A

SUMMER INTERNSHIP PROJECT REPORT

ON

“RECRUITMENT & SELECTION PROCESS”

AT

Report Submitted in fulfillment of the requirements for the award of the degree

Bachelor of Business Administration

(CCS University, Meerut)

Under the guidance of Submitted by

Dr. D.N. Tiwari Bharti Chauhan

(Asst. Professor) Roll No 166139053

IIMT COLLEGE OF MANAGEMENT, GREATER NOIDA.

1
DECLARATION

I hereby declare that this research project entitled “Recruitment and Selection
Process ”. It has been prepared by me during the academic year 2018-19 under the
honorable guidance of my project guide. Dr.D.N .Tiwari

I also declare that this project is a result of my effort and has not been submitted to any
other university or institution for the any award of any degree, diploma or personal
favor what so ever.
All the details and analysis provided in the report hold true to the best of my
knowledge.

Place : :BhartiChauhan
Roll no- 166139053
Date:

2
WHOMSOEVER IT MAY CONCERN
This is to certify thatBhartiChauhan, student of BBA VIth Semester at IIMT
COLLEGE OF MANAGEMENT, Greater Noida has done a project work entitled
“Recruitment and Selection Practices”

Signature of Co-Supervisor

Name and Designation of the Co-Supervisor

3
CERTIFICATE FROM THE FACULTY
GUIDE

This is to certify that Bharti Chauhan, student of BBA VIth Semester at IIMT
COLLEGE OF MANAGEMENT, Greater Noida has successfully completed his
Research project work entitled.“Recruitment and Selection Practices” at Big
Bazar.

This report is submitted to CCS University, Meerut in partial fulfillment for the award
of the degree of BBA.

Mr. Somesh Kumar

(HOD ,BBA )

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 ACKNOWLEDGEMENT

In successfully completing my Research report, I am indeed indebted to a large no. of

peoples who have encouraged and help me in a variety of ways. It’s indeed a privilege
to express my gratitude to the people involved.
My profound and sincere thanks toDr.D.N Tiwari Asst. Professor, IIMT College of
Management, Greater Noida Who consented to be my project advisor. I have paucity
of words to express my obeisance before them for their keen interest, valuable
guidance, unflinching judgment and constant encouragement during the entire course of
my study.
Words in my lexicon fall short to express my feeling toward Mr. Amit Kumar Co-
Supervisor Big Bazar for his timely and important help in completing this project
report. Last but not the least, I own my sincere regards to ‘Almighty’ for making me
able to believe in myself and letting me utilize my potential to the fullest of my energy
during the entire course of my study.

Bharti Chauhan

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 TABLE OF CONTENTS

SL.No Subject Page no

1. Preface 7

2. Introduction of the topic 9 -11

3. Company profile 12- 36

4. Objective of the study 37 -40

5. Research methodology 41 -43

6. Data analysis andinterpretation 44- 57

7 SWOTAnalysis 58- 60

8. Recommendationsand suggestions 61 -63

9. Conclusion 64- 65

10. BIBLIOGRAPHY 66 -67

11 . Annexure 68- 71

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 Preface
Finance or value without its practical applications in real life situations. This is where summer
training helps in making us students familiar with the professional setup.

My summer training gave me an exposure of the corporate culture and during this
process I came to know the ups and downs of the job. It also gave an opportunity to
link my theoretical knowledge with the practical aspects of the job.

The training has really owned my skills in the functional area of my interest. For all
intends and purpose, the project undertaken by me during the training duration would
make me stand in a good stead when I embark upon a career as manager in any
organisation in the future.

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INTRODUCTION

8
 INTRODUCTION

In this information age, the importance of human capital and human

asset cannot do ignored; rather it is that line of business that could lead
any organization to attain heights. This is the factor that makes difference
between one organization and another. Getting the right person at the
right place and then retaining him is the main area of concern in today’s
corporate world. Hence, the emphasis is being laid to device policies and
programs in such a manner that it leads to retention of the desired
manpower and thus contributes towards organizational development.
Each organization is now thriving to attain the best person i.e. the
knowledgeable worker and leverage their wisdom towards the
achievement of the organizational objectives. Nobody wants to have the
third best or the second best, but to have the best person in the
organization it becomes very difficult to retain them.

Certain great leaders who have made their mark in corporate world by
their actions say that every organization can acquire the same machinery,
the same infrastructure etc. But what makes the difference in one
organization to another is the manpower it possess which cannot be
copied down.

