HR-recruitment_and_select-Big_Bazaar_(1)

THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT NEW DELHI

INTERNSHIP REPORT

ON RECRUITMENT & SELECTION PRACTICES AT BIG BAZAAR

Submitted by:

TUSHAR DAHIYA ID No. D0911SSIIPM10516G(DEL-7/DA-1390)

i

ACKNOWLEDGEMENT

I am fortunate to have got an opportunity to undergo the “internship” at Big Bazaar. The project has been very useful for me in understanding the various pragmatic aspects of the management function practice in the real world. I express my deep sense of gratitude to 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.

(TUSHAR DAHIYA)

ii

TABLE OF CONTENTS Topics

Page No.

1. Executive Summary

1

2. Introduction

2

3. Recruitment and Selection • Recruitment • Guiding Principles Of Recruitment • Recruitment Strategies and Resources • Position Announcements • The Recruitment Industry • The Recruitment Process • • •

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

•

5 6 7 8 9 10 13 15 26 26 27 31 35 41

4. Objective of the study

55

5. Research methodology

60

6. Analysis and Interpretation

61

7. Conclusion

74

8. Recommendations

75

9. Bibliography

79

10. Appendix

80

iii

EXECUTIVE SUMMARY

Recruitment is not a magical process of having people sign up, but is one of the most critical aspects of operating your program. Recruitment should be a strategic process that connects candidates who need what you have to offer and who possess the skills and aptitude to accomplish your goal and objectives. The recruitment and selection unit is dedicated to recruiting and selecting qualified candidates for appointment. This process includes administering all testing phases from the written examination up until applicants are appointed. The recruitment and selection process should ensure fairness and consistency throughout the entire process. It should be administered in such a way that only those applicants who meet various job related standards are offered positions of appointment. The recruitment and selection units should actively recruit and participate in event that will foster a diverse applicant pool. Recruiting from a pool of targeted leads can decrease member attrition. The objective of my study was to understand the recruitment and selection practices. In this report, I have tried to include all the issues related to recruitment and selection process which I could gather after reading various articles on Human Resource.

1

INTRODUCTION In this information age, the importance of human capital and human asset cannot do ignored; rather it is that line of business that could lead any organization to attain heights. This is the factor that makes difference between one organization and another. Getting the right person at the right place and then retaining him is the main area of concern in today’s corporate world. Hence, the emphasis is being laid to device policies and programs in such a manner that it leads to retention of the desired manpower and thus contributes towards organizational development. Each organization is now thriving to attain the best person i.e. the knowledgeable worker and leverage their

wisdom

towards

the

achievement

of

the

organizational

objectives. Nobody wants to have the third best or the second best, but to have the best person in the organization it becomes very difficult to retain them. Certain great leaders who have made their mark in corporate world by their actions say that every organization can acquire the same machinery, the same infrastructure etc. But what makes the difference in one organization to another is the manpower it possess which cannot be copied down. Considering the aspect of sourcing, no organization should ever think that once it has acquired the best talent created favorable conditions to retain them they would not require going in for sourcing activities. Hence this should be kept in mind that sourcing is a continuous process, an outgoing one and will have its existence till the organization functions. The talent that we have acquired and retained 2

is through its sourcing only. Unless and until a person is sourced from outside, how will the organization get the best. To have the best it is essential to acquire it from outside. There has been tremendous change in the technology and for the organization to survive in this changing scenario; it has become very essential that they keep up with the pace with the changes in the technology, the change in the culture etc. Taking for example no organization can even think of operating without the use of information technology, now it becomes very difficult and costly affair to train the people within the organization at different level to learn how to make use of this technology. Hence sourcing is done and the best talent is acquired so that the person not only takes case of changing technical needs of the organization but also be able to make other employee learn from him. After having determined the number and kinds of personnel required the

human

identification

resource of

and

sources

of

personnel

manager

recruitment

and

proceeds finding

with

suitable

candidates for employment. Both internal and external sources of manpower are used depending upon the types of personnel needed. The selection procedure starts with the receipt of applications for various jobs from the interested candidates. Totally unsuitable candidates are rejected at the screening stage. Man power planning gives an assessment of the number and type of people required in the organization. The next task of the personnel manager is to find out capable and suitable persons who may be working in the organization itself while others will have to be sought from outside the organization. It 3

involves persuading and inducing suitable persons to apply for and seek jobs in the organization. Recruitment refers to the attempt of getting interested applicants and

providing

a

pool

of

prospective

employees

so

that

the

management can select the right person for the right job from this pool. Recruitment is a positive process as it attracts suitable applicants to apply for available jobs. The process of recruitment: 1. Identifies the different sources of manpower supply. 2. Assesses their validity. 3. Chooses the most suitable source or sources. 4. Invites applications from the perspective candidates for the vacant jobs.

4

RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable applicant pool from which hiring and promotion decisions are made. But prior to recruitment, position description is necessary while selection includes all the activities, from the initial screening interview to physical examination if required, that exist for the purpose of making effective selection decisions. POSITION DESCRIPTION A

complete,

accurate

and current

position description

is the

foundation for planning and conducting the recruitment effort. It should be Non discriminatory- One should never express a preference for certain age, race or national origin. In very rare case sex can constitute a bonafide occupational qualification. Valid- This means they are inherently job related and predict successful performance of the job. Defensible- This means they are recognized as legitimate in the field attached to the position. Objective

and

Measurable-

It

should

be

as

objective

and

measurable as possible. The more subjective qualification the greater the need to predetermine how it will be qualitatively assessed.

5

RECRUITMENT Recruitment refers to the process of sourcing, screening, and selecting people for a job or vacancy within an organization. Though individuals can undertake individual components of the recruitment process,

mid

and

large

size

organizations

generally

retain

professional recruiters. The recruitment process in India is designed in such a way that each candidate gets the desired profile according to its own choice. Place the candidate from the right profile, the best job recruitment agencies, the solution is the end of most Indian job recruitment agencies. The job recruitment agencies in India involves identifying those posts, preparing the job description and person specification, advertising, management of the response, the prequalification process,

organizing

meetings,

conducting

interviews,

making

decisions, the appointment and action. This means that a lot of time and resources must be invested before the right candidate is selected. Most recruitment agencies in India follow three stages in the recruitment process, which are essentially short list of application, preliminary assessment and final interview and selection. The recruiting India process may include a written test to judge the particular skills of a candidate. In this case, the test must be carefully prepared, not to deviate from the subject. Much can be found on the candidate's resume. A good presentation of his resume is in an organized way and refined talk a lot on the individual. His mentality and attitude can be judged according to his resume.

6

Then the interview, which is an important and crucial part of the recruitment process. The person who takes the interview of the candidate must be well prepared in advance. Concerns such as the location of the interview, the timing, structure of the question of strategy, the style of taking the interview must be decided in advance, so that nothing is excluded, and all subjects properly treated. In addition, there are a number of things that must be taken into consideration in the recruitment process. Until the final decision about a certain candidate is taken, it is important to keep in regular contact with the candidate. The decision-making process should not take too long to prevent candidates from taking any other occasion. An applicant must be informed once the decision is made. He or she must say the entire process of his appointment clearly with the details of all documents to be submitted. A record should be kept of the candidate file for future reference. The recruitment process must be strong and justified and shall withstand external scrutiny. Only a good job recruitment agency with a good understanding of the area and the process can execute the same success. In India, most of the recruitment agencies to understand the needs of clients and candidates and they work in a planned way to recruit people. GUIDING PRINCIPLES OF RECRUITMENT Appropriate and effective recruitment strategies vary with each position. The length and scope of the recruitment should be relevant to the position. In setting the timeline for your recruitment, consider the wording carefully--there are consequences to your choice.

