services usually takes one of two forms:
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OA 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)
OAn advance payment that serves as a retainer, also paid by the company.
On some states it may still be legal for an employment agency to charge the candidate
instead of the company, but in most states that practice is now illegal, due to past unfair
and deceptive practices.
OnIine recruitment websites
Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV)
database.
Job boards allow member companies to post job vacancies. Alternatively, candidates
can upload
a rsum to be included in searches by member companies. Fees are charged for job
postings and
access to search resumes.
n recent times the recruitment website has evolved to encompass end to end
recruitment.
Websites capture candidate details and then pool then in client accessed candidate
management
interfaces (also online). Key players in this sector provide e-recruitment software and
services to
organizations of all sizes and within numerous industry sectors, who want to e-enable
entirely or
partly their recruitment process in order to improve business performance.
The online software provided by those who specialize in online recruitment helps
organizations
attract, test, recruit, employ and retain quality staff with a minimal amount of
administration.
Online recruitment websites can be very helpful to find candidates that are very actively
looking
for work and post their resumes online, but they will not attract the "passive" candidates
who
might respond favorably to an opportunity that is presented to them through other
means. Also,
some candidates who are actively looking to change jobs are hesitant to put their
resumes on the
job boards, for fear that their current companies, co-workers, customers or others might
see their
resumes.
Headhunters
Headhunters are third-party recruiters often retained when normal recruitment efforts
have
failed.
Headhunters are generally more aggressive than in-house recruiters. They may use
advanced
sales techniques, such as initially posing as clients to gather employee contacts, as well
as
visiting candidate offices. They may also purchase expensive lists of names and job
titles, but
more often will generate their own lists. They may prepare a candidate for the interview,
help
negotiate the salary, and conduct closure to the search. They are frequently members in
good
standing of industry trade groups and associations. Headhunters will often attend trade
shows
and other meetings nationally or even internationally that may be attended by potential
candidates and hiring managers.
Headhunters are typically small operations that make high margins on candidate
placements
(sometimes more than 30% of the candidate's annual compensation). Due to their
higher costs,
headhunters are usually employed to fill senior management and executive level roles,
or to find
very specialized individuals.
26 | P a g e
While in-house recruiters tend to attract candidates for specific jobs, headhunters will
both
attract candidates and actively seek them out as well. To do so, they may network,
cultivate
relationships with various companies, maintain large databases, purchase company
directories or
candidate lists, and cold call.
In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using their Human
Resources department. n addition to coordinating with the agencies mentioned above,
in-house
recruiters may advertise job vacancies on their own websites, coordinate employee
referral
schemes, and/or focus on campus graduate recruitment. Alternatively a large employer
may
choose to outsource all or some of their recruitment process (Recruitment process
outsourcing)
27 | P a g e
28 | P a g e
CHAPTER
COMPANY
PROFILE
ANIL DHIRUBHAI AMBANI
AniI Ambani (born 4 June 1959) is an ndian business baron and chairman of Reliance
Anil
Dhirubhai Ambani Group. Anil's elder brother, Mukesh Ambani, is also worth more than
28
billion dollars, and owns another company called Reliance ndustries. As of 2010, he is
the
fourth richest ndian with a personal wealth of $13.7 billion, behind Mukesh Ambani,
Lakshmi
Mittal and Azim Premji.
He is a member of the Board of Overseers at the Wharton School of the University of
Pennsylvania. He is also the member of the Board of Governors of the ndian nstitute of
Technology Kanpur; ndian nstitute of Management, Ahmadabad. He is a member of
the
Central Advisory Committee, Central Electricity Regulatory Commission. n March 2006,
he
resigned. He is also the Chairman of Board of Governors of DA-CT, Gandhinagar.
CAREER
Ambani joined Reliance; the company founded by his late father Dhirubhai Ambani, in
1983 as
Co-Chief Executive Officer and is credited with having pioneered many financial
innovations in
the ndian capital markets. For example, he led ndia's first forays into overseas capital
markets
with international public offerings of global depositary receipts, convertibles and bonds.