Considering the aspect of sourcing, no organization should ever think that

once it has acquired the best talent created favorable conditions to retain
them they would not require going in for sourcing activities.

Hence this should be kept in mind that sourcing is a continuous process,

an outgoing one and will have its existence till the organization functions.
The talent that we have acquired and retained is through its sourcing
only. Unless and until a person is sourced from outside, how will the

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

Taking for example no organization can even think of operating without

the use of information technology, now it becomes very difficult and
costly affair to train the people within the organization at different level to
learn how to make use of this technology. Hence sourcing is done and the
best talent is acquired so that the person not only takes case of changing
technical needs of the organization but also be able to make other
employee learn from him.

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

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

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 Recruitment refers to the attempt of getting interested applicants and
providing a pool of prospective employees so that the management can
select the right person for the right job from this pool. Recruitment is a
positive process as it attracts suitable applicants to apply for available
jobs. The process of recruitment:

1. Identifies the different sources of manpower supply.

2. Assesses their validity.
3. Chooses the most suitable source or sources.
4. Invites applications from the perspective candidates forthe vacant
jobs

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 Company profile

Company profile
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:-

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Pantaloon Retail (India) Limited, is India’s leading retailer that operates
multiple

Retail formats in both the value and lifestyle segment of the Indian
consumer market.

LINES OF BUSINESS OF THE ABOVE STORE:-

· E-tailing

· Food

· Fashion

· Home Solution

· General Merchandise

· Leisure and Entertainment

· Wellness and Beauty

· Books and Music

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

13
 chain of stores including books and music stores, global brands in fashion,
sports and lifestyle accessories, grocery store and restaurants.

Services :-

Particularly designed for the regular middle-class family that requires

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

Big bazaar

1. Variety: Big Bazaar offers a wide variety of products of different prices

and different qualities satisfying most of its customers.

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

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 class section of India, the prices, quality and sales strategy has helped in
getting the middle income groups getting attracted towards Big Bazaar.

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

Disadvantages:

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

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

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

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

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5. Lower quality of goods: As the sore is trying to concentrate on the
middle income group the type of products used is not of the most superior
quality and most of the times nor branded, this may dissatisfy certain
customers.

6. Consumer satisfaction: Long queues and lower quality leads to

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

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.

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Objective and Measurable- It should be as objective and measurable as
possible. The more subjective qualification the greater the need to
predetermine how it will be qualitatively assessed.

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

The recruitment process in India is designed in such a way that each

candidate gets the desired profile according to its own choice. Place the
candidate from the right profile, the best job recruitment agencies, the
solution is the end of most Indian job recruitment agencies.

The job recruitment agencies in India involves identifying those posts,

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

Most recruitment agencies in India follow three stages in the recruitment

process, which are essentially short list of application, preliminary
assessment and final interview and selection.

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

Then the interview, which is an important and crucial part of the

recruitment process. The person who takes the interview of the candidate
must be well prepared in advance. Concerns such as the location of the
interview, the timing, structure of the question of strategy, the style of

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 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

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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

RecruitmentResources:

Discipline-specificjournals, 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

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 Recommended Recruitment Period: At least 3 weeks after appearance of
first advertisement; at least 1 full week after publication of last
advertisement

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified Staff

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 company’s own

letterhead. Limit the announcement to one page, using the reverse side of
the page, if necessary.

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

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

for requesting reasonable accommodation.

 Provide a contact name, address and phone number.

 Explain application requirements.

THE RECRUITMENT INDUSTRY

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

Traditional recruitment agency

Also known as anemployment agencies, recruitment agencies have

historically had a physical location. A candidate visits a local branch for a
short interview and an assessment before being taken onto the agency’s
books. Recruitment Consultants then endeavor to match their pool of
candidates to their clients' open positions. Suitable candidates are with
potential employers.

Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate

accepts a job with the client company (typically 20%-30% of the
candidate’s starting salary), which usually has some form of guarantee,
should the candidate fail to perform and is terminated within a set period
of time.

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An advance payment that serves as a retainer, also paid by the company.
In some states it may still be legal for an employment agency to charge
the candidate instead of the company, but in most states that practice is
now illegal, due to past unfair and deceptive practices.

Online recruitment websites

Such sites have two main features: job boards and a résumé/Curriculum
Vitae (CV) database. Job boards allow member companies to post job
vacancies. Alternatively, candidates can upload a résumé to be included in
searches by member companies. Fees are charged for job postings and
access to search resumes.