7

•

If you specify a recruitment deadline, you may not consider

any applications received after that date. •

If you indicate the position will remain open until filled, you

must consider any applications received until an offer has been extended and accepted. •

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

assured full consideration," you can decide whether or not to review applications received after the specified date. When using this wording, it is critical to establish a meaningful date. Recruitment activities should include good faith efforts to solicit a diverse applicant pool and affirm that race, sex, age, disability or veteran status will not be used to discriminate. If the position is in a job group that is underutilized, by women or ethnic minorities, additional targeted recruitment efforts should be undertaken. All advertisements and position announcements should be consistent with each other, reflect the qualifications identified in the position description. Prior to recruiting for a position, ensure that you know what institutional

policies

and

procedures

apply.

Contact

your

HR

Generalist before beginning recruitment. If you wish to waive recruitment for faculty and unclassified positions, consult with the appropriate HR Director or designee. RECRUITMENT STRATEGIES AND RESOURCES HR Persons will assist search committees and hiring departments in developing recruitment strategies for each vacancy. General guidelines for specific types of positions are listed below. Tenure-track Faculty 8

Scope of Search: National or regional Recruitment Resources: Discipline-specific journals, list-serves, professional associations Personal

contacts

with

colleagues,

alma

maters,

and

alumni

associations Position

announcement

mailings

to

doctoral-degree

granting

universities Chronicle of Higher Education Recommended

Recruitment

Period:

At

least

3

weeks

after

appearance of first advertisement; at least 1 full week after publication of last advertisement Unclassified staff, Director level and above Unclassified (below Director Level) and Classified Staff Scope

of

Search:

Regional

(for

technical

or

paraprofessional

positions) or local Recruitment Resources: Position announcement mailings to state employment offices, local vocational and community colleges. Recommended Recruitment Period Unclassified:

At

least

2

weeks

after

appearance

of

first

advertisement; at least 1 full week after publication of last advertisement Classified: Contact your HR Generalist for state requirements POSITION ANNOUNCEMENTS Purpose of the Position Announcements:

9

Provides applicants, hiring departments and search committees with a general idea of the nature of the position, the terms and conditions of appointment, salary range, reportage, and required application materials and application deadline. Serves as a convenient mailer or flyer to advertise the position by direct mail. General Guidelines for Developing Position Announcements: •

Use the recommended format, which is either printed on

company’s own letterhead. Limit the announcement to one page, using the reverse side of the page, if necessary. •

Provide

enough

information

to

give

applicants

adequate

understanding about the nature of the position. Identify required and preferred qualifications so that you solicit qualified applicants and stimulate interest in the position. •

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

contacts for requesting reasonable accommodation. •

Provide a contact name, address and phone number.

•

Explain application requirements.

THE RECRUITMENT INDUSTRY The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organization’s application process. As a general rule, the agencies are paid by the companies, not the candidates. The industries practice of information asymmetry and recruiters' varying capabilities in assessing candidate quality produces the negative economic impacts. Traditional recruitment agency

10

Also known as an employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agency’s books. Recruitment Consultants then endeavor to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers. Remuneration for the agency's services usually takes one of two forms: A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% of the candidate’s starting salary), which usually has some form of guarantee, should the candidate fail to perform and is terminated within a set period of time. An advance payment that serves as a retainer, also paid by the company. In some states it may still be legal for an employment agency to charge the candidate instead of the company, but in most states that practice is now illegal, due to past unfair and deceptive practices. Online recruitment websites Such

sites

have

two

main

features:

job

boards

and

a

résumé/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by member companies. Fees are charged for job postings and access to search resumes. In recent times the recruitment website has evolved to encompass end to end recruitment. Websites capture candidate details and then pool then in client accessed candidate management interfaces (also online).Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry 11

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, 12

headhunters are usually employed to fill senior management and executive level roles, or to find very specialized individuals. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call. In-house recruitment Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with

the

agencies

mentioned

above,

in-house

recruiters

may

advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing).

THE RECRUITMENT PROCESS These are the main recruiting stages. Sourcing Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window

advertisements,

job

centers,

and

campus

graduate

recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods. This initial research

for

so-called

passive

13

prospects,

also

called

same-

generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.

14

Screening & selection Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through resumes, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. In some countries, employers are legally mandated to provide equal opportunity in hiring. Onboarding A well-planned introduction helps new employees become fully operational quickly and is often integrated with the recruitment process. PITFALLS OF RECRUITMENT Candidates can sometimes be subject to undue pressure to accept a job or position by an overly zealous recruiter or personnel person.

15

SELECTION This is the process of choosing individuals who have relevant qualifications to fill vacant positions. The process begins when a hiring department identifies the need to fill a position, and ends when a person is hired to meet that need. What happens in the middle of the process includes job analysis, position description development, recruitment, testing, and screening, corresponding with applicants, Credentials

verification,

background

investigations,

interviewing,

reference checking, physical examinations, and the offer. Discriminatory hiring practices could result in significant costs for the Company. Individuals acting on behalf of the organization who fail to follow nondiscrimination policies may face personal liability. Poorly designed or executed selection processes will generally fail to identify the right person for the job, result in missed opportunities or delays in accomplishing the mission of the organization, and lead to discrimination unnecessarily

claims. long

Impolite

waits,

and

or lack

incompetent of

follow-up

interviewers, may

cause

unfavorable impressions of the Company. THE COST OF SELECTION The cost of selecting performers who are inadequate performers or who leave the organization before contributing to profits is a major cost of doing business. The cost incurred in hiring and training any new employee is expensive sometimes in the thousands of dollars. In 1983, the average cost per hire for exempt employees was more than $4600; nearly $4700 if there was relocation. These cost incurred by the organization suggest that hiring is very expensive activity and that any efforts the organization can make toward minimizing turnover and hiring costs can pay dividends. Thus proper selection of personnel is obviously an area where effectiveness 16

(choosing competent workers who perform well in their position) can result in large savings. GUIDING PRINCIPLES OF SELECTION The selection process exposes the organization or company to liability. Seeking training from HR for anyone who participates in the process before beginning. Provide reasonable accommodation in the application process to persons with disabilities. Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of a rating guide is recommended. This is a form used to rate applications for a position based on the required and preferred qualification as defined in the position description. Rating guides simplify the paper screening process, ensure that applications are being evaluated against the same criteria, and provide documentation which will be used to defend any challenged outcome. Once it is determined that an individual does not meet the established minimum qualifications, she must be eliminated from further consideration. If you are unclear whether or not an applicant possesses the minimum qualifications, it is appropriate to conduct a verification phone interview. You may also ask applicants to include a cover letter detailing how they meet the established qualifications as part of the application process. Be

able

to

appropriate

justify

every

documentation

selection/nonselection (e.g.,

the

decision

position

with

description,

applications/resumes, rating guides, selection criteria, interview questions, and reference checks). This documentation should be forwarded to HR Generalist after the search is completed.

17

Avoid

prohibited

pre-employment

inquiries

and

interview

contaminants. Conduct reference checks as part of the selection process. Remember that every applicant is a potential complainant. PROHIBITED PRE-EMPLOYMENT INQUIRIES Laws governing interviewing and selection are not intended to restrict an employer's ability to choose the most qualified person. They are intended to ensure that employers use criteria that are jobrelated

and

committees

nondiscriminatory. Hiring departments should

use

the

appropriate

guidelines

and

search

to

identify

appropriate pre-employment inquiries. Any questions regarding the appropriateness of specific inquiries should be directed to the EO/Compliance Specialist. TIPS FOR INTERVIEW PROCESS Minimize Stereotypes – Provide interviewers with a job description and specifics on job requirements.

In the absence of specific

information individuals may be more likely to make stereotypical judgments about a candidate Job Related – Construct interview questions that are job related. Not having job related interview questions will lower the validity of the interview process. Train Interviewers – “Improve the interpersonal skills of the interviewer and the interviewer’s ability to make decisions without influence from non-job related information.

