ICFAI UNIVERSITY

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ICFAI UNIVERSITY “IBS’’ DEHRADUN INTERNSHIP REPORT ON RECRUITMENT & SELECTION PRACTICES AT BIG BAZAAR Submitted to: Submitted by: Mr. VIKAS TYAGI (HR) SURAJ SHARMA i

Transcript of ICFAI UNIVERSITY

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ICFAI UNIVERSITY “IBS’’ DEHRADUN

INTERNSHIP REPORT ON

RECRUITMENT & SELECTION PRACTICESAT BIG BAZAAR

Submitted to: Submitted by:

Mr. VIKAS TYAGI (HR) SURAJ SHARMA ID No. 14BSPDDO1115

ACKNOWLEDGEMENTi

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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. VIKAS TYAGI, (HR), for their counsel throughout my training. I would also like to express my gratitude to all the members of big bazaar ISBT 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.

(SURAJ SHARMA)

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TABLE OF CONTENTS

Topics PAGE NO.

1. Executive Summary 12. Introduction 23. Recruitment and Selection 5

Recruitment 6 Guiding Principles Of Recruitment 7 Recruitment Strategies and Resources 8 Position Announcements 9 The Recruitment Process 10 Selection 11 Objectives of Recruitment and Selection 20 Recruitment and Selection Policy Statement 20 Company Profile 21 Recruitment and Selection Guidelines of Big Bazaar 25 Receipe for a sucessful recuritment and selection

process30

4. Objective of the study 48

5. Research methodology 49

6. Analysis and Interpretation 50

7. Conclusion 6364

8. Recommendations 9. Appendix 6810. Bibliography 71

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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.

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

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outside, how will the organization get the best. To have the best it is essential to acquire it from outside. There has been tremendous change in the technology and for the organization to survive in this changing scenario; it has become very essential that they keep up with the pace with the changes in the technology, the change in the culture etc.

Taking for example no organization can even think of operating without the use of information technology, now it becomes very difficult and costly affair to train the people within the organization at different level to learn how to make use of this technology. Hence sourcing is done and the best talent is acquired so that the person not only takes case of changing technical needs of the organization but also be able to make other employee learn from him.

After having determined the number and kinds of personnel required the human resource and personnel manager proceeds with identification of sources of recruitment and finding suitable candidates for employment. Both internal and external sources of manpower are used depending upon the types of personnel needed. The selection procedure starts with the receipt of applications for various jobs from the interested candidates. Totally unsuitable candidates are rejected at the screening stage. Man power planning gives an assessment of the number and type of people required in the organization.

The next task of the personnel manager is to find out capable and suitable persons who may be working in the organization itself while others will have to be sought from outside the organization. It involves persuading and inducing suitable persons to apply for and seek jobs in the organization.

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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. Chooses the most suitable source or sources.3. Invites applications from the perspective candidates for

the vacant jobs.

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RECRUITMENT AND SELECTION

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

POSITION DESCRIPTION

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

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RECRUITMENT

Recruitment refers to the process of sourcing, screening, and selecting people for a job or vacancy within an organization. Though individuals can undertake individual components of the recruitment process, mid and large size organizations generally retain professional recruiters.

The recruitment process in India is designed in such a way that each candidate gets the desired profile according to its own choice. Place the candidate from the right profile, the best job recruitment agencies, the solution is the end of most Indian job recruitment agencies.

The job recruitment agencies in India involves identifying those posts, preparing the job description and person specification, advertising, management of the response, the prequalification process, organizing meetings, conducting interviews, making decisions, the appointment and action. This means that a lot of time and resources must be invested before the right candidate is selected.

Most recruitment agencies in India follow three stages in the recruitment process, which are essentially short list of application, preliminary assessment and final interview and selection.

The recruiting India process may include a written test to judge the particular skills of a candidate. In this case, the test must be carefully prepared, not to deviate from the subject. Much can be found on the candidate's resume. A good presentation of his resume is in an organized way and refined talk a lot on the individual. His mentality and attitude can be judged according to his resume.

Then the interview, which is an important and crucial part of the recruitment process. The person who takes the interview of the candidate must be well prepared in advance. Concerns such as the location of the interview, the timing, structure of the question of

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strategy, the style of taking the interview must be decided in advance, so that nothing is excluded, and all subjects properly treated.

