Project Report

On
RECRUITMENT & SELECTION PROCESS WITH
SPECIAL REFERANCE OF BIG BAZAAR FUTURE VALUE
RETAIL LTD.
A PROJECT REPORT SUBMITTED IN PARTIAL FULLFILMENT OF THE
REQUIREMENT FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Affiliated to GBTU Lucknow

UNDER THE GUIDANCE OF

Mrs.SHILPA SHARMA

SUBMITTED BYCHANDANI MISHRA

MBA IVth Sem
Roll.No.1236670002

NIKHIL INSTITU TE OF MANAGEMENT FARAH MATHURA

STUDENT DECLARATION

I hereby declare that the project titled "RECRUITMENT & SELECTION

PROCESS WITH SPECIAL REFERENCE OF BIG BAZAAR FUTURE
VALUE RETAIL LTD." is an original piece of research work carried out
by me under the guidance and supervision of Mr. KAMAL SINGH at
BIG BAZAAR. The information has been collected from genuine &
authentic sources. The work has been submitted in partial fulfillment of
Master of Business Administration of Nikhil Institute of Management Farah
Mathura, India, is my original work and not submitted for award of any other
degree, diploma, fellowship, or other similar titles project.

Place: Agra
Date:

University study Center Certificate

This is to certify that the project report entitled "RECRUITMENT &

SELECTION PROCESS WITH SPECIAL REFERENCE OF BIG BAZAAR
FUTURE VALUE RETAIL LTD."Submitted in partial fulfillment of the
requirements for the degree of Master of Business Administration, CHADANI '
has worked under my supervision of under guidance and that no part of this
report has been submitted for the award of her degree, Diploma, fellowship or
other similar titled or prize and work has been published in any journal of
Magazine.

CHANDANI MISHRA
MBA IVth Sem
Roll.No.1236670002

Examiner's Certificate

The project report of CHADANI on "RECRUITMENT & SELECTION

PROCESS WITH SPECIAL REFERENCE OF BIG BAZAAR FUTURE
VALUE RETAIL LTD." is approved and is acceptable quality and form.

Seal Examiner

External Examiner

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 Mrs.Shilpa Sharma , for their counsel through out
my training. I would also like to express my gratitude to all the members 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.

CHANDANI MISHRA
MBA IVth Sem
Roll.No.1236670002

TABLE OF CONTENTS
Topics

Page No.

1. Executive Summary

2. Introduction
3. Recruitment and Selection
Recruitment
Guiding Principles Of Recruitment
Recruitment Strategies and Resources
Position Announcements

2
4
5
6
7
8

The Recruitment Industry

The Recruitment Process

8
11
13
24
24

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

25
29
32

Receive for a successful recruitment and selection process

37

4. Objective of the study

51

5. Research methodology

52

6. Analysis and Interpretation

56

7. findings

70

8. Recommendations

71

9. conclusions

72

10. Limitations

73

11.Appendics

74

12. Bibliography

77

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.

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 todays 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 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.

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:

Identifies the different sources of manpower supply.

Assesses their validity.

Chooses the most suitable source or sources.

Invites applications from the perspective candidates for the vacant jobs.

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.

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 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.

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, 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:
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 companys 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 organizations 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
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 agencys 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 candidates 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 rsum/Curriculum Vitae (CV) database.
Job boards allow member companies to post job vacancies. Alternatively, candidates can
upload a rsum to be included in searches by member companies. Fees are charged for job
postings and access to search resumes.
In recent times the recruitment website has evolved to encompass end to end recruitment.
Websites capture candidate details and then pool then in client accessed candidate
management interfaces (also online).Key players in this sector provide e-recruitment software
and services to organizations of all sizes and within numerous industry sectors, who want to
e-enable entirely or 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 candidates annual compensation). Due to their higher
costs, headhunters are usually employed to fill senior management and executive level roles,
or to find very specialized individuals.
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, inhouse 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.
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.
On boarding
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.