He
directed Reliance in its efforts to raise, since 1991, around US$2 billion from overseas
financial
markets; with a 100-year Yankee bond issue in January 1997 being the high point, after
which
people regarded him as a financial wizard. He along with his brother, Mukesh Ambani,
has
steered the Reliance Group to its current status as ndia's leading textiles, petroleum,
petrochemicals, power, and telecom company.
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He has been linked with several starlets in his long career including his current wife of
more than
15 years. He is a close friend of movie star Amitabh Bachchan and Subrata Roy.One of
his
major achievements in the entertainment industry is the takeover of Ad labs, the movie
production to distribution to multiplex company that owns ndia's only dome theatre and
the
recently announced joint venture worth US$ 825 million with Steven Spielberg
He has been embroiled in a dispute with his brother, Mukesh Ambani, over the supply of
gas
from the latter's KG basin.
He recently topped Business Sheet's "world's biggest loser" list of business leaders who
lost
money in the Late 2000s recession, losing $32.5 billion in 2008, which brought him out
of the
top ten list to number 34 in 2009.
AWARDS AND RECOGNITION
Anil Ambani (right) with Narendra Modi during VGGS 2003
OVoted the 3rd most powerful person in ndia in the 2009 ndia Today Power List, in
March.[11]
OVoted Businessman of the Year 2006 by Times of ndia-TNS poll[12]
OAdjudged as the CEO of the Year at the prestigious Platts Global Energy Awards for
2004.
OVoted as 'MTV Youth con of the Year for 2003' in September 2003.
OConferred 'The Entrepreneur of the Decade Award' by the Bombay Management
Association, October 2002.
OAwarded the First Wharton ndian Alumni Award by the Wharton ndia Economic
Forum (WEF) in recognition of his contribution to the establishment of Reliance as a
global leader in many of its business areas, December 2001.
OConferred the ' Businessman of the Year 1997' award by ndia's leading business
magazine Business ndia, December 1997.
RELIANCE ANIL DHIRUBHAI AMBANI GROUP
ndia is booming trillion dollar economy .An overwhelmingly young country more than
55% of
its population i.e. over 550 million people, below the age of 30. Steady GDP growth rate
in
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excess of seven percent has translated into rising income levels, complementing ndia's
ongoing
economic revolution coupled with the energy, dynamism and ambition of its youth.
ndia's
future will be propelled by strategic drivers such as quality of its human capital, their
access to
cutting- edge technology, availability of hi- quality products and services at lower cost
and their
will power to make ndia shine on the world map.
Across different companies, the group positively influences the lives of over 100 millions
customers- or in every 10 young and aspirational ndians- every single day, across
20,000 towns
and 4.5lakh villages. t enjoy the unparalleled trust, faith and confidence of nearly 12
million
shareholders, the largest such family in ndia, and perhaps even in the world. The
Group is one
of the largest employers in the country with nearly 100,000 young, highly trained and
motivated
professionals. All this focused towards achieving two goals: building a great enterprise
for its
shareholders and a great future for our country.
WEBSTE: - www.relianceada.com
ReIiance AniI Dhirubhai Ambani Group
ReIiance CapitaI Ltd.
Reliance Mutual Fund
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Reliance Life nsurance Company Ltd
Reliance General nsurance Company Ltd
Reliance Money Ltd
Reliance Consumer Finance
ReIiance Communications Ltd.