In addition, there are a number of things that must be taken into consideration in the recruitment process. Until the final decision about a certain candidate is taken, it is important to keep in regular contact with the candidate. The decision-making process should not take too long to prevent candidates from taking any other occasion. An applicant must be informed once the decision is made. He or she must say the entire process of his appointment clearly with the details of all documents to be submitted. A record should be kept of the candidate file for future reference.

The recruitment process must be strong and justified and shall withstand external scrutiny. Only a good job recruitment agency with a good understanding of the area and the process can execute the same success. In India, most of the recruitment agencies to understand the needs of clients and candidates and they work in a planned way to recruit people.

GUIDING PRINCIPLES OF RECRUITMENT

Appropriate and effective recruitment strategies vary with each position. The length and scope of the recruitment should be relevant to the position.

In setting the timeline for your recruitment, consider the wording carefully--there are consequences to your choice.

If you specify a recruitment deadline, you may not consider any applications received after that date.

If you indicate the position will remain open until filled, you must consider any applications received until an offer has been extended and accepted.

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If you indicate "applications received by a certain date will be assured full consideration," you can decide whether or not to review applications received after the specified date. When using this wording, it is critical to establish a meaningful date.

Recruitment activities should include good faith efforts to solicit a diverse applicant pool and affirm that race, sex, age, disability or veteran status will not be used to discriminate.

If the position is in a job group that is underutilized, by women or ethnic minorities, additional targeted recruitment efforts should be undertaken.

All advertisements and position announcements should be consistent with each other, reflect the qualifications identified in the position description.

Prior to recruiting for a position, ensure that you know what institutional policies and procedures apply. Contact your HR Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified positions, consult with the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in developing recruitment strategies for each vacancy. General guidelines for specific types of positions are listed below.

Tenure-track Faculty

Scope of Search: National or regional

Recruitment Resources:

Discipline-specific journals, list-serves, professional associations

Personal contacts with colleagues, alma maters

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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

POSITION ANNOUNCEMENTS

Purpose of the Position Announcements:

Provides applicants, hiring departments and search committees with a general idea of the nature of the position, the terms and conditions of appointment, salary range, reportage, and required application materials and application deadline.

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

General Guidelines for Developing Position Announcements:

Use the recommended format, which is either printed on company’s own letterhead. Limit the announcement to one page, using the reverse side of the page, if necessary.

Provide enough information to give applicants adequate understanding about the nature of the position. Identify required and preferred qualifications so that you solicit qualified applicants and stimulate interest in the position.

Provide notification of the company's EO/AA policy, and identify contacts for requesting reasonable accommodation.

Provide a contact name, address and phone number.

Explain application requirements.

THE RECRUITMENT PROCESS

These are the main recruiting stages.

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Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods. This initial research for so-called passive prospects, also called same-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.

Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through resumes, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing.

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

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.

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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 claims. Impolite or incompetent interviewers, unnecessarily long waits, and lack of follow-up may cause unfavorable impressions of the Company.

THE COST OF SELECTION

The cost of selecting performers who are inadequate performers or who leave the organization before contributing to profits is a major cost of doing business. The cost incurred in hiring and training any new employee is expensive sometimes in the thousands of dollars. In 1983, the average cost per hire for exempt employees was more than $4600; nearly $4700 if there was relocation. These cost incurred by the organization suggest that hiring is very expensive activity and that any efforts the organization can make toward minimizing turnover and hiring costs can pay dividends. Thus proper selection of personnel is obviously an area where effectiveness (choosing competent workers who perform well in their position) can result in large savings.

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The selection process exposes the organization or company to liability. Seeking training from HR for anyone who participates in the process before beginning.

Provide reasonable accommodation in the application process to persons with disabilities.

Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of a rating guide is recommended. This is a form used to rate applications for a position based on the required and preferred qualification as defined in the position description. Rating guides simplify the paper screening process, ensure that applications are being evaluated against the same criteria, and provide documentation which will be used to defend any challenged outcome.

Once it is determined that an individual does not meet the established minimum qualifications, she must be eliminated from further consideration. If you are unclear whether or not an applicant possesses the minimum qualifications, it is appropriate to conduct a verification phone interview. You may also ask applicants to include a cover letter detailing how they meet the established qualifications as part of the application process.

Be able to justify every selection/nonselection decision with appropriate documentation (e.g., the position description, applications/resumes, rating guides, selection criteria, interview questions, and reference checks). This documentation should be forwarded to HR Generalist after the search is completed.

Avoid prohibited pre-employment inquiries and interview contaminants.

Conduct reference checks as part of the selection process.