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 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.

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 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.
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 job-related and nondiscriminatory. Hiring departments and search committees should use
the appropriate guidelines 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
interviewers 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
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
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.

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 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, 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. 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 Companys 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:

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?

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.

Employment Cycle

Possible vacancy identified

Recruitment
Phase
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

Selection
Phase
Interviews

Appointment offered

Employment
Phase
Induction

Training, development & appraisal

______________________________________________________________

Exit
Phase

Resignation or retirement

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.

OBJECTIVES OF RECRUITMENT AND

SELECTION

Hire the right person

Conduct a wide and extensive search of the potential positive candidates

Recruit staff members who are compatible with the organizations environment or culture

Hire individuals by using a model tha

t focuses on learning and education of the whole person

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.

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 Indias 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
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 farend 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.

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:

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.

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.

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.

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.

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.

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.

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 personnels 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.

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 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 HODs / 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
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.

ECRUITMENT 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/cs, General
Management etc. In view of that it has been considered desirable to induct fresh entrants as
ETs/ MTs 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 CAs, MBAs, 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 (ECadre)
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
MBAs from A &B class Management Institutes
IT Engineers
Fresh CAs

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 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
ICWAS/Bright Commerce Graduate with min 50% pass marks
MBAs 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 and exposure to organizational Rules and Regulations

Next 2 and 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
CAs/ICWAs/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
MTs and ETs 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 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.

Placement of Trainees Upon withdrawal from Training

Each person upon successful completion of training shall be placed in the companys
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.

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

RECEIVE 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:
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 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

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. 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

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

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 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 preemployment 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.
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

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 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 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

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 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.

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 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.

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

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 DOS AND DONT IN RECRUITMENT AND SELECTION

DOS:
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.
DONT:
Dont get influence by outsiders at the time of outsiders at the time of requirement
Dont be judgmental on personal basis
Dont promise anything which will go against the ethos of the organization

RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally them. It is necessary for the researcher to know not only the
research methods/techniques adopted by researcher in studying his research problem along
with logic behind but also the methodology.

Researchers also need to understand the

assumptions underlying various techniques and they need to know the criteria by which the
can decide that certain techniques and procedures will be applicable to certain problems and
other will not.
The system of collecting data for research projects is known as research methodology.

The data may be collected for either theoretical or practical research for example

management research may be strategically conceptualized along with operational

planning methods and change management.

.

OBJECTIVE OF THE RESEARCH

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.

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.

Research design
A research design is purely and simply the framework or plan for study that guides the
collection and analysis of data. Application and specification are the main characteristics in a
research designs can be classified on the basis of the fundamental objectives of the research.
There are mainly two types of research design.
a. Exploratory
b. Conclusive

Descriptive

Experimental

Since our research is descriptive type, so research design is also descriptive.

Sampling Design: Descriptive

Sample size=100 employees
Sampling is a process of obtaining information about an entire population by examining only
a part of it. Sampling is used for a variety of reasons such as:
1. Sampling can save time and money.
2. Sampling may enable more accurate measurements.
3. Sampling remains the only way when populations contain infinitely many members.
4. Sampling only remains the only choice when a test involves the destruction of the item
under study.

Sampling methods can be divided into two.

Probability Sampling

Non-probability Sampling

In my research probability sampling is used. Again in probability sampling, simple random

sampling is used. This sampling is stratified system.

Data Collection Method:

Data collection methods are generally of two types:

Primary Data

Secondary Data

Primary data are those which are collected a fresh and for the first time and thus happens to
be original in character. The primary data is collected in the process of questionnaire and
interview of the outlets.
Secondary data are those which have already been collected by someone else and which have
been already been passed through the statistical process. In my research the secondary data is
collected from the company sales records and from research reports.

Tools and Techniques:

Primary Data:

Secondary Data: Company sales record, internet and other research reports.

Questionnaire and Personal Interview.