In recent times the recruitment website has evolved to encompass end to

end recruitment. Websites capture candidate details and then pool then in
client accessed candidate management interfaces (also online).Key
players in this sector provide e-recruitment software and services to
organizations of all sizes and within numerous industry 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

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Headhunters are third-party recruiters often retained when normal
recruitment efforts have failed. Headhunters are generally more
aggressive than in-house recruiters. They may use advanced sales
techniques, such as initially posing as clients to gather employee contacts,
as well as visiting candidate offices. They may also purchase expensive
lists of names and job titles, but more often will generate their own lists.
They may prepare a candidate for the interview, help negotiate the salary,
and conduct closure to the search. They are frequently members in good
standing of industry trade groups and associations. Headhunters will often
attend trade shows and other meetings nationally or even internationally
that may be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on

candidate placements (sometimes more than 30% of the candidate’s
annual compensation). Due to their higher costs, headhunters are usually
employed to fill senior management and executive level roles, or to find
very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs,

headhunters will both attract candidates and actively seek them out as
well. To do so, they may network, cultivate relationships with various
companies, maintain large databases, purchase company directories or
candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using

their Human Resources department. In addition to coordinating with the
agencies mentioned above, in-house recruiters may advertise job
vacancies on their own websites, coordinate employee referral schemes,
and/or focus on campus graduate recruitment. Alternatively a large
employer may choose to outsource all or some of their recruitment
process (Recruitment process outsourcing).

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THE RECRUITMENT PROCESS

These are the main recruiting stages.

Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process,

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

Scre+ening& selection

Suitability for a job is typically assessed by looking for skills, e.g.

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

In some countries, employers are legally mandated to provide equal

opportunity in hiring.

Onboarding

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A well-planned introduction helps new employees become fully
operational quickly and is often integrated with the recruitment process.

PITFALLS OF RECRUITMENT

Candidates can sometimes be subject to undue pressure to accept a job

or position by an overly zealous recruiter or personnel person.

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 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.

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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.

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 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 interviewer’s ability to make decisions without influence from
non-job related information. Interviewers should be trained to:

 Avoid asking questions unrelated to the job

 Avoid making quick decisions about an applicant

 Avoid stereotyping applicants

 Avoid giving too much weight to a few characteristics

 Try to put the applicant at ease during the interview

 Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

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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

30
 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.
31
 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

32
 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:

33
 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 Company’s search committee
responsibilities include all or some of the following:

 Helping develop the position announcement, including the identification of

minimum and preferred qualifications, timeline and recruitment plan

 Completing recruitment and selection activities for classified and

unclassified staff positions

 Placing advertisements or conducting personal outreach

34
 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

FLOW CHART FOR RECRUITMENT AND

SELECTION IN BIG BAZAAR
 Manpower planning

 Requirement Generation (Allotted Vs Actual Basis)

 Internal Fitment(Job Rotation)

 Recruitment

Selection Procedures

 Head/Executive Committee/CMD)

 Joining and Induction

 Orientation

 Placement

 Appraisal
35
36
OBJECTIVES OF
RECRUITMENT AND
SELECTION

37
 Objectives:-

1. To conduct a wide and extensive search of the potential positive

candidates

2. To recruit staff members who are compatible with the organization’s

environment or culture

3. To hire individuals by using a model that focuses on learning and

education of the whole personM

4. To place individuals in positions with responsibilities that will enhance

their personal development

5. To explain the constructive under which recruitment process taken place

at the Big Bazaar.

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

Big Bazaar.

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

8. To explain the constructive under which recruitment process taken place

at the Big Bazaar.

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

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

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

38
 RECRUITMENT AND SELECTION POLICIES FOR
EXECUTIVE AND MANAGEMENT TRAINEE

SCOPE & OBJECTIVES:

Keeping in the view the existing and expansion needs as well as to meet
the competition BIG BAZAAR needs well qualified, and talented personnel
in various discipline of Retail business Viz, Merchandizing, Sales, Supply
chain, Warehousing, HR and Finance & A/c’s, General Management etc. In
view of that it has been considered desirable to induct fresh entrants as
ET’s/ MT’s so as to mould and develop them as per organization need and
to frame guidelines to Recruit, Select and provide effective Training to
new entrants, so as to ensure that each one of them shoulders
appropriate responsibility and produce desired results.