Remember that every applicant is a potential complainant.

TIPS FOR INTERVIEW PROCESS

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Minimize Stereotypes – Provide interviewers with a job description and specifics on job requirements. In the absence of specific information individuals may be more likely to make stereotypical judgments about a candidate

Job Related – Construct interview questions that are job related. Not having job related interview questions will lower the validity of the interview process.

Train Interviewers – “Improve the interpersonal skills of the interviewer and the interviewer’s ability to make decisions without influence from non-job related information. Interviewers should be trained to:

Avoid asking questions unrelated to the job

Avoid making quick decisions about an applicant

Avoid stereotyping applicants

Avoid giving too much weight to a few characteristics

Try to put the applicant at ease during the interview

Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach attributes to her that don't actually exist.

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

NEGATIVE BENT -- the tendency to focus on information which will automatically disqualify a candidate, causing you to overlook his/hers strengths in the process

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SNAP JUDGMENTS can devastate the interview process -- remember that you gather information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully document the interview, valuable material will slip through the cracks; avoid recording inappropriate information (i.e., anything not related to the job) or statements based on your own inferences.

STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can offset a tendency to categorize candidates.

THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate as representative of success in any endeavor, no matter how unrelated

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

CHEMISTRY or rapport between two people can contaminate the interview -- the basis of your personal reaction to a candidate must always be evaluated in terms of the position requirements

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search process predisposes qualified candidates to consider a company as a potential employer. The nature and timeliness of correspondence contributes to the applicant's perception that a particular company is a quality organization.

Typically, a recruitment and selection process will present the following opportunities to correspond with applicants:

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

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materials which must be provided to ensure consideration, and indicates the expected timeline for the selection process.

Notification that application materials were received too late for consideration. Informing persons that they will not be considered for the position is not only a courtesy. It also serves as evidence that the applicant was not part of the applicant pool from which selection decisions were made should the ultimate hiring decision be challenged.

Notification of a change in the timeline for selection. In order to keep good candidates interested in the position, it is advisable to keep applicants informed should a change in the selection timeline be necessary.

Notification that an applicant is no longer being considered. As a courtesy to applicants, particularly those for high level or particularly competitive positions, hiring departments are advised to notify applicants when the screening process has eliminated them from consideration. This may occur after any round of screening or interviewing.

Confirmation of campus interview arrangements. This correspondence should be preceded by telephone conversations with the candidate, and should include information about the Company, the community, individuals with whom the candidate will meet, itinerary, travel and lodging arrangements, and other information which helps the candidate prepare for the campus visit.

Appreciation for interview and rejection. Individuals who have been invited to campus for an interview but are not offered the position should receive such a letter as a professional courtesy.

Letter of offer. Once a hiring decision has been made and discussed either in person or by telephone with the finalist, it

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should be confirmed in writing. The individual should confirm his or her acceptance in writing.

Hiring departments should contact their HR Generalist for assistance in writing these letters.

Guidelines

Depending on the type of position, a hiring department may decide to use a search committee to manage the recruitment and selection process. The committee's role will vary with the department, school, or administrative unit and type of position. The following guidelines should be considered when using a search committee:

The decision to establish a search committee rests with the individual who has authority to make a final offer for a position.

The search committee should be comprised of individuals who have some knowledge of the position to be filled, are committed to equal employment opportunity, and have the capacity for balanced judgment and discretion. Whenever possible, committees should represent diverse backgrounds and perspectives.

Generally, the ideal size of a committee is relative to the position. For some positions, a committee of 3 is adequate. For positions at or above the manager level, committees of 5-7 are more appropriate. Committees for positions at the Executive level may be significantly larger.

A search committee chair should be appointed. Chairs should be selected for their ability to provide leadership to the committee, a demonstrated understanding of the recruitment and selection process, and their commitment to ensure a legally defensible process.

The committee should receive a formal charge, which establishes the scope of its responsibilities. At a minimum, the charge should

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indicate whether or not the committee is responsible for conducting interviews, and whether its recommendations to the hiring official shall be in ranked or unranked order. Typically, a Company’s search committee responsibilities include all or some of the following:

Helping develop the position announcement, including the identification of minimum and preferred qualifications, timeline and recruitment plan

Completing recruitment and selection activities for classified and unclassified staff positions

Placing advertisements or conducting personal outreach

Developing the selection procedure, including rating guides receiving applications, corresponding with applicants, sending applicant information forms, and maintaining the applicant record

Screening applications, conducting reference checks, determining a long or short list of finalists

Maintaining required search documentation

Coordinating campus visits for interviews and/or conducting interviews

Making recommendations to the hiring official

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

PRACTICAL CONSIDERATIONS

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

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When will review begin? Unless an inordinate number of applications are expected, it is recommended that the review process begin after the date, which was advertised.