Interviewers should be

trained to: •

Avoid asking questions unrelated to the job

•

Avoid making quick decisions about an applicant

18

•

Avoid stereotyping applicants

•

Avoid giving too much weight to a few characteristics

•

Try to put the applicant at ease during the interview

•

Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach attributes to her that don't actually exist. MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps. NEGATIVE BENT -- the tendency to focus on information which will automatically disqualify a candidate, causing you to overlook his/hers strengths in the process SNAP JUDGMENTS can devastate the interview process -- remember that you gather information during the interview and evaluate it afterwards. IMPROPER

QUESTIONS

--

loaded,

confusing,

irrelevant

or

antagonistic INCOMPLETE/INAPPROPRIATE

RECORD-KEEPING

--

unless

you

carefully document the interview, valuable material will slip through the cracks; avoid recording inappropriate information (i.e., anything not related to the job) or statements based on your own inferences. STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can offset a tendency to categorize candidates. THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate as representative of success in any endeavor, no matter how unrelated

19

MIND SET -- your background, attitudes, motives, values, aspirations and biases CHEMISTRY or rapport between two people can contaminate the interview -- the basis of your personal reaction to a candidate must always be evaluated in terms of the position requirements REFERENCE CHECKS Nearly 80% of what is needed o be known about candidates can be learned through good investigative techniques. Although privacy legislation has had an impact on the reliability of reference checks, they remain a viable means of verifying applicant information. Appropriate checks are also necessary to defend against charges of negligent hiring. Keep the following guidelines in mind: Obtain permission from candidates. Inform candidates that reference checks and validation of credentials will be part of the selection process. A candidate may have valid reasons for setting some limits, and these limitations should be respected. The bottom line is that the candidate must allow some access to people familiar with their work, or withdraw their candidacy. If

access

is

significantly

candidate-controlled,

she/he

must

understand that less restricted checks will be made before any offer is extended. Intentionally choose whom to contact. Consider the following guidelines: •

Call the references identified by the candidate.

20

•

Seek permission to call persons who should know the candidate

(e.g., current department chair, departmental head, supervisor, vice president, colleagues, etc.). •

Complete enough calls for a full picture of the candidate to

emerge. Apply the following guidelines for determining what inquiries to make: •

All information considered in the selection process must be

related to job performance. •

Request the same information regarding all applicants.

•

Avoid asking references prohibited pre-employment inquiries.

•

Focus on gaining information about the knowledge, abilities,

skills and work behaviors identified as being important to the position. •

Address significant gaps or missing elements in the candidate's

application materials. •

Avoid being put off by scattered "negative" comments from

references. •

Look

for

patterns

of

strength

and

limitations,

and

for

indications of fit between the person and the position. •

Not every comment should be given equal weight. Attempt to

evaluate the reference's perspective, how credible they may be, and how recently or how well they know the candidate. CORRESPONDING WITH APPLICANTS All contact with applicants is important. A professionally conducted search process predisposes qualified candidates to consider a company as a potential employer. The nature and timeliness of 21

correspondence contributes to the applicant's perception that a particular company is a quality organization. Typically, a recruitment and selection process will present the following opportunities to correspond with applicants: •

Acknowledgement

of

application

materials.

An

acknowledgement letter confirms that the hiring department has received all or part of the required application materials, identifies any

missing

materials

which

must

be

provided

to

ensure

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

Notification that application materials were received too late for

consideration. Informing persons that they will not be considered for the position is not only a courtesy. It also serves as evidence that the applicant was not part of the applicant pool from which selection decisions

were

made

should

the

ultimate

hiring

decision

be

challenged. •

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

keep good candidates interested in the position, it is advisable to keep applicants informed should a change in the selection timeline be necessary. •

Notification that an applicant is no longer being considered. As

a courtesy to applicants, particularly those for high level or particularly competitive positions, hiring departments are advised to notify applicants when the screening process has eliminated them from consideration. This may occur after any round of screening or interviewing. •

Confirmation

of

campus

interview

arrangements.

This

correspondence should be preceded by telephone conversations with the candidate, and should include information about the Company, 22

the community, individuals with whom the candidate will meet, itinerary, travel and lodging arrangements, and other information which helps the candidate prepare for the campus visit. •

Appreciation for interview and rejection. Individuals who have

been invited to campus for an interview but are not offered the position should receive such a letter as a professional courtesy. •

Letter of offer. Once a hiring decision has been made and

discussed either in person or by telephone with the finalist, it should be confirmed in writing. The individual should confirm his or her acceptance in writing. •

Hiring departments should contact their HR Generalist for

assistance in writing these letters. Guidelines Depending on the type of position, a hiring department may decide to use a search committee to manage the recruitment and selection process. The committee's role will vary with the department, school, or administrative unit and type of position. The following guidelines should be considered when using a search committee: The decision to establish a search committee rests with the individual who has authority to make a final offer for a position. The search committee should be comprised of individuals who have some knowledge of the position to be filled, are committed to equal employment opportunity, and have the capacity for balanced judgment and discretion. Whenever possible, committees should represent diverse backgrounds and perspectives. Generally, the ideal size of a committee is relative to the position. For some positions, a committee of 3 is adequate. For positions at or above the manager level, committees of 5-7 are more appropriate. 23

Committees for positions at the Executive level may be significantly larger. A search committee chair should be appointed. Chairs should be selected for their ability to provide leadership to the committee, a demonstrated

understanding

of

the

recruitment

and

selection

process, and their commitment to ensure a legally defensible process. The committee should receive a formal charge, which establishes the scope of its responsibilities. At a minimum, the charge should indicate whether or not the committee is responsible for conducting interviews, and whether its recommendations to the hiring official shall be in ranked or unranked order. Typically, a Company’s search committee responsibilities include all or some of the following: •

Helping develop the position announcement, including the

identification of minimum and preferred qualifications, timeline and recruitment plan •

Completing recruitment and selection activities for classified

and unclassified staff positions •

Placing advertisements or conducting personal outreach

•

Developing the selection procedure, including rating guides

receiving

applications,

corresponding

with

applicants,

sending

applicant information forms, and maintaining the applicant record •

Screening applications, conducting reference checks,

determining a long or short list of finalists •

Maintaining required search documentation

•

Coordinating campus visits for interviews and/or conducting

interviews •

Making recommendations to the hiring official 24

•

Appointing one of the members, or using departmental staff, to

act as search committee secretary PRACTICAL CONSIDERATIONS Disagreements about the outcome of a selection procedure often arise because the process for reviewing applicant materials was not agreed upon prior to the beginning of the process. Committee members, including the committee secretary, should discuss and agree upon the following practical considerations: •

When will review begin? Unless an inordinate number of

applications are expected, it is recommended that the review process begin after the date, which was advertised. •

Will initial review of applications for minimum qualifications be

done by the committee chair, secretary, or all committee members? •

Will committee members review every application, or will

applications be divided into groups that are initially reviewed by only part of the committee? •

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

recommended, because it can be used to defend against EEO challenges to the selection decision. In designing the rating guide, the committee must decide whether they will use numerical scoring (and whether it will be weighted or unweighted), qualitative scoring (for example, poor, average, strong), or a combination of the two. •

Has the committee developed a plan for corresponding with

applicants, including the language for standard letters? Sample letters are available from your HR Generalist. •

Has an effective system been planned for filing and retrieving

application materials?

25

•

Where will committee members review the files? Will they need

to come to the search committee secretary or chair office? If so, is there adequate space and privacy for the review? Will members be allowed to take copies of the application materials for review elsewhere? If so, has there been adequate precaution taken to ensure confidentiality and security of the materials? Who will need access to online applications/resumes for classified and unclassified positions? •

Has

the

committee

established

reasonable

timelines

for

completing its review? •

Search committees who have questions about these, or other

practical considerations, can contact their HR Generalist and advice.