TITLE & APPLICABILITY

This scheme shall be called as ET/MT scheme which interlaid include CA’s,
MBA’s, ICWA, Engineers. IT Professionals and Commerce discipline
candidates and shall come into force, w.e. from 1st April 2007. All such
Trainees recruited shall be placed in Executive Cadre (E- Cadre)

MANAGEMENT TRAINEE:

Minimum qualifications

MBA’s from ‘A’ &’B’ class Management Institutes

IT Engineers

Fresh CA’s

Training Duration

Total 6 months unless extended by another 3 months, in no case training

period shall exceed for 9 months

39
RESEARCH
METHODOLOGY

40
 RESEARCH METHODOLOGY

This section includes the research methods, their rationale, validity,

reliability, sample size, alternatives and limitations faced during primary
research.

 To know about the various needs of staff and what they want from their
job.
 To discuss what steps do managers to take the motivate their staff and
fulfill their needs.
 To gauge the impact of staff motivation on employee productivity.

DATA COLLECTION METHODS

Data collection is the process of gathering and measuring information on

variables of interest, in an established systematic fashion that enables one to
answer stated research questions, test hypothesis, and evaluate outcomes.

The data collection methods are broadly classified into primary data and
secondary data

Primary data

The data has been collected first hand by researcher specially for addressing the
problem at hand. In this research study the following are used as the primary
data.

Personal interviews
Questionnaire
Schedules
Observation

Secondary data

41
The information that has been gathered not for the immediate study but for
some other purpose. In this research study the following are used as the source
of secondary data.

Company brochure
Company website, Published data

42
 ANALYSIS AND
INTERPRETATION

43
 ANALYSIS AND INTERPRETATION

1. Does your company follow formal recruitment process?

Yes No Can't Say

88%

10% 2%

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

44
2. When does your company hires new employees?

Immediate Need
22%

Yearly Basis
4%

Both
74%

From the above diagram we can see that there were mix responses from
the employees regarding the above mentioned question. 74% said that
company is hiring employees annually as well as according to the
company needs but 22% of my sample size believes company hires
according to the need of the organization and 4% says that Big Bazaar
employs on yearly basis.

45
3. Which sources of recruitment your company should
follow?

3%

20%
31%
Promotion / Transfer
Consultancy
Campus Placements
References
Any Other

31% 15%

There are various ways of recruiting candidates in the Big Bazaar.

Some of the sources used by them are promotion, internal referrals and
consultancy firms.

From the chart it is clear that employees of Big Bazaar are in favour of
Campus placements and promotion and transfers.

20% of employees are in favour of internal references and 15% have

suggested using consultancy services.

Some have suggested advertising the vacancy in newspapers also.

46
4. What criteria do you think should be used for selection
process?

0%
2%
Written test
38%
Personal Interview

Written test and

Interview
60% Any Other

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

No employee is in favour of written test only and some have suggested

that even physical examination should be included while selecting the
candidates along with written test and interview.

47
5. According to you, 3 rounds of interview in Big Bazzar
are essential for an effective recruitment process.

0%
13%

25%

62%

0%

Strongly Agree Agree Can't Say Disagree Strongly Disagree

Interpretation:
62% (10 in number) of the departments disagree with the statement that
3 rounds are essential. It depends upon the position for which the
interview is being conducted.

48
6. Were you given same job description as discussed in the
Interview?

2%

Yes
No

98%

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

49
7. According to you on what basis candidates should be
evaluated for selection?

All Three
22%
Family
Background
10%

Academic
Qualification
32%

Experience
36%

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

50
8. Do you think physical examination should be included in
selection process?

Can't Say
6%

No
24%

Yes
70%

The physical examination discloses the physical characteristics of the

individual that are significant from the standpoint of his efficient
performance of the job that he may be assigned.

Accordingly 70% of employees are in favor of physical examination to be

included in the selection procedure because they believe it will ensure
higher standard of health and physical fitness of the employees and will
reduce the rates of accident, labour turnover and absenteeism.

24% are not in favour of physical examination as they think it is a

wasteful expenditure of the company.

51
9. Are you satisfied with the overall recruitment & selection
process of your company?

40%
Satisfied
Neutral
50%
Dissatisfied

10%

From the above figure, it is quite clear that out of my sample size , 50%
are those who are not satisfied with the recruitment and selection policy
followed by Big Bazaar and have suggested some measures to improve
them. 40% were those who were satisfied by the policy and 10% were
those who were not able to comment on it.

52
10. Which of the following factors mentioned below you
think have a beneficial effect upon the ability of Big
Bazzarto attract and retain good employees?

Salary Package
Brand Name
Career Growth
Good Working Environment

31%

.
15%

24%

30%

From the above chart it can be understood that most of the employees
are inspired by the career growth and salary package of the Big Bazaar.
Its clear from the chart that Brand name is also important factor which is
a motivating force for the employees of Big Bazaar. Only 15% of the
employees consider working environment in Big Bazaar to be a motivating
factor.