Will initial review of applications for minimum qualifications be done by the committee chair, secretary, or all committee members?

Will committee members review every application, or will applications be divided into groups that are initially reviewed by only part of the committee?

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

Has the committee developed a plan for corresponding with applicants, including the language for standard letters? Sample letters are available from your HR Generalist.

Has an effective system been planned for filing and retrieving application materials?

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

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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.

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OBJECTIVES OF RECRUITMENT AND SELECTION1. Hire the right person

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

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

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

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

RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a thorough position analysis regardless of the level of the position or the extent of the search. The diversity goals of the institution, division of affairs, and the unit will be addressed in all recruitment and selection processes.

Units may use different processes for recruitment depending upon the circumstances surrounding the need to fill the position, but must take steps to ensure that the values of the profession are applied in all procedures that are used. IT Recruitment and selection committee members should be properly trained to assume the important responsibilities of recruitment and selection.

Supervisors should adhere to any institution-wide recruitment and selection programs. This cannot, however, substitute for an understanding of procedures and processes from a student affairs perspective.

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

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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

· Leisure and Entertainment

· Wellness and Beauty

· Books and Music

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Big Bazaar, which has about 150 outlets across the country, is also promoting small retailers by partly having the shop-in-shop concept. The selected retailers put up their counters and sell through the outlet. The small retailers also lower their prices as they gain through bulk sales.

Life at Big Bazaar is pretty self-sufficient. If you were trapped in there for a week, you could live a good life. But to appreciate the nuances of home economics, one should try comparing prices. The clothes especially deserve an independent feature of their own.

The Big Bazaar is the discount store which offers a wide range of products under one roof. The products include apparels and non-apparels such as utensils, sports goods and footwear. The Food Bazaar provides a range of food and grocery products ranging from fresh fruits and vegetables, staples, FMCG products and ready-to-cook products. The Central offers a chain of stores including books and music stores, global brands in fashion, sports and lifestyle accessories, grocery store and restaurants.

Services :-

Particularly designed for the regular middle-class family that requires clothing that lasts and doesn't burn holes into the pockets of existing clothing, this store offers good bargains. What you won't get here is designs your friends will drool over. Checks and stripes are like the far-end of the creative exercise here, and the best bet for the fashion conscious would be the plain colours on display.

Big bazaar

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

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2. Quality: Providing quality at low prices and having different types of products for different income customers is another advantage.

3. Price: As noted the prices and offers in Big Bazaar have been one of the main attractions and reasons for its popularity. The price ranges and the products offered are very satisfying to the customers.

4. Location : The location of Big Bazaar has been mainly in the heart of the city or in the out skirts giving a chance to both the City and the people living outside the city to shop.

5. Advertisements : Big bazaar has endorsed very popular figure like M S Dhoni and other famous personalities which has attracted a lot of customers. This has resulted in increase of sale and the outdoor advertising techniques have also helped Big Bazaar.

6. Middle class appeal : Considering the fact that there are a lot middle class families in India, Big bazaar has had a huge impact on the middle class section of India, the prices, quality and sales strategy has helped in getting the middle income groups getting attracted towards Big Bazaar.

7. Attractive sales : Big bazaar has been known for its great sale and great offers. Big bazaar has had long lines of people waiting to get into the store for the sale. Therefore, the sales that Big Bazaar has had has increased sales in a huge way due to the sales and offers, thus this has been one of the main advantages of Big Bazaar.

Disadvantages:

1. Store layout: The store layout and the assortment of goods is not the best at Big Bazaar, as the quantity of goods sold is more the arrangement and assortment of goods in the store is the greatest. Hence at times customers find it hard to find what they require, this leads to dissatisfaction of customer.

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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.

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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.

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Through E-mail sources viz Naukri.com etc.

Through Contractors /Suppliers etc.

Through referred cases, relatives / friends etc

General

All recruitment shall be done exclusively on merit basis only Except experienced personnel maximum age for recruitment shall be 28 years of age & Minimum 18 years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

Each person is expected to fulfill the requisite job specifications / as required for the position before his candidature is considered for the post. Age requirement at entry point with 10+2 qualification shall be around 20 years and for Graduate / Post graduate / Professional Qualification shall be between 21 years to 25 years for a fresher. The upper age limit for recruitment of experienced personnel shall normally be not more than 45 years.

AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 years for all classes of employees. In order to streamline the recruitment age and to ensure that no person is retiring on his birthday, all employee shall be retiring only on first day of the next month in which he attains the age of superannuation.

EXTENSIONS IN SERVICE

In case any employee requests for extension of services on attaining the age of superannuation, i.e., 60 years, or management wishes to retain his service in the interest of the organization, subject to medically fitness, the management at its sole discretion, may grant such extension of service for one year at a time, However, a management may also consider reappointment of a retired employee on a contract basis. However such a person shall be entitled to a

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consolidated amount and contracted facilities/ perquisites only. He shall not be entitled to any other facility/perquisite as applicable to other regular Executives/ Employees of the company of his cadre

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HOD’s / Sectional Heads shall raise a requisition in the prescribed format, as per sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

Candidates application screened / short listed are required to fill in the prescribed application form in their own handwriting and submit the same to HR Department along with a passport size photograph, photocopies of certificate and testimonials etc, in support of their Age, Qualification, Experience conduct etc

LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre shall be issued a letter of appointment as per the Standard Format placed.

SERVICE AGREEMENT

Experienced personnel recruited in Executive cadre may be required to execute a service agreement to serve the organization at least for a period of two years, after joining the service of the company.

ANTECEDENT VERIFICATION

Each Candidate should state names along with contact address Telephone number etc of at least 2 persons (not in relation), who can be referred by the employer to verify candidate antecedents etc, in the application form itself, out of which one should be preferably of immediate past employer.

SCRUITINY OF APPLIACTION

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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.

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FLOW CHART FORRECRUITMENT 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

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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 begin. Following are 12 steps that every effective search process should include:

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

The institution's goals and mission statement should be clearly defined and understood prior to conducting a search for qualified individuals. It should also emphasize the people oriented nature of the organization.

2. Perform a Position Analysis

Every student affairs division should identify the characteristics and requirements of the vacant position and the personality traits that would most benefit the individual who assumes the position. It is important to create a profile that best fits the position in the context of the institution's culture.

Whether the position is new or recently vacated, there must be a careful determination of why the position is needed, precisely how it will assist the division and the institution in achieving its goals and mission, how it relates to other positions in the division, and what skills and other abilities are necessary to carry out its responsibilities.

Finally, the position analysis should include a judgment as to whether other positions in the division should be reconfigured in light of the vacancy.

3. Prepare the Position Description

The division should first establish a hiring profile, consistent with the idea of choosing the person who would best fit the position. It is imperative that a position description clearly defines the institution's goals, including the definition of student services, and that employees are selected based on personality and chemistry that fit the defined services and goals.

The division should offer leadership that embraces the concept and reality of the defined goals and practice them everyday. It should

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also simplify operations so the "people element" shines forth and stamps the institution.

The job description should indicate the need for the position in light of the institution's goals. It also should make clear to other members of the unit in which the work is to be performed, what is expected of the new member.

The position description should take heed of ethical consideration in regards to ethnic, gender, and minority bias. It should be written so that it does not systematically eliminate members of underrepresented groups such as women and minorities. For example, because women's career paths are more often marked by absences related to maternal and family responsibilities, the expectation that an applicant's record show a steady progression of positions with increasing responsibilities is more likely to attract men than women.

In writing a job description, one should avoid "must statements" such as "the candidate must possess a Ph.D.". Use of such statements creates unnecessary limitations in the event the most successful candidate does not meet the qualifications that have been described as a "must."

At a minimum a position description should include:

Position title

Credentials or position specifications

Administrative location of the position

Physical and working conditions

Goals for the position

Work activities

Procedures and conditions of employment

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Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

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

Student affairs staff outside the department with the vacancy

Staff from non-student affairs areas of the institution

Students

Faculty members

Professional staff in the area/department with vacancy

Support staff in the area/department with vacancy

According to Winston and Creamer (1997), as the level of responsibilities of the vacant position increases, the search committee members should be more widely representative of the entire campus and outside community. Search committee membership may be comprised of many different constituents. Care, however, should be exercised to keep the committee small enough that it can communicate and function effectively. Large committees have difficulty in just scheduling meetings, such less providing opportunities for everyone's active participation. Large committees may impede timely reviews of applications, which may result in having highly qualified candidates withdraw because they have received offers from competing institutions.