Data Interpretation
and Analysis

ANALYSIS AND INTERPRETATION

1.

Does your company follow formal recruitment process?

From the above diagram it is quite clear that employees of Big Bazaar (88%) are satisfied by
the recruitment and selection procedure followed by the company. However there can be
some changes introduced in the procedure which are suggested by the employees to improve
the recruitment and selection policy of the company.

2.When does your company hires new

employees?

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.

3.

Which

sources

of

recruitment

your

company should follow?

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.

4.

What criteria do you think should be used

for selection process?

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.

5. According to you, 3 rounds of interview in Big

Bazzar are essential for an effective recruitment
process.

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.

6.

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

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.

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

selection?

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?

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.

9.

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

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.

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?

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.

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

efficient enough.

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.

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

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.

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

Interpretation:
There is a mixed reaction of this question. Around half of the departments dont know
anything in this regard. So, no clear picture can be drawn on the basis of this answer.

FINDINGS
In BIG BAZAR most of the employees feel thats the HR department is good. About 75% of
the employees says that they prefer both internal as well as external source for recruitment
and selection. About 65% of the employees go for direct recruitment and selection and less

Number for employees prefers indirect or third party. Mostly the manpower planning is done
Quarterly and 20 % do not follow any pattern they dont have any fixed time. it prefers to go
for interviews and even casual application that are received for recruitment but they hardly
prefer placement agencies.

Most of the employees Prefer Personal interviews, 30% prefer to take telephonic interviews
where as only 20% go for written teste and rest 10% adopt some other means of interviews
In BIG BAZAAR use internal and external source of recruitment process
The recruitment process at Big Bazaar is in line with the recruitment policy of the company. The
entire process works exactly as it should

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.

RECOMMENDATIONS

My study of the recruitment and selection processes at Big Bazaar generated the following
recommendations

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.

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

CONCLUSION

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.

LIMTATION OF THE STUDY

The study is limited to the corporate HR BIG BAZAAR.

The time period of study was limited which may provide the brief picture of the
retail corporation.
The sampling size was only 100 employees .because only these people had
attended in research process.

The study is based only on secondary and primary data so lack of keen
observations and interactions were also the limiting factors in the proper
conclusion of the study.

APPENDIX

QUESTIONNAIRE

DEPARTMENT
DESIGNATION

1. Does your company follow formal recruitment process?

a) Yes

b) No

c) Dont say

2. When does your company hires new employees?

a) Immediate need

b) yeary basis

c) Both
3. Which sources of recruitment your company should follow?
a) Promotion / Transfer
c) Campus Placements
e) Any Other..
4. What criteria do you think should be used for selection process?
a) Written test
c) Written test and Interview

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

a) Strongly agree

b) Agree

c) Cant 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
c) Family Background
8. Do you think physical examination should be included in selection process?

a) Yes

b) No

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

a) Satisfied

b) Neutral

c) Dissatisfied

10. Which of the following factors mentioned below you think have beneficial effect upon
the ability of Big Bazaar to attract & retain good employees?

a) Salary Package
c) Career Growth
e) Any Other..
11. According to you, the recruitment department in your organization is efficient enough.

a) Strongly agree

b) Agree

d) Disagree

e) strongly disagree

c) Cant say

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

a) Strongly agree
say

d) Disagree

b) Agree

c) Cant

e) strongly disagree

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

b) Agree

d) Disagree

e) strongly disagree

c) Cant say

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

BIBLIOGRAPHY

BOOKS:

Understanding and managing people (BEACON BOOKS)

Human Resource Management (Golgotha Publishing Company)
Personnel/Human Resource Management (MSM Textbook)
Organization Effectiveness and Change (MSM Textbook)
Organizational Behavior (MSM Textbook)
INTERNET SOURCES:

www.wikipedia.com
www.kumc.edu.com
www.hr.uchicago.com
www.vishalmegamart.net.co
www.google.com
www.pantaloon.co.in