53
11. According to you, the recruitment department in
your organization is efficient enough.

0%

25%

Strongly Agree
Agree
50% Can't Say
Disagree
Strongly Disagree

25%

Interpretation:
Half of the departments agree that the recruitment department is efficient
enough in hiring the best talent from the pool of large people. It means
they are satisfied from the persons recruited in the organization.

54
12. The salary offered at the time of interview to the
candidates is at par with the market rate.

0%
19%
25%
Strongly Agree
Agree
13% Can't Say
Disagree
Strongly Disagree

43%

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.

55
13. You are satisfied with the recruitment process in
your organization.

Strongly Disagree
0%

Strongly Agree
0%

Disagree
35%
Agree
48%

Can't Say
17%

Interpretation:
There is a mixed reaction of this question. Around half of the departments
don’t know anything in this regard. So, no clear picture can be drawn on
the basis of this answer.

56
SWOT analysis of Big
Bazaar

57
SWOT analysis of Big Bazaar

SWOT articles
The SWOT analysis of Big Bazaar discusses the strength,
weaknesses, opportunities and threats for one of the major retailers
of India – Big bazaar.

Strengths in the SWOT analysis of Big Bazaar

 High brand equity enjoyed by Big Bazaar

 State of the art infrastructure
 A vast variety of stuff available under one roof
 Everyday low prices, which attract customers
 Maximum percent of footfalls converted in sales
 Huge investment capacity
 Biggest value retail chain in India
 It offers a family shopping experience, where entire family can
visit together.
 Available facilities such as online booking and delivery
of goods

Weaknesses in the SWOT analysis of Big Bazaar

 Unable to meet store opening targets on time

 Falling revenue per sqft
 General perception: ‘Low price = Low quality’
 Overcrowded during offers
 Long lines at billing counters which are time consuming
 Limited only to value offering low price products. A no of
branded products are still missing from Big Bazaar’s line of
products. E.g. Jockey, Van heusen,

58
Opportunities in the SWOT analysis of Big Bazaar

 A lot of scope in Indian organized retail as it stands at

approximately 4%.
 Increasing mall culture in India.
 More people these days prefer to visit big stores where they
can find large variety under one roof

Threats in the SWOT analysis of Big Bazaar

 Competition from other value retail chains such as

Shoprite, Reliance (Fresh and trends), Hypercity and D mart.
 Unorganized retail also appears to be a threat to Big Bazaar’s
business. A large population still prefers to visit local
convenient stores for daily purchases
 Changing Government policies
 International players looking to foray India

59
RECOMMENDATIONS

60
 RECOMMENDATIONS

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

the following findings:

 The recruitment process at Big Bazaar is in line with the recruitment policy of
the company. The entire process works exactly as it should according to the
policy.

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

 The human resources department maintains the blanket count of personal in

each department and is responsible for filling up vacant positions in all
departments throughout the organization.

 The recruitment and selection activity is centralized and is conducted by the

human resources department at Big Bazaar head office.

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

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

61
 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.

62
CONCLUSION

63
 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.

64
BIBLIOGRAPHY

65
 BIBLIOGRAPHY

BOOKS:

Understanding and managing people (BEACON BOOKS)

Human Resource Management (Golgotia Publishing Company)
Personnel/Human Resource Management (MSM Textbook)
Organization Effectiveness and Change (MSM Textbook)
Organizational Behavior (MSM Textbook)

INTERNET SOURCES:

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

66
APPENDIX

67
 QUESTIONNAIRE

DEPARTMENT -

DESIGNATION -
1. Does your company follow formal recruitment process?
2. When does your company hires new employees?
a) Immediate need-b) Yearly basis - c)Both-
company should follow?
Campus PPlacement-
think should be used for selection process?
Written test and Interview
rounds of interview in Big Bazaar are essential for an effective recruitment
process.

a) Strongly agree - b) Agree - c)Can’t say -

d) Disagree - e) Strongly disagree -

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

a) Yes -b) No-

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

selection ?
8. Do you think physical examination should be included in selection
process ?
b) No - c) Can't say -
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 - b) Brand Name - c) Career Growth

department in your organization is efficient enough.

68
a) Strongly agree - b) Agree - c)Can’t say -
d) Disagree - e) strongly disagree -

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

a) Strongly agree - b) Agree - c) Can’t say -

d) Disagree - e) strongly disagree -

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

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

______________________________________________________

______________________________________________________

______________________________________________________

______________________________________________________

69