As search committees tend to be 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.

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Because search committees are sometimes comprised of students and individuals outside of the division and others who may not be familiar with the credentials and experience required for professional work in the field of student affairs, it is vital that all members of the committee are well trained regarding the necessary qualifications. The members of the search committee should be educated as to the general progression of a career in student affairs and what level of responsibilities are required for involvement at the particular level of employment where the vacancy exists.

The empowering official shall clarify the following responsibilities with the search committee members:

Select a search committee chairperson

Prepare the position description (this responsibility is sometimes fulfilled prior to appointment of the search committee)

Determine the timeline of the search process

Prepare the position announcement

Advertise the position

Manage the overall search process

Determine the finalists

Make arrangements for interviews

Make or recommend the final decision

5. Prepare the Position Announcement

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

Title

Location and demographics of the institution

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Supervisor

Mission of institution and division

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

Goals and work requirements of the position

Minimum education

Experience and knowledge requirements

Conditions of employment

Date for beginning of review process

Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the overall search process by encouraging self-elimination of candidates who clearly do not fit the announced requirements.

6. Advertise the Position

The student affairs division should evaluate all possible avenues for advertising a position vacancy. Limited budgets may determine the means by which a position vacancy is advertised. Therefore, it is important to consider carefully which advertising medium is most likely to target the audience most important to reach. Possibilities to consider are

Campus resources such as publications, offices, employee referrals, web-sites, or electronic bulletin boards

Local newspapers

Word-of-mouth

Employment agencies

Mass media advertising (radio, television, etc.)

Professional lists

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Professional journals and web-sites.

Professional placement conferences and exchanges.

The Chronicle of Higher Education - The Chronicle of Higher Education is generally thought to be the most helpful medium in higher education though it may not be read at all institutions. The Chronicle is distributed in both paper and electronic form.

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

7. Conduct the Search

The individual and office listed in the position announcement should receive all applications from candidates. Acknowledgment of the application should be sent to both the applicant and the search committee. All correspondence and activity should be recorded in a log to ensure careful tracking of the candidates' materials and status.

Applicants that the division would normally judge unacceptable suddenly seem desirable when the need to hire a body, "any body", becomes severe. The division will face a natural temptation to short-circuit the standard screening process and hire a replacement immediately.

One way to avoid such crisis hiring is to encourage qualified individuals to submit employment applications even when the division has no current job openings. The applications may be kept on file for future consideration. Another way to maintain possible candidates on file is to ask exemplary staff members to refer their friends who might be looking for work, even offering the staff 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

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the announcement. The division should test to ensure that each applicant fits the profile and hire a person who fits the profile remembering that good selection reduces turnover, training and recruitment costs, and thereby produces stability, consistency, low operating costs and an ability to increasingly reward desired behavior.

Selection methods that focus both on crucial requirements and organizational culture include:

Interviews

Biographical data

Work samples

Self-assessment

Personality tests

Cognitive abilities

Physical abilities

Use of an assessment center

A thorough literature review concerning the screening of resumes.

A comprehensive employment application is the cornerstone of every successful pre-employment screening program. It will identify many undesirable applicants early in the selection process. The completion of an application form is important for Equal Employment Opportunity reasons, for record keeping, and for gathering information from which to make a good employment decision.

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

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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 part-time, second jobs, and volunteer jobs. The search committee should always carefully study each applicant's employment history.

9. Arrange the Candidate Interviews

Once the applicant pool has been screened and individuals to be considered are identified, interviews should be arranged with those candidates. Often, the size of the departmental recruitment budget will determine both the type and the number of interviews that will be conducted. Many times, institution with limited budgets will begin the interview process by conducting telephone interviews. Telephone interviews can be held with either an individual or a group of people as the interviewer. If a group of people interviews the candidate, arrangements should be made to conduct a conference telephone call with the candidate.

If an institution is fortunate to have a healthy recruitment budget, the search committee may wish to invite one or more candidates to visit the office and participate in the interview process in person. Or, an institution might wish to conduct office interviews after conducting phone interviews has narrowed the pool of candidates. Regardless of what method of interviewing is used, certain arrangements are necessary prior to the interview:

Arrange and confirm dates and times with candidate

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

Arrange for escorts to and from all interviews

Arrange overnight accommodations if necessary

Arrange for transportation if necessary

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

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

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

The candidate should be reimbursed for all travel related expenses incurred in order to attend the interview unless other arrangements have been made.