Reliance Telecom Ltd
Reliance Communications nfrastructure Ltd
Reliance Globalcom Ltd
Reliance nfratel Ltd
Reliance BG TV
ReIiance Infrastructure Ltd
ReIiance NaturaI Resources Ltd
ReIiance Power Ltd
Rosa
Butibori
Sasan
Shahapur
Krishnapatnam
Urthing Sobla
ReIiance Big Entertainment
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BG 92.7FM
BG Street
BG Reach
BG Events
BG Live
Zapak.com
Adlabs Flims Ltd
ReIiance HR services
ReIiance Transport and TraveIs
ReIiance HeaIth Ventures
Medi Assist ndia
Medybiz
Mudra Communications
Institutions
NS Sparta
DA_CT
MCA
Dhirubhai Ambani Memorial trust
INTRODUCTION OF RELIANCE HR SERVICES
Reliance ADA Group is one of the fast growing diversified groups in the country. With
business
growing at a breathtaking pace across all verticals, one of the critical challenges of the
group was
to recruit, develop and retain competent manpower in the years to come To take
adequate care of
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the field level roles of sales, front and back offices, Reliance HR Services was started in
September 2007. The vision of Reliance HR Services is to 'Enrich Organization
Globally,
through nnovative HR Solutions' and the set of core values are integrity, dignity,
Passion,
Teamwork, Quality Orientation and Growth for all stakeholders. Today there are more
than
25,000 proud employees working for Reliance HR Services who are helping the
Reliance ADA
Group companies in different Functions.
Reliance HR Services Pvt Ltd. operates as a human resource consultancy. The
company is based
in ndia. Reliance HR Services Pvt Ltd. operates as a subsidiary of Reliance Anil
Dhirubhai
Ambani Group. Reliance HR Services provide manpower to Reliance communications,
Reliance
Capital, Reliance Power Ltd etc.
HIERARCHY IN RELIANCE HR SERVICES
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Recruitm ent
ReIiance HR Service Pvt Ltd is having 1 CIRCLE OFFICES in India.
They are:-
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JK/Punjab
Delhi
Haryana
Gujarat
Rajasthan
Bihar/Jharkhand/West Bengal
Uttar Pradesh
Madhya Pradesh/Chhattisgarh
Andhra Pradesh
Maharashtra/Goa
RO-Mumbai
Karnataka
Tamilnadu
Kerala
HUMAN RESOURCE FUNCTIONS IN RELIANCE HR SERVICES
36 | P a g e
1. Pre-Recruitment Process
a. Receipt of requirement of manpower from various department heads.
b. Scrutinize them and take approval from concerned authorities if the post is new.
c. Prepare a recruitment budget and CTC for the employee and take approval.
d. Select the appropriate Recruitment process.
2. Recruitment Process
a. Prepare Advertisements etc for the recruitment.
B. Scrutinize and shortlist the applications received.
c. Send interview call letters/mails as required.
d. Conduct nterviews through panels.
e. Preparation of offer letters as required.
3. Joining FormaIities:
a. Administrating Joining formalities.
b. Pre Employment Reference checks.
c. Preparation of Appointment Advice and intimating the same to other departments.
d. Preparing and entering new hire paperwork.
e. Co coordinating to get Employee D Cards.
f. Handing over the new hire to the concerned HOD/Manager.
g. Preparation of Job Profiles co ordination with HOD/Managers for new posts.
. EmpIoyee PersonaI FiIe Maintenance:
a. Opening new file and Closing the Resigned employee's File.
B. Make sure all Employee files are maintained safely with care.
C. Make sure all personal records are available in the files.
d. Periodic Personal File Auditing.
. EmpIoyee Data Base:
a. Keeping Track of Knowledge Management Software.
b. Maintenance of HRS.
. Confirmation FormaIities:
a. intimating the concerned HOD/Manager about the due dates for confirmation.
b. Conducting Confirmation Appraisals.
c. Coordinating for Skill Gap Analysis.
d. Coordinating to set Quality Objectives for each job profile.
e. Ensuring updating of the existing Job Profiles.
f. Processing the Confirmation.
. ISO CompIiance:
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a. ensuring all the updating of the SO documentation and HR Formats.
b. Learning and enforcing Standard Operating Procedures (SOP).
c. Facing the nternal and External Audits, accountable to enforce the correctional
actions.