26

OBJECTIVES OF RECRUITMENT AND SELECTION 1. Hire the right person 2. Conduct a wide and extensive search of the potential positive candidates 3. Recruit

staff

members

who

are

compatible

with

the

organization’s environment or culture 4. Hire individuals by using a model that focuses on learning and education of the whole person 5. Place individuals in positions with responsibilities that will enhance their personal development

RECRUITMENT AND SELECTION POLICY STATEMENT Every position vacancy will be filled based upon a thorough position analysis regardless of the level of the position or the extent of the search. The diversity goals of the institution, division of affairs, and the unit will be addressed in all recruitment and selection processes. Units may use different processes for recruitment depending upon the circumstances surrounding the need to fill the position, but must take steps to ensure that the values of the profession are applied in all procedures that are used. IT Recruitment and selection committee members should be properly trained to assume the important responsibilities of recruitment and selection. Supervisors should adhere to any institution-wide recruitment and selection

programs.

This

cannot,

however,

substitute

for

an

understanding of procedures and processes from a student affairs perspective.

27

Recruitment and selection should be planned, implemented, and evaluated to ensure that each potential employee is provided equal opportunities to compete for the position.

COMPANY PROFILE Big Bazaar is not just another hypermarket. It caters to every need of a family. Where Big Bazaar scores over other stores is its value for money proposition for the Indian customers. At Big Bazaar, one can get the best products at the best prices – that is what they guarantee. With the ever increasing array of private labels, it has opened the doors into the world of fashion and general merchandise including home furnishings, utensils, crockery, cutlery, sports goods and much more at prices that will surprise you. And this is just the beginning. Big Bazaar plans to add much more to complete the shopping experience. Food is the main shopped for category in this store. Parent Company:Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple Retail formats in both the value and lifestyle segment of the Indian consumer market. LINES OF BUSINESS OF THE ABOVE STORE:· E-tailing · Food · Fashion · Home Solution · General Merchandise 28

· Leisure and Entertainment · Wellness and Beauty · Books and Music Big Bazaar, which has about 150 outlets across the country, is also promoting small retailers by partly having the shop-in-shop concept. The selected retailers put up their counters and sell through the outlet. The small retailers also lower their prices as they gain through bulk sales. Life at Big Bazaar is pretty self-sufficient. If you were trapped in there for a week, you could live a good life. But to appreciate the nuances of home economics, one should try comparing prices. The clothes especially deserve an independent feature of their own. The Big Bazaar is the discount store which offers a wide range of products under one roof. The products include apparels and nonapparels such as utensils, sports goods and footwear. The Food Bazaar provides a range of food and grocery products ranging from fresh fruits and vegetables, staples, FMCG products and ready-tocook products. The Central offers a chain of stores including books and music stores, global brands in fashion, sports and lifestyle accessories, grocery store and restaurants. Services :Particularly designed for the regular middle-class family that requires clothing that lasts and doesn't burn holes into the pockets of existing clothing, this store offers good bargains. What you won't get here is designs your friends will drool over. Checks and stripes are like the far-end of the creative exercise here, and the best bet for the fashion conscious would be the plain colours on display. Big bazaar 29

1. Variety: Big Bazaar offers a wide variety of products of different prices and different qualities satisfying most of its customers.

2. Quality: Providing quality at low prices and having different types of products for different income customers is another advantage. 3. Price: As noted the prices and offers in Big Bazaar have been one of the main attractions and reasons for its popularity. The price ranges and the products offered are very satisfying to the customers. 4. Location : The location of Big Bazaar has been mainly in the heart of the city or in the out skirts giving a chance to both the City and the people living outside the city to shop. 5. Advertisements : Big bazaar has endorsed very popular figure like M S Dhoni and other famous personalities which has attracted a lot of customers. This has resulted in increase of sale and the outdoor advertising techniques have also helped Big Bazaar. 6. Middle class appeal : Considering the fact that there are a lot middle class families in India, Big bazaar has had a huge impact on the middle class section of India, the prices, quality and sales strategy has helped in getting the middle income groups getting attracted towards Big Bazaar. 7. Attractive sales : Big bazaar has been known for its great sale and great offers. Big bazaar has had long lines of people waiting to get into the store for the sale. Therefore, the sales that Big Bazaar has had has increased sales in a huge way due to the sales and offers, thus this has been one of the main advantages of Big Bazaar. Disadvantages: 1. Store layout: The store layout and the assortment of goods is

not the best at Big Bazaar, as the quantity of goods sold is 30

more the arrangement and assortment of goods in the store is the greatest. Hence at times customers find it hard to find what they require, this leads to dissatisfaction of customer. 2.

Lower quality of goods: As Big bazaar aims more toward the middle income group, the quality of goods is not of the highest quality, and this is sometimes a disadvantage as some would prefer better quality to the price, making customers to search for different places.

3.

Does not appeal to the elite: As mentioned above, the main customers are middle income and a few high income groups, The elite do not like to shop at Big Bazaar as the quality of goods is lower and they would prefer a higher price and get better brand, this decreases sales from the elite class.

4.

Not acclaimed for very good service : Big Bazaar is not known for high class service. The staff recruited is not very well trained and the billing queues take a long time to move, this irritates customers which makes them visit the store more seldom.

5. Lower quality of goods: As the sore is trying to concentrate

on the middle income group the type of products used is not of the most superior quality and most of the times nor branded, this may dissatisfy certain customers. 6. Consumer satisfaction: Long queues and lower quality leads

to dissatisfaction of customers. Due to factors mentioned above Big Bazaar shoppers are not always satisfied, this is not a positive for the store.

31

RECRUITMENT AND SELECTION GUIDELINES OF BIG BAZAAR These guidelines are also called BIG BAZAAR RECRUITMENT RULES. OBJECTIVE The main objective of detailing guidelines is that the right type of personnel’s are recruited, who fulfills the requisite job specifications for Recruitment including the desirable level of qualification, skills/ experiences and competence which is essential for the sustained vitality and growth of the organization APPLICABLITY AND SCOPE The guidelines shall apply to the Managerial/ Executive/ Supervisors category of employees in the pay scale/level, as announced separately in the classification of employees order. Detailed job specifications, required to recruit the person at various Levels/ Grades. RECRUITMENT Recruitment shall be resorted for induction of talent from outside, when

suitable

Candidates

are

not

available

from

within

the

organization or upon a specific demand of the post is such that it has to be filled up from the open market. SOURCES OF RECRUITMENT From within organization through Transfers; •

Through Employment Exchanges

•

Through Placement agencies/ Consultants

•

Through open Market Advertisements

•

From Engineering /Management / Educational Institutes. 32

•

Through E-mail sources viz Naukri.com etc.

•

Through Contractors /Suppliers etc.

•

Through referred cases, relatives / friends etc

General All recruitment shall be done exclusively on merit basis only Except experienced personnel maximum age for recruitment shall be 28 years of age & Minimum 18 years. JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL Each person is expected to fulfill the requisite job specifications / as required for the position before his candidature is considered for the post. Age requirement at entry point with 10+2 qualification shall be around 20 years and for Graduate / Post graduate / Professional Qualification shall be between 21 years to 25 years for a fresher. The upper age limit for recruitment of experienced personnel shall normally be not more than 45 years. AGE OF SUPERANNUATION Normally the age of superannuation shall be 60 years for all classes of employees. In order to streamline the recruitment age and to ensure that no person is retiring on his birthday, all employee shall be retiring only on first day of the next month in which he attains the age of superannuation. EXTENSIONS IN SERVICE In case any employee requests for extension of services on attaining the age of superannuation, i.e., 60 years, or management wishes to retain his service in the interest of the organization, subject to medically fitness, the management at its sole discretion, may grant such extension of service for one year at a time, However, a management may also consider reappointment of a retired employee 33

on a contract basis. However such a person shall be entitled to a consolidated amount and contracted facilities/ perquisites only. He shall not be entitled to any other facility/perquisite as applicable to other regular Executives/ Employees of the company of his cadre REQUISITION FOR RECRUITMENT OF PERSONNEL All HOD’s / Sectional Heads shall raise a requisition in the prescribed format,

as

per

sanctioned

manpower

and

duly

approved

by

competent authority. STANDARD APPLICATION FORM Candidates application screened / short listed are required to fill in the prescribed application form in their own handwriting and submit the same to HR Department along with a passport size photograph, photocopies of certificate and testimonials etc, in support of their Age, Qualification, Experience conduct etc LETTER OF APPOINTMENT: Every candidate selected and appointed in Executive Cadre shall be issued a letter of appointment as per the Standard Format placed. SERVICE AGREEMENT Experienced personnel recruited in Executive cadre may be required to execute a service agreement to serve the organization at least for a period of two years, after joining the service of the company. ANTECEDENT VERIFICATION Each Candidate should state names along with contact address Telephone number etc of at least 2 persons (not in relation), who can be referred by the employer to verify candidate antecedents etc, in the application form itself, out of which one should be preferably of immediate past employer.