10. Interview the Finalists

Interviewing an applicant from a resume can lead the search committee to overvalue assets and never see liabilities. The purpose of the applicant's resume is to highlight assets and hide shortcomings. Most applicants do not overtly lie on their resumes; they just omit negative information. Unsuccessful short-term jobs, reasons for leaving and dates of employment are the items most frequently omitted from resumes.

As a result, interviews must be conducted from completed employment applications. The search committee should never grant an interview to an applicant who has not fully completed an application form. Interviews are most effective when they include questions based on a careful analysis of job functions. Interviews

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should be consistent from candidate to candidate and should evaluate a candidate's interpersonal and communication skills.

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

11. Conduct Reference Checks

One of the most crucial but often neglected steps in the hiring process is reference checking. Reference checking is often forfeited when a student affairs division is pressured to hire in a hurry. Additionally, reference checking can be a frustrating exercise that yields little useful information about a candidate. Nevertheless, the desire to save time and avoid legal ramifications should not prevent any recruitment staff from conducting thorough reference checks on all prospective new hires.

Reference checks round out the profile of a job applicant by providing third-party support for first impressions. Reference checks should be made only for those candidates who have advanced to the finalist stage and who are under serious consideration for the job.

When calling a reference, be friendly and courteous. Ask if it is a good time to talk then put the person at ease by mentioning something or someone you both have in common. After developing rapport, begin with basic questions about the applicant. This will yield essential information while breaking the ice. Ask for confirmation of employment dates, title, job duties, salary and the name of the previous employer. Next, segue into a brief description of the

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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 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

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After the search committee has completed all of the interviews and has evaluated the candidacy of the finalists, the committee will submit a recommendation to the hiring authority. The committee may submit one of the following types of recommendations, depending upon the charge that was originally given to the search committee:

The name of one candidate

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

The names of two or more candidates in no particular order

Once a qualified candidate or candidates has been recommended to the hiring supervisor, the supervisor should strongly consider the recommendation that has been presented. The supervisor may accept a hiring recommendation or charge the search committee to continue the search.

Should a hiring recommendation be accepted, the supervisor should contact the preferred candidate and make the job offer. Some important issues that should be addressed in the job offer are:

Starting salary

Starting date

Length of contract

Employee benefits

Moving expenses (if applicable)

Living accommodations (if applicable)

Any other points of negotiation

The candidate should be given sufficient time to either accept or reject the offer. However, the hiring authority should not compromise the availability of other candidates if the candidate of choice declines

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the offer by allowing too much time to pass between the offer and the decision.

If the candidate accepts the position, the offer and conditions of hiring should be sent to the candidate in writing as soon as possible. If the candidate declines the position, the hiring supervisor should make the offer to the next candidate of choice or should reconvene the search committee to make other arrangements.

Once an individual has been secured for the position, all other candidates should be notified immediately. They should be informed of the closure to the search and thanked for their interest in the position. It is proper etiquette to notify those candidates who were interviewed, either by telephone or in person, personally.

Finally, the search committee should be dissolved with acknowledgments of their time and service. Appropriate announcements should be made regarding the outcome of the search process.

Avoiding Ethical Breaches When Conducting a Candidate Search

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

Train all search committee members to understand and recognize the necessary credentials for the particular position.

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Acknowledge receipt of all application materials.

Do not make offers that are not honest. For example, do not tell a candidate the position will be offered to him or her unless it has been agreed upon by the entire search committee and the hiring authority.

Never misrepresent the position in any way.

Maintain confidentiality throughout the entire job search.

Provide the candidate with professional materials representative of the company.

Conduct open searches. If there is an internal candidate or candidates for the position, announce this to all other candidates.

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

ISSUES OF 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.

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Provide life insurance, disability and pension programs that are nondiscriminatory on the basis of gender.

Have clear and vigorously enforced sex, race and sexual orientation discrimination and sexual harassment policies and include a statement about these policies in the advertisement of the position.

Before attempting to diversify a staff and make it more gender equitable, one must tackle issues such as, “gender stereotyping; discrimination in hiring, pay, and promotions; family issues; and sexual orientation discrimination”. There are five areas critical to this process:

1.  Open communication

2.  A commitment to creating an inclusive environment

3.  Clear preconceived expectations based on gender

4.  A neutral supervisor who can observe different styles and facilities communication when a conflict arises.

5.  Training – sexual harassment as well as gender issues training (It is thought that 75-80% of sexual harassment complaints could be prevented by understanding gender differences”

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

DO’S:

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

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

Place a person according to his qualification and experience

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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

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OBJECTIVE OF THE STUDY

To explain the constructive under which recruitment process taken place at the Big Bazaar.