. Statutory CompIiance:
a. Handling PF and ES formalities and co coordinating with other departments.
b. Handling Apprentice Training, Submitting Periodic Returns to Board.
c. Submitting other returns to the labour Department as per Shops and establishment
Act.
9. Training And DeveIopment:
a. Conducting nduction Training for new hires.
B. Training Need Analysis based on Skill Gap Analysis, Appraisal Feedback and
suggestions.
c. Coordinating External and nternal Training Programs.
d. Maintaining Training Records.
e. Analysis of Training Feedback.
10. Performance AppraisaI:
a. prepared the new Appraisal Form.
b. Educated employees about self-appraisal.
c. Provided inputs to HOD's for Appraisals.
d. Prepared Appraisal Letters.
11. EmpIoyee ReIation:
a. having formal and nformal counseling with employees.
b. Prepared Event Calendar of monthly recreation to motivate employees.
c. Handling Corporate Medical nsurance.
d. Processing required letters on employee's request.
12. Report Generation:
a. Generating and analyzing Employee Attrition Reports, Training Evaluation, and
Manpower
Status.
b. Weekly and monthly recruitment reports
c. Report generation of Pre appraisal, Appraisal and Post Appraisals.
d. Salary Details Reports to Accounts Department.
e. Reports as per the HOD's request.
13. Exit FormaIities:
a. Administering Exit paper work including all statutory requirements.
b. Conducting Exit nterviews.
c. Preparing Exit nterview Summary.
38 | P a g e
d. Giving post employment reference for relieved employees.
e. Processing File to Accounts Department for final settlement.
RECRUITMENT PROCESS IN RELIANCE HR SERVICES
The recruitment process begins when you know you need someone new in the
Department,
either because an existing staff member has left, or because there is new work to be
done. t
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doesn't finish until after the appointment has been made. The main stages are identified
in the
below flow chart
dentify Vacancy
G
Prepare Job Description and person Specification
G
Advertise
G
Managing the Response
G
Short-listing
G
Call for nterview
G
Arrange nterviews
G
Conduct The nterview
G
Decision Making
G
Convey The Decision
G
Appointment Action
40 | P a g e
PRE AND POST INTERVIEW IN RELIANCE HR SERVICES
PRE-INTERVIEW
Preparation of recruitment /selection document for the position
Advertising
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OPreparing advertisement
OMedia selection
OPositioning
Response handling
Onitial interview online or telephone
OShort-listing for interviews
Onterview arrangement
OSending emails or calling short listed candidates
Onterview details to the short listed candidates
During nterview
OHR interview
OTechnical interview
OConducting tests [Aptitude / Mathematical / Analytical etc.]
Onitial final list of candidates.
OReference check (if required)
POST-INTERVIEW
Email or Telephone call to unsuccessful candidates
Technical Manager Approval for a start up date.
Email or Telephone call to successful candidates
HRM prepares a letter of appointment
RECRUITMENT CYCLE TIME
To bring in more effectiveness in the recruitment process, HR would follow a specific
project
deadline of 3 days (from the day it had received the approved Manpower Requisition)
to hire a
new employee. For different position it was different have taken the general one.
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RECRUITMENT SOFTWARE
My HRMS Software
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Phase Activities Time frame
I
Role dentification, Job Description, CV Sourcing & nitial
HR short-listing
15 days
II
Organizing the Written Tests
5 days
Organizing the First Technical nterviews 5 days
Organizing the Final nterviews 4 days
Sessions to take the final decisions 3 days
III
Preparing the Salary Proposal, Negotiate with the selected
candidates & offer closure
6 days
HIRING FORMAT
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RECRUITMENT SOFTWARE
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Reliance HR Services Pvt Ltd is using software known as MY HRMS through which
they hire
the employees but before using this software all the details of the employee joining the
company
should be enter in the tracker.