34

SCRUITINY OF APPLIACTION All application received from the candidates, shall initially be screened by HR Department Recruitment section to ensure that candidate fulfills the job specifications and there after send the screened applications to respective HOD / Requisition authority for detailed screening and ensuring that the candidate meet their requirement and return such screened applications back to H R Department for further action to request and fill the vacancy. APPLICATION BLANK FOR EMPLOYMENT All applicants, who have been short listed for an appointment in the Company, shall be required to complete an Application Blank for Employment in his own handwriting.

35

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, and talented personnel in various discipline of Retail business Viz, Merchandizing, Sales, Supply chain, Warehousing, HR and Finance & A/c’s, General Management etc. In view of that it has been considered desirable to induct fresh entrants as ET’s/ MT’s so as to mould and develop them as per organization need and to frame guidelines to Recruit, Select and provide effective Training to new entrants, so as to ensure that each one of them shoulders appropriate responsibility and produce desired results. TITLE & APPLICABILITY This scheme shall be called as ET/MT scheme which interlaid include CA’s, MBA’s, ICWA, Engineers. IT Professionals and Commerce discipline candidates and shall come into force, w.e. from 1st April 2007. All such Trainees recruited shall be placed in Executive Cadre (E- Cadre) TRAINING AND STIPEND Candidate recruited as Trainee shall undergo six month training. Their job specifications and level shall be as stated here under:MANAGEMENT TRAINEE: Minimum qualifications MBA’s from ‘A’ &’B’ class Management Institutes IT Engineers 36

Fresh CA’s Training Duration Total 6 months unless extended by another 3 months, in no case training period shall exceed for 9 months Training Schedule First Fortnight- General Overview and theoretical training/visits etc including

organizational

setup,

orientation

and

exposures

to

organizational Rules and Regulations Next 2 ½ months- On the job training in various Department on rotational basis so as to know all the functions of the organization Next 3 months- On the job/ under study /Training in the parent Department where the Trainee has to be placed finally. To be trained in detailed working and in depth studies & working of that department. EXECUTIVE TRAINEE: Training Period: 6 months extended by another 3 months not beyond that ICWA’S/Bright Commerce Graduate with min 50% pass marks MBA’s from ‘C’ class & below level Management Institutes. Diploma Holder of minimum 1 year duration of respective vocation/ Profession after Graduation Training Schedule First Fortnight- General Overview and theoretical training/visits etc including

organizational

setup,

orientation

organizational Rules and Regulations

37

and

exposure

to

Next 2 and ½ months- On the job training in various Department on rotational basis so as to know the all the functions of the organization Next 3 months- On the job/ under study / Training in the parent Department, to be trained in detailed working and in depth studies & workin of that department, where he has to be placed initially. Age: The age limit of trainee shall not be above 25 years of age at the time of selection. However, this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional Trained personnel. Review: Progress of each trainee shall be reviewed by a committee consisting of Guru/ Supervisor/HOD/Trainer and a HR representative every quarter. Recruitment: Recruitment of MT;s/ET/s shall be done on a continuous basis. However, campus recruitment shall be encouraged for this level of personnel. To impart effective training recruitment of MT’s and ET’s shall be done twice a year, keeping into view the manpower requirement

of

the

organization.

During

recruitment

specific

emphasis shall be laid on the overall personality, IQ, EQ and performance in the exam starting from Board School Exams onward and his potential to meet organizational needs & challenges and to fit in organizational culture. Candidates to be recruited shall be evaluated through written Tests, Group

Discussions

and

Interviews

by

the

expert

committee,

candidates selected for recruitment shall be physically fit and

38

mentally alert and each trainee shall have to qualify in medical standards as laid down by the company Service Agreement As company incurs a substantial costs on training the personnel, all Trainees, shall have to execute a service agreement with the company for a minimum period of two years after the completion of scheduled training period. Progress Report: Each trainee shall submit a Monthly Report to Training Manager about his Training work, difficulties and suggestions made. As stated in Para 4 and in order to keep a watch on the progress of each trainee there shall be a Quarterly Assessment by the concerned Guru/Supervisor and Training officer about the learning and progress of the Trainee. Every quarter each trainee shall undergo Performance Review so as to assess his learning and get feedback about his adjustment in the organization and if needed counseling session shall be held with the Trainee. Each trainee shall undergo a written Test upon completion of Training and only trainees who have got constantly a ‘Good’ rating shall be withdrawn from the training scheme and be placed in appropriate level/ Grade. Training Module Training modules for each trade shall be announced and circulated by the Training department from time to time. Implementation of Training Scheme Training scheme shall be coordinated by Training Manager/ H R Department, and shall be reviewed periodically on need based.

39

Placement of Trainees Upon withdrawal from Training Each person upon successful completion of training shall be placed in the company’s Executive cadre and in regular pay scale as per the service agreement / Company pay structure. Service Conditions All Trainees engaged in Executive Cadre shall be governed by the Service Rules of the company and the terms and conditions laid down in their letter of appointment and service agreement which they shall be required to be executed at the time of joining the company.

40

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

RECEIPE FOR A SUCESSFUL RECRUITMENT AND SELECTION PROCESS •

Develop a written job description, which clearly articulates the

essential elements of the job. •

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

measurable as possible. •

Find

qualified

and

diverse

applicants

by

casting

your

recruitment net far and wide. •

Evaluate all applicants by the same criteria.

•

Never make prohibited pre-employment inquiries.

•

Safe questions are those which are clearly job-related.

•

Establish and retain documentation supporting all selection or

rejection decisions. The process of recruitment and selection of staff occurs within a student affairs culture shaped by many external and internal forces. Such forces should be considered in every search process. Whereas many external forces are common among institutions, internal forces that are unique to the institution impact most campuses. These forces should be considered in the recruitment and selection procedures. Every

administrator

should

consider

applicable

laws

whenever

conducting search processes. However, the overriding institutional policies should be considered in all circumstances. It is wise to consult with the campus personnel office before undertaking any recruitment and selection process. Once the campus personnel office has been consulted, the recruitment and selection process may

42

begin. Following are 12 steps that every effective search process should include: 1. Assess the Need For and Establish the Purpose of the Position The institution's goals and mission statement should be clearly defined and understood prior to conducting a search for qualified individuals. It should also emphasize the people oriented nature of the organization. 2. Perform a Position Analysis Every student affairs division should identify the characteristics and requirements of the vacant position and the personality traits that would most benefit the individual who assumes the position. It is important to create a profile that best fits the position in the context of the institution's culture. Whether the position is new or recently vacated, there must be a careful determination of why the position is needed, precisely how it will assist the division and the institution in achieving its goals and mission, how it relates to other positions in the division, and what skills and other abilities are necessary to carry out its responsibilities. Finally, the position analysis should include a judgment as to whether other positions in the division should be reconfigured in light of the vacancy. 3. Prepare the Position Description The division should first establish a hiring profile, consistent with the idea of choosing the person who would best fit the position. It is imperative that a position description clearly defines the institution's goals,

including

the

definition

of

43

student

services,

and

that

employees are selected based on personality and chemistry that fit the defined services and goals. The division should offer leadership that embraces the concept and reality of the defined goals and practice them everyday. It should also simplify operations so the "people element" shines forth and stamps the institution. The job description should indicate the need for the position in light of the institution's goals. It also should make clear to other members of the unit in which the work is to be performed, what is expected of the new member. The position description should take heed of ethical consideration in regards to ethnic, gender, and minority bias. It should be written so that

it

does

underrepresented

not

systematically

groups

such

eliminate

as women

and

members

of

minorities.