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

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

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

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

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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 ResearchI have chosen different tools to collect primary data including questionnaire, interviews etc. The main objectives were to collect

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ANALYSIS AND INTERPRETATION

1. Does your company follow formal recruitment process?

88%

2%10%

Yes No Can't Say

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.

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2. When does your company hires new employees?

Immediate Need22%

Yearly Basis4%

Both74%

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.

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3. Which sources of recruitment your company should follow?

31%

15%31%

20%

3%

Promotion / Transfer

Consultancy

Campus Placements

References

Any Other

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.

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

0%

38%

60%

2%

Written test

Personal Interview

Written test andInterview

Any Other

Big Bazaar practices panel interview for selecting a candidate but from the chart it is clear that 60% of employees want written test along with the interview to select a candidate.

No employee is in favour of written test only and some have suggested that even physical examination should be included while selecting the candidates along with written test and interview.

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

13%

25%

62%

0%

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.

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

98%

2%

Yes

No

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.

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7. According to you on what basis candidates should be evaluated for selection?

Academic Qualification

32%

Experience36%

Family Background

10%

All Three22%

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.

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

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Yes 70%

No24%

Can't Say6%

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.

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

40%

10%

50%

Satisfied

Neutral

Dissatisfied

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.

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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?

30%

24%

31%

15%

Salary PackageBrand NameCareer GrowthGood Working Environment

.

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.

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

0%

50%

25%

25%

0%

Strongly Agree

AgreeCan't Say

Disagree

Strongly Disagree

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.

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12. The salary offered at the time of interview to the candidates is at par with the market rate.

0%

25%

43%

13%

19%

Strongly Agree

Agree

Can't Say

Disagree

Strongly Disagree

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.

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

Agree48%

Can't Say17%

Disagree35%

Strongly Agree0%

Strongly Disagree0%

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.

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CONCLUSION

According to my analysis Big bazaar (future group) 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.

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

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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.

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Employment Cycle

Possible vacancy identified

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

Job description drawn up

Person specification drawn up

Advertisement designed and issued _________________________________________________________Short listing

Interviews

Appointment offered

Induction

Training, development & appraisal______________________________________________________________

Resignation or retirement

Not only recruitment and selection phase but also other phases (employment phase and exit phase) of employment cycle can be

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Recruitment Phase

Selection Phase

Employment Phase

Exit Phase

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

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APPENDIX

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QUESTIONNAIRE

DEPARTMENT

DESIGNATION

1. Does your company follow formal recruitment process ?

a) Yes b) No c) Can't say

2. When does your company hires new employees ?a) Immediate needb) Yearly basisc) Both

3. Which sources of recruitment your company should follow ?a) Promotion / Transferb) Consultancyc) Campus Placementsd) Referencese) Any Other……………………………………………………………..

4. What criteria do you think should be used for selection process ?a) Written testb) Personal Interviewc) Written test and Interviewd) Any Other………………………………………………………………..

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 ?

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a) Academic Qualificationb) Experiencec) 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) Neutralc) 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 Packageb) Brand Namec) Career Growthe) Good working environmente) Any Other……………………………………………………………..

11. According to you, the recruitment department in your organization is efficient enough. a) Strongly agree b) Agree c)Can’t say d) Disagree e) Strongly disagree

12. The salary offered at the time of interview to the candidates is at par with the market rate.

a) Strongly agree b) Agree c) Can’t say d) Disagree e) Strongly disagree

13. You are satisfied with the recruitment process in your organization. a) Strongly agree b) Agree c) Can’t say d) Disagree e) Strongly disagree

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

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______________________________________________________

______________________________________________________

______________________________________________________

BIBLIOGRAPHY

BOOKS:

Understanding and managing people (BEACON BOOKS)Human Resource Management (ICFAI Publishing BOOKS)Personnel/Human Resource Management (MSM Textbook)Organization Effectiveness and Change (MSM Textbook)Organizational Behavior (MSM Textbook)

INTERNET SOURCES:

wikipedia.comkumc.edu.comhr.uchicago.comwww.futuregroup.inwww.futurebazaar.com

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THANK YOU …

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