A tracker is a excel software in which the entries related to the employee should be
filled
correctly, if there is a mistake in the tracker the whole hiring get wrong .When entry is
done in
tracker and it is saved there then it is automatically comes in the software(MY HRMS).
My
HRMS software is used to give joining date through that software, according to the
designation
the salary is automatic calculated.
The basic steps needed to join a firm are:-
1. FiII the joining kit: - This the joining kit offered by the company to the person who is
ready to join the firm. Joining kit is prepared by the company so that details of the
employee can be known to the company; this joining kit is kept for future uncertainties,
to make records which can be used at the time of audit. Joining kit includes several
forms
like:-
Onterview record sheet
OHand written application
OPersonal detail form
OJoining form
OReference Check Format
OFormat For D card
OForm 11
OForm 2
OForm F
OForm 1
This form must be filled by the joining candidate so that hiring can be done properly.
After
filling joining kit the next step is
2. Tracker :- This is a software in excel format in which all the details of the candidate
joining the firm should be filled like Name, Address, City, CTC, Post, Mobile no.etc.
After this step the whole excel tracker is uploaded in the software MY HRMS.
3. MY HRMS: - The tracker is uploaded in this software if there is no error shown in the
uploading then the next step can take place but if error occurred then there is some
thing
wrong in the tracker. While filling in the tracker may be some entry is not done properly
or duplicity is occurred. After uploading the next step is checklist
4. CheckIist:-n this all the entries should be marked that the documents received by
the
company or not. n this stage the scanned photo and signature is uploaded so that D
card
can be prepared.
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5. Job Offer:-This is the next stage after Checklist. n this the joining date is given to the
candidate and the salary is mentioned there.
6. Job ApprovaI:-This stage is performed by the circle head. n this the approval is
given to
the candidate joining the company. After this stage only the candidate is approved. f
approval is not given the joining is not confirmed.
7. Appointment Letter:-After job approval the appointment letter is generated. n the
appointment letter the employee code is generated. Without this employee code there is
no proof the candidate is the employee of the company. The sales done are entered
through this employee code. Here completes the hiring in reliance HR services pvt ltd.
47 | P a g e
ReIiance HR services - An Overview:
At Reliance HR Services Pvt Ltd, we not only provide recruitment but also give the
applicants a
perfect platform to get their dream jobs. We also outsource the employee.
We have adopted the international practices and procedures that are designed to attract
and hire
the best talent available in the market. We provide our client companies with just not
only a set
of candidates, but also provide discussion on best-fit market availability, comparative
benchmarking and a comfort knowing.
48 | P a g e
CHAPTER
THE REPORT
ANALYSIS OF THE STUDY
Analysis is the most important part of any research. t needs to be unbeaten from and
with
utmost care in order to draw fair conclusion the report generated is in a analysis and
interpretation from, as when required bar graph have been draw to present a more
comprehensive picture, however it is important to mention that the research report
represent the
picture of the departments and heads which were covered in the research and views
given by the
HR officer. Throughout the training got to know that the recruitment procedure is not
long but
it is good and effective for the organization. So no need to make an analysis on
recruitment
that's why have opted the topic-why there was a GAP in the approved post and the
candidates joining in the organization? Why the GAP was there in the organization?
DATA ANALYSIS AND INTERPRETATION
Vacant position in ReIiance HR services from 200 to tiII JuIy 2010
Here we know that in 200 to 2010, the vacant position of ReIiance HR
services was 0 because the business was not at smaII.
The profile was for sales and post was Sales associate and Sales executive for
Reliance
communications.
200 to 2009 the vacant position was 210 because recession period
was there.
49 | P a g e
2009 to 2010 the vacant position was 30 because recession period
was not so
much.
The vacant position in ReIiance capitaI was 90 from 200 to 2009 and
from
2009 to 2010 was 10.