For

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

related

to

maternal

and

family

responsibilities,

the

expectation that an applicant's record show a steady progression of positions with increasing responsibilities is more likely to attract men than women. In writing a job description, one should avoid "must statements" such as "the candidate must possess a Ph.D.". Use of such statements creates unnecessary limitations in the event the most successful candidate does not meet the qualifications that have been described as a "must." At a minimum a position description should include: •

Position title

•

Credentials or position specifications

•

Administrative location of the position 44

•

Physical and working conditions

•

Goals for the position

•

Work activities

•

Procedures and conditions of employment

•

Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee The integrated staffing model suggests the use of a search committee to recruit and select staff. Search committees are most frequently the mechanism used to carry out recruitment and selection processes Composition of committees varies depending on the functional area and level of the position. Persons frequently included in search committees were: •

Student affairs staff outside the department with the vacancy

•

Staff from non-student affairs areas of the institution

•

Students

•

Faculty members

•

Professional staff in the area/department with vacancy

•

Support staff in the area/department with vacancy

According

to

Winston

responsibilities

of

the

and

Creamer

vacant

(1997),

position

as

the

increases,

level

the

of

search

committee members should be more widely representative of the entire

campus

and

outside

community.

Search

committee

membership may be comprised of many different constituents. Care, however, should be exercised to keep the committee small enough that it can communicate and function effectively. Large committees have difficulty in just scheduling meetings, such less providing opportunities for everyone's active participation. Large committees 45

may impede timely reviews of applications, which may result in having highly qualified candidates withdraw because they have received offers from competing institutions. As search committees tend to be ad hoc committees, members may not know precisely what is expected of them. The committee's duties and the role of the hiring authority should be clearly stated in writing. Because search committees are sometimes comprised of students and individuals outside of the division and others who may not be familiar with the credentials and experience required for professional work in the field of student affairs, it is vital that all members of the committee are well trained regarding the necessary qualifications. The members of the search committee should be educated as to the general progression of a career in student affairs and what level of responsibilities are required for involvement at the particular level of employment where the vacancy exists. The empowering official shall clarify the following responsibilities with the search committee members: •

Select a search committee chairperson

•

Prepare

the

position

description

(this

responsibility

is

sometimes fulfilled prior to appointment of the search committee) •

Determine the timeline of the search process

•

Prepare the position announcement

•

Advertise the position

•

Manage the overall search process

•

Determine the finalists

•

Make arrangements for interviews

•

Make or recommend the final decision 46

5. Prepare the Position Announcement This crucial step informs all who are interested in the position precisely what the search committee is looking for in clear and unambiguous language. The announcement should include such information as: •

Title

•

Location and demographics of the institution

•

Supervisor

•

Mission of institution and division

•

Contributions expected by the staff member toward the

accomplishment of these missions •

Goals and work requirements of the position

•

Minimum education

•

Experience and knowledge requirements

•

Conditions of employment

•

Date for beginning of review process

•

Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the overall search process by encouraging self-elimination of candidates who clearly do not fit the announced requirements. 6. Advertise the Position The student affairs division should evaluate all possible avenues for advertising a position vacancy. Limited budgets may determine the means by which a position vacancy is advertised. Therefore, it is important to consider carefully which advertising medium is most

47

likely to target the audience most important to reach. Possibilities to consider are •

Campus resources such as publications, offices, employee

referrals, web-sites, or electronic bulletin boards •

Local newspapers

•

Word-of-mouth

•

Employment agencies

•

Mass media advertising (radio, television, etc.)

•

Professional lists

•

Professional journals and web-sites.

•

Professional placement conferences and exchanges.

•

The Chronicle of Higher Education - The Chronicle of Higher

Education is generally thought to be the most helpful medium in higher education though it may not be read at all institutions. The Chronicle is distributed in both paper and electronic form. Extra care should be taken to ensure that the announcement reaches potential minority candidates. 7. Conduct the Search The individual and office listed in the position announcement should receive all applications from candidates. Acknowledgment of the application should be sent to both the applicant and the search committee. All correspondence and activity should be recorded in a log to ensure careful tracking of the candidates' materials and status. Applicants that the division would normally judge unacceptable suddenly seem desirable when the need to hire a body, "any body", becomes severe. The division will face a natural temptation to short-

48

circuit the standard screening process and hire a replacement immediately. One way to avoid such crisis hiring is to encourage qualified individuals to submit employment applications even when the division has no current job openings. The applications may be kept on file for future consideration. Another way to maintain possible candidates on file is to ask exemplary staff members to refer their friends who might be looking for work, even offering the staff members rewards for referrals. 8. Screen the Applicants Screening of applications should be conducted from the beginning of the search process, and reviews should begin immediately following the announcement. The division should test to ensure that each applicant fits the profile and hire a person who fits the profile remembering that good selection reduces turnover, training and recruitment costs, and thereby produces stability, consistency, low operating costs and an ability to increasingly reward desired behavior. Selection methods that focus both on crucial requirements and organizational culture include: •

Interviews

•

Biographical data

•

Work samples

•

Self-assessment

•

Personality tests

•

Cognitive abilities

•

Physical abilities 49

•

Use of an assessment center

•

A thorough literature review concerning the screening of

resumes. A comprehensive employment application is the cornerstone of every successful pre-employment screening program. It will identify many undesirable applicants early in the selection process. The completion of

an

application

Opportunity

form

reasons,

for

is

important

record

for

keeping,

Equal and

Employment for

gathering

information from which to make a good employment decision. Some institutions require that all applicants complete an employment application. Taking a critical look at the institution's employment application, the recruitment staff may see ways in which it can be improved. The one page, stationery-store variety is too brief if it fails to elicit vital information that can be legally requested. The nitty-gritty of the employment application is the work history section.

Recent

jobs

are

the

best

predictors

of

future

job

performance and permanency. An application should provide enough space to allow the applicant to list every job he/she has held for at least five years. Their personal saga of success or failure often is displayed clearly in their unabridged employment record. Beginning and ending dates of each job, month as well as year, are also necessary. Precise dates of employment expose gaps between jobs. Instructions should direct job seekers to list every job, including parttime, second jobs, and volunteer jobs. The search committee should always carefully study each applicant's employment history. 9. Arrange the Candidate Interviews Once the applicant pool has been screened and individuals to be considered are identified, interviews should be arranged with those 50

candidates. Often, the size of the departmental recruitment budget will determine both the type and the number of interviews that will be conducted. Many times, institution with limited budgets will begin the interview process by conducting telephone interviews. Telephone interviews can be held with either an individual or a group of people as the interviewer. If a group of people interviews the candidate, arrangements should be made to conduct a conference telephone call with the candidate. If an institution is fortunate to have a healthy recruitment budget, the search committee may wish to invite one or more candidates to visit the office and participate in the interview process in person. Or, an institution might wish to conduct office interviews after conducting phone interviews has narrowed the pool of candidates. Regardless of what method of interviewing is used, certain arrangements are necessary prior to the interview: •

Arrange and confirm dates and times with candidate

•

Develop the interview schedule and confirm with all individuals

who will be involved in the interview process (provide a final copy of the schedule to the candidate, the interviewers, and the search committee members) •

Arrange for escorts to and from all interviews

•

Arrange overnight accommodations if necessary

•

Arrange for transportation if necessary

•

Arrange for a campus host (and pick up from airport, train

station, etc. if necessary) •

Arrange for any meals provided outside of the interview

schedule if necessary

51

•

Develop an evaluation tool for all interviewers to use upon

completion of the interview •

The candidate should be reimbursed for all travel related

expenses incurred in order to attend the interview unless other arrangements have been made. 10. Interview the Finalists Interviewing an applicant from a resume can lead the search committee to overvalue assets and never see liabilities. The purpose of

the

applicant's

resume

is

to

highlight

assets

and

hide

shortcomings. Most applicants do not overtly lie on their resumes; they just omit negative information. Unsuccessful short-term jobs, reasons for leaving and dates of employment are the items most frequently omitted from resumes. As

a

result,

interviews

must

be

conducted

from

completed

employment applications. The search committee should never grant an interview to an applicant who has not fully completed an application form. Interviews are most effective when they include questions based on a careful analysis of job functions. Interviews should be consistent from candidate to candidate and should evaluate a candidate's interpersonal and communication skills. Interviews

should

involve

multiple

interviewers.