The post in Reliance capital was of ASM, JSM, and SASM.
50 | P a g e
WALK IN - IN RELIANCE HR SERVICES FROM 200 to 2010.
The appIication received in ReIiance communication was 0 from
200-2009.
From 2009-2010 was 0.
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In ReIiance capitaI it was 290 from 200 to 2009 and from 2009 to 2010
it was
30.
FINDING AND INTERPRETATION
Here we come to know that in 200 to 2009 company seIected
200 appIicants after the EvaIuation process and from 2009 to
2010 it was 00 in ReIiance communications.
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After evaIuation 100 AppIication was seIected in ReIiance capitaI from
200-
2009 and from 2009 to 2010 was 210.
SHORTLISTED CANDIDATES
In ReIiance communication it was:
200-2009= 130 out of 200
2009-2010=290 out of 00
53 | P a g e
In ReIiance CapitaI it was:
200-2009=0 out of 100
2009-2010=110 out of 210
CANDIDATES FINALLY SELECTED
In ReIiance communication (ReIiance HR Services) was:
200-2009= 10
2009-2010=2
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In ReIiance CapitaI it was:
200-2009=9
2009-2010=102
55 | P a g e
OBSERVATION AND INFERENCES
Observation is the oldest method used by man in scientific investigation. n
management
research the earliest method of investigation was properly the observation. On the basis
of
observational analysis the research has been completed.
CONCLUSION
After Research it was found that the gap was there in both the years. n both the years
there was
a GAP between the post approved and the post filled. GAP in Reliance communication
was due
to recession by which the vacant seat was not filled.
56 | P a g e
CHAPTER
OBSERVATION
AND
INFERENCES
GAP in ReIiance Communications
200-2009=10
2009-2010=
GAP in ReIiance CapitaI
200-2009=2
2009-2010=
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SUGGESTION
Campus placement techniques should be use to select appropriate candidates.
Exam should be conducted by company to check the candidate knowledge.
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Multi skilling people should be appointed.
Proper motivation should be given.
t has been seen that there has been too much of work load recently results into
stress.
RHRS should come up with stress management activities
BIBLIOGRAPHY
BOOKS
Human Resource Management- K. ASHWATHAPPA

COMPANY'S RESOURCES
59 | P a g e
Company( Reliance HR Services) Data
WEBSITES
www.googIe.com
www.wikipedia.org
www.reIianceadagroup.com
APPENDIX
ASM Area sales manager
JSM Junior Sales Manager
60 | P a g e
SASM Senior Area Sales Manager
HR Human Resources
PVT Private
LTD Limited
ADA Anil Dhirubhai Ambani
CV Curriculum Vitae
HRMS Human Resource Management System
CTC Cost To Company
D dentity
HOD Head of The Department
JK Jammu Kashmir
SA Sales Associate
SE Sales Executive
MS Management nformation System
ANNEXURE
Questionnaire
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Dear Sir/ Madam,
I am, MeenaL Bunkar of IPER BhopaI. Pursuing MBA (2nd SEM). As
a part of academic requirement, I am doing a research on "Recruitment followed
in
the Reliance HR services Pvt Ltd". I request you kindIy to go through this
questionnaire and heIp me by fiIIing this up. AII the information given by you
wouId
be kept confidentiaI and wiII be used for academic purpose onIy.
Please fill the following information
1. Name:
2. Age:
3. Gender: (a) Male (b) Female
4. Marital Status:
(a) Single (b) Married
5. Post:
6. CTC:
7. Total Work Experience so far:
8. Educational Qualifications:
9. Organization: .Telecom .FMCG .Automobiles .Others
To Study and Understand the Recruitment Process
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1. How many rounds/ Sessions of the following are conducted before a candidate is
offered
employment?
Yes No f Yes, then No. of Rounds
Group discussion
Written test
Aptitude test
Psychometric test
nterview preliminary
nterview final
2) f you choose internal recruitment, which is the most preferred source?
OPromotions
Onternal Job Postings (JP's)
OEmployee Referral
OOthers
3) Are there any incentives/rewards given for employee referral?
OYes
ONo
4) Do you conduct telephonic interview?
OYes
ONo
5) Do you use video conferencing for interview?
OYes
ONo
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6) s there any contract (bond) to be signed by the employees while joining your
organization?
OYes
ONo
7) Do you have a recruitment pool database in your organization?
OYes
ONo
8) Do you take candidate's grievances / compliments as feedback on recruitment
procedures?
OYes
ONo
9) What is your opinion about the present recruitment policy?
OCan be continued
OCompletely to be changed
ONeed some changes
OCan be maintained as it is
10) Do you feel the recruitment process is long?
OYes
ONo
11) Does there is some basic requirements for Recruitment? f yes then.
OYes
ONo
12) What are the hurdles that are faced while recruiting?
To know the use of Psychometric tools in Recruitment
1) Does your organization use any psychometric test for Recruitment?
OYes
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ONo
f yes, which tool is/are being used by your organization?
2) Why the psychometric tests are increasingly used?
OTo make recruitment more scientific
OTo reduce cost effectiveness
OUse it as technological development
OTo reduce the work load of HR
OOthers : Please Specify _________________
3) Does the Psychometric test completely express the personality of an individual?
OYes
ONo
4) Do you think use of psychometric tests is a cheaper method in screening out the
candidates?
OYes
ONo
5) For which HR function is your organization using these psychometric tests?
ORecruitment and selection
OTraining and development
OCounseling
OBehavior analysis
OCompetency mapping
OFor building career development of employees
OTalent Development
OOthers : Please Specify :__________
6) At what level do you usually use these psychometric tests (managerial, supervisory
etc?)
OLower
OTop and middle
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OAll
7) According to your perception whether psychometric test determine full potential of a
candidate?
OYes
ONo
To know the recent Trends of Recruitment in ReIiance HR services
1) Which of the following recruitment channels is used the MOST by you for recruitment
process? Please tick the appropriate one
OAds in specialist newspaper ......
OAds in general newspapers ......
OEmployment Agencies ......
OPublic or State Agencies ......
OPrivate Agencies .......
OEducational institutions ......
OEmployee referral ......
OJob-fairs ......
OCompany website ......
OJob-Portals ......
OSocial Networking sites ......
OWord of mouth ......
2) Do you use online recruitment channel as one of the tool?
OYes
ONo
3) Do you wish to outsource your recruitment?
OYes
ONo
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4) Are you willing to pay extra for different recruitment channels?
OYes
ONo
5) Which is the best Recruitment channel?
OAds in specialist newspaper
OAds in general newspapers
OEmployment Agencies
OPrivate Agencies:
OEducational institutions
OEmployee referral
OJob-fairs
OCompany website
OJob-Portals
OSocial Networking sites
To know the Significance of Background verification in recruitment
1) Do you think that Employee Screening and Background nvestigation process is
essential to
any organization?
OYes
ONo
2) Why do you conduct Employee Screening and Background nvestigation?
ORisk Management
OWorkplace Safety
ODOT Guidelines
OQuality of Hire
OTo Reduce Turnover
OTo Reduce Theft & Fraud
OOthers: Please Specify :_______________
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3) Who carries out Employee Screening and Background nvestigation for your
Organization?
OHR Department
OSecurity Department
OBackground nvestigation Department
OCommercial / Third Party Vendor/Consultants
4) When do you screen the applicants?
OBefore beginning the Offer
ODuring Application
OAfter the offer
5) Who evaluates your Background Screening reports?
OHR Department
OSecurity Department
OBackground nvestigation Department
OCommercial / Third Party Vendor
6) What methods does your organization use to contact Job references?
OPhone
OMail / Post
OEmail
OAutomated System
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