It

is

always

instructive to see how different interviewers give different points of view on the same applicant, which leads to a better overall hiring choice. Additionally, it is easy for search committee members to forget some of the material that was covered in the interview. It is useful to document every interview session and to have one interviewer from each interview team provide brief notes regarding the gist of the interview. 11. Conduct Reference Checks 52

One of the most crucial but often neglected steps in the hiring process is reference checking. Reference checking is often forfeited when a student affairs division is pressured to hire in a hurry. Additionally, reference checking can be a frustrating exercise that yields little useful information about a candidate. Nevertheless, the desire to save time and avoid legal ramifications should not prevent any recruitment staff from conducting thorough reference checks on all prospective new hires. Reference checks round out the profile of a job applicant by providing third-party support for first impressions. Reference checks should be made only for those candidates who have advanced to the finalist stage and who are under serious consideration for the job. When calling a reference, be friendly and courteous. Ask if it is a good time to talk then put the person at ease by mentioning something or someone you both have in common. After developing rapport, begin with basic questions about the applicant. This will yield essential information while breaking the ice. Ask for confirmation of employment dates, title, job duties, salary and the name of the previous employer. Next, segue into a brief description of the experience and skills you have been looking for and ask the reference to comment on the applicant's ability to handle some of the typical responsibilities Some ways to improve reference checking are: •

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

position, the hiring supervisor will conduct a reference check. This information should encourage candidates to be frank and honest in their responses to questions. •

To increase the chances of contacting candid references, ask

each applicant for at least five names, including immediate 53

supervisors. Additionally, request a fact about each contact, such as membership in professional associations, which can be used as an icebreaker when calling. •

The position supervisor should call all references personally.

That person knows best which skills and personality traits will be optimal for the position. •

Ask open-ended questions in order to elicit broad information.

Some people may be fortunate and contact a reference that is willing to frankly discuss the candidate's qualifications. But it is just as likely that the reference will be reluctant and offer minimal information. •

Avoid inquiring about the candidate's marital status, age,

disabilities, religion, ethnicity, gender, or other personal issues. Such information may not be used in making a hiring decision. The committee may submit one of the following types of recommendations, depending upon the charge that was originally given to the search committee: 12. Make the Offer After the search committee has completed all of the interviews and has evaluated the candidacy of the finalists, the committee will submit a recommendation to the hiring authority. The committee may submit one of the following types of recommendations, depending upon the charge that was originally given to the search committee: •

The name of one candidate

•

The names of two or more candidates in order of hiring

preference •

The names of two or more candidates in no particular order 54

Once a qualified candidate or candidates has been recommended to the hiring supervisor, the supervisor should strongly consider the recommendation that has been presented. The supervisor may accept a hiring recommendation or charge the search committee to continue the search. Should a hiring recommendation be accepted, the supervisor should contact the preferred candidate and make the job offer. Some important issues that should be addressed in the job offer are: •

Starting salary

•

Starting date

•

Length of contract

•

Employee benefits

•

Moving expenses (if applicable)

•

Living accommodations (if applicable)

•

Any other points of negotiation

The candidate should be given sufficient time to either accept or reject the offer. However, the hiring authority should not compromise the availability of other candidates if the candidate of choice declines the offer by allowing too much time to pass between the offer and the decision. If the candidate accepts the position, the offer and conditions of hiring should be sent to the candidate in writing as soon as possible. If the candidate declines the position, the hiring supervisor should make the offer to the next candidate of choice or should reconvene the search committee to make other arrangements. Once an individual has been secured for the position, all other candidates should be notified immediately. They should be informed 55

of the closure to the search and thanked for their interest in the position. It is proper etiquette to notify those candidates who were interviewed, either by telephone or in person, personally. Finally,

the

search

acknowledgments

of

committee their

time

should and

be

dissolved

service.

with

Appropriate

announcements should be made regarding the outcome of the search process. Avoiding Ethical Breaches When Conducting a Candidate Search It is important to act ethically at all times when conducting a candidate job search, not only out of respect for each candidate, but also to protect the integrity of the institution. It is not uncommon for hard feelings to develop between candidate and institution as a result of thoughtless acts or misbehavior on the part of those involved in the search process. It is important for institutions to avoid any disrespect or malfeasance on the part of the institution to help ensure success for current as well as future candidate searches. Following are some behaviors that if adopted, will help ensure a legitimate and respectable job search: •

Train all search committee members to understand and

recognize the necessary credentials for the particular position. •

Acknowledge receipt of all application materials.

•

Do not make offers that are not honest. For example, do not

tell a candidate the position will be offered to him or her unless it has been agreed upon by the entire search committee and the hiring authority. •

Never misrepresent the position in any way.

•

Maintain confidentiality throughout the entire job search. 56

•

Provide

the

candidate

with

professional

materials

representative of the company. •

Conduct open searches. If there is an internal candidate or

candidates for the position, announce this to all other candidates. •

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

process. ISSUES OF RELIGION IN RECRUITMENT AND SELECTION •

Religion should not be a factor in advertising vacant positions

in cases of public universities. It is however permissible in private institutions. In this case, state this explicitly in the advertisement especially if it is a factor in selection. •

Search committee members should be trained on the protocol

and legal situations. •

Search committee members should not make attempts to

deduce

religious

denomination

based

on

affiliations

or

organizations listed on the resume. •

Be forthright with all institution policies related to religion.

•

In position advertisements attempt to list as much descriptive

information on the local community as possible. •

State all terms of employment in hiring offer.

•

List all institutional policies related to dress and appropriate

attire.

This is important for employees who may want wear

traditional or native attire to work. •

Be sure that hiring practices are consistent across the board.

There have been court cases where employees may not have been hired because of their religious denomination.

57

ISSUES OF GENDER IN RECRUITMENT AND SELECTION •

Do not discard applicants who “stopped out” to provide care for

a child, or for maternity leave. •

Consider the dynamics of the interview – is the candidate being

interviewed in an environment that is representative of the office environment. •

Understand questions that cannot be asked regarding family,

children, pregnancy, etc. •

Provide medical insurance that covers the full range of medical

needs of women employees, including reproductive health care. •

Provide paid sick-leave policies for employees’ illness and

illness of spouses, lifetime partners, dependent children, and elderly parents. •

Provide life insurance, disability and pension programs that are

nondiscriminatory on the basis of gender. •

Have clear and vigorously enforced sex, race and sexual

orientation discrimination and sexual harassment policies and include a statement about these policies in the advertisement of the position. •

Before attempting to diversify a staff and make it more gender

equitable, one must tackle issues such as, “gender stereotyping; discrimination in hiring, pay, and promotions; family issues; and sexual orientation discrimination”. There are five areas critical to this process: 1. Open communication 2. A commitment to creating an inclusive environment 3. Clear preconceived expectations based on gender 58

4. A neutral supervisor who can observe different styles and facilities communication when a conflict arises. 5. Training – sexual harassment as well as gender issues training (It is thought that 75-80% of sexual harassment complaints could be prevented by understanding gender differences”

CERTAIN DO’S AND DON’T IN RECRUITMENT AND SELECTION DO’S: Be fair at the time of decision making for the final selections as well as salary. Always cross check the references and the information provided by the candidate Place a person according to his qualification and experience Lessen the grievance of each employee and take decision according to natural law of justice. DON’T: Don’t get influence by outsiders at the time of outsiders at the time of requirement Don’t be judgmental on personal basis Don’t promise anything which will go against the ethos of the organization

59

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.

60

RESEARCH METHODOLOGY

This section includes the research methods, their rationale, validity, reliability, sample size, alternatives and limitations faced during primary research. •

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

•

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

•

To

gauge

the

impact

of

staff

motivation

on

employee

productivity. Primary Research I have chosen different tools to collect primary data including questionnaire, interviews etc. The main objectives were to collect

61

ANALYSIS AND INTERPRETATION

1.

Does your company follow formal recruitment process?

Yes

No

Can't Say 88%

10%

2%

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.

62

2.

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.

63

3.

Which sources of recruitment your company should follow?

3% 20% 31%

Promotion / Transfer Consultancy Campus Placements References Any Other

31%

15%

There are various ways of recruiting candidates in the Big Bazaar. Some of the sources used by them are promotion, internal referrals and consultancy firms. From the chart it is clear that employees of Big Bazaar are in favour of Campus placements and promotion and transfers. 20% of employees are in favour of internal references and 15% have suggested using consultancy services. Some have suggested advertising the vacancy in newspapers also.

64

4.

What criteria do you think should be used for selection process?

2%

0% Written test 38% Personal Interview Written test and Interview Any Other

60%

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

5. According to you, 3 rounds of interview in Big Bazzar are essential for an effective recruitment process.

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. It depends upon the position for which the interview is being conducted.

66

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. This implies that the Big Bazaar have the organized manpower planning and well organized recruitment policy. From the chart it is crystal clear that the candidates get exactly the same job as described. So from Big Bazaar perspective it is a good sign for the overall growth and development. There were some employees around 2% of my sample study who were against the above mentioned point.

67

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. Next they consider academic qualification should be given importance while selecting a candidate. Only 10% are in favor of family background to be used as a selection criteria by the company. 22% of sample size is in favour of all the three factors that are experience, academic qualification and family background.

68

8.

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. Accordingly 70% of employees are in favor of physical examination to be included in the selection procedure because they believe it will ensure higher standard of health and physical fitness of the employees and will reduce the rates of accident, labour turnover and absenteeism. 24% are not in favour of physical examination as they think it is a wasteful expenditure of the company.

69

9.

Are you satisfied with the overall recruitment & selection process of your company?

40%

Satisfied Neutral

50%

Dissatisfied

10%

From the above figure, it is quite clear that out of 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. 40% were those who were satisfied by the policy and 10% were those who were not able to comment on it.

70

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% .

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. Its clear from the chart that Brand name is also important factor which is a motivating force for the employees of Big Bazaar. Only 15% of the employees consider working environment in Big Bazaar to be a motivating factor.

71

11. According to you, the recruitment department in your organization is efficient enough.

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. It means they are satisfied from the persons recruited in the organization.

72

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

13. You are satisfied with the recruitment process in your organization.

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. Around half of the departments don’t know anything in this regard. So, no clear picture can be drawn on the basis of this answer.

74

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. By focusing on Campus Placements Company can attract qualified personnel for vacant jobs in the organization. It can facilitate the infusion of fresh blood with new ideas in to the enterprise. This will improve the overall working of the enterprise. •

For the selection of the candidate for a vacancy company

should first conduct written test and on the basis of the result of the test score interview should be scheduled for the selected candidate. •

According to the analysis company should evaluate the

candidates on all the factors (experience, qualification and family background) however greater importance should be given to the experience and then qualification should be considered. •

Company should include physical examination in the selection

process. After the result of this question THE COMPANY HAS DECIDED TO INCLUDE PHYSICAL examination in the selection process and are now getting in touch with various hospitals to enter into a contract with them. •

Certain changes should be made in Recruitment and Selection

process of Big Bazaar such as new sources of recruitment should be entertained, written examinations should be included in selection process and physical examination should be considered as a part of Selection Process.

75

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. The entire process works exactly as it should according to the policy.

•

The recruitment process i.e. the activity of generating the pool of perspective employees, is similar for all entry – level positions. However the selection process is unique for every position. The recruitment process at Big Bazaar is shown in above flowchart.

•

The human resources department maintains the blanket count of personal in each department and is responsible for filling up vacant positions in all departments throughout the organization.

•

The recruitment and selection activity is centralized and is conducted by the human resources department at Big Bazaar head office.

•

Different sources of recruitment for every position has been tried and tested over the years at Big Bazaar and at present every position has one unique source of recruitment, which is always resorted to.

•

Walk-ins are always used as a source of recruitment for junior level. Big Bazaar has earned a good name for itself in the entire country and hence huge pool of candidates is created through this source. However the hiring/applicants ratio is very low. This is because a 76

lot of unsuitable candidates also show up for interview. This leads to wastage of time and effort.

•

Big Bazaar can improve its recruitment and selection process with the advices mention below and can increase the sources of recruitment for selecting the right pool of candidates.

77

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

Selection Phase

Interviews

Appointment offered Induction

Employment Phase

Training, development & appraisal ______________________________________________________________

Exit Phase

Resignation or retirement

78

Not only recruitment and selection phase but also other phases (employment phase and exit phase) of employment cycle can be improved if all phases are properly interlinked with each other, as shown in above figure. At the time of recruitment, when a possible vacancy occurs, it is a good idea to look at the post that is being vacated to see: •

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

needed? •

Is the position changing such that new skills will be needed in the

near future? •

Can the job be combined with another job that may also be

undergoing a change? Only after checking all these points, go ahead with other parts of recruitment phase. In case of job description, check the following points: •

Formal job description

•

Does it fit the pattern?

In case of advertisement designed and issued: •

Where would you advertise your job in order to attract suitable

candidates? •

How would you word the advertisement?

At the time of selection, first comes short listing and after this interview. In case of interview, check the following points: •

Structure of interview (one-to-one interview, two-to-one

interview, panel interview) •

Feasibility of interview pattern

And after this, last part of selection phase that is appointment offered comes. 79

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 kumc.edu.com hr.uchicago.com vishalmegamart.net.com

80

APPENDIX

81

QUESTIONNAIRE DEPARTMENT

DESIGNATION

1. Does your company follow formal recruitment process ? 82

a) Yes

b) No c) Can't say

2. When does your company hires new employees ?

a) Immediate need

b) Yearly basis

c) Both

83

3. Which sources of recruitment your company should follow ?

a) Promotion / Transfer b) Consultancy

c) Campus Placements d) References

84

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………………………………………………………………..

85

5. According to you, 3 rounds of interview in Big Bazzar are essential for an effective recruitment process. a) Strongly agree b) Agree c)Can’t say d) Disagree e) Strongly disagree

6. Were you given same job description as discussed in the Interview?

a) Yes

b) No

7. According to you on what basis candidates should be evaluated for selection ? a) Academic Qualification b) Experience 86

c) Family Background d) All of the above

8. Do you think physical examination should be included in selection process ? a) Yes

b) No c) Can't say

9. Are you satisfied with the overall recruitment & selection process of your company ? a) Satisfied

b) Neutral 87

c) Dissatisfied

10. 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

e) Good working environment

e) Any Other……………………………………………………………..

11.

According

to

you,

the

recruitment

department

in

your

organization is efficient enough. a) Strongly agree d) Disagree

b) Agree e) Strongly disagree

c)Can’t say

12. The salary offered at the time of interview to the candidates is at par with the market rate. a) Strongly agree d) Disagree

b) Agree e) Strongly disagree

89

c) Can’t say

13. You are satisfied with the recruitment process in your organization. a) Strongly agree d) Disagree

b) Agree e) Strongly disagree

c) Can’t say

14. Suggestions (if any, to improve the Recruitment Process) ______________________________________________________

___________

______________________________________________________

______________________________________________________ 90

______________________________________________________

91