RECRUITMENT AND SELECTION AT RJIL

SOURCES OF MANPOWER SUPPLY

The following are the sources used by Reliance Jio Infocomm Limited for recruiting people:

INTETNAL
Reliance Jio Infocomm Limited mainly uses one internal source of recruitment which is
employee referrals. RJIL focuses on this source because they believe it is the reliable and safest
sources of recruitment. Let us have a look at this source in detail.

Employee Referrals:
Employee referrals means using personal contacts to locate job opportunities. It is a
recommendation from a current employee regarding a job applicant. The logic behind employee
referrals is that it takes one to know one. Employees working in the organization, in this case,
are encouraged to recommend the name of their friends working in other organizations for a
possible vacancy in the near future. In fact, this has become a popular way of recruiting people in
the highly competitive Information Technology industry nowadays. Companies offers rich
rewards also to employees whose recommendations are accepted after the routine screening
and examining process is over- and job offers extended to the suggested candidates.

To obtain effective results, the details of a referral scheme should percolate down to all levels
using various means such as posters, e-mails, kick of parties etc. Employees should understand
that they are being entrusted with a critical task. And those making a referral should get prompt
feedback so that they come back with more referrals. An upper limit for the number of referrals
and the rewards to be doled out could be fixed in advance to avoid any disappointment in this
regard later on. Every attempt, however should be made to ensure quality. The firm should
constantly measure the quality and performance of employees recruited through the programme.
Finally, when the firm decides to shut down the programme, it should give advance notice and
clearly communicate the reason for doing so.
EXTERNAL:
For the post of technical and field engineers, company looks for external sources which include;

Unsolicited Applicants/Walk-ins:
This is the most common and least expensive approach for candidates is direct applications,
in which job seekers submit unsolicited application letters or resumes. Direct applications
provide a pool of potential employees to meet future needs. Companies generally receive
unsolicited applications from job seekers at various point of time. The number of such
applications depends on economic conditions, the image of the company and the job seekers
perception of the types of jobs that might be available etc. Such applications are generally kept
in a data bank and whenever a suitable vacancy arises, the company would intimate the
candidate to apply through a formal channel. One important problem with this method is that
job seekers generally apply to a number of organizations and when they are actually required by
the organization, either they are already employed in other organizations or are simply not
interested in the position. The walk-ins, in any case, should be treated courteously and
diplomatically, for the sake of both the recruiting companys community image and the
applicants self-esteem.

Campus Recruitment:
It is method of recruiting by visiting and participating in college campuses and their placement
centres. Here the recruiters visit reputed educational institutions such as IITs, IIMs, colleges and
universities with a view to pick up job aspirants having requisite technical or professional skills.
Job seekers through provided information about the jobs, and the recruiters, in turn, get a
snapshot of job seekers through constant interchange of information with respective institutions.
A preliminary screening is done within the campus and shortlisted students are then subjected to
the remainder of selection process. In view of the growing demand for young managers, most
reputed organizations (such as Hindustan Lever Ltd, Reliance Industries Ltd, Proctor & Gamble)
visit IIMs, IITs, and other institutions regularly and even sponsor certain popular campus
activities with a view to learn goodwill in the job market. Advantages of this method include: the
placement centre helps locate applicants and provides resumes to organizations; applicants can
be prescreened; applicants will not have to be lured away from a current job and lower salary
expectations.
If campus recruiting is used, steps should be taken by the Human Resource Department to
ensure that recruiters are knowledgeable concerning the jobs that are to be filled in the
organization and understand and employ effective interviewing skills.



Engineering Institutes:

Campus hiring at engineering institutes typically starts in May and continues through September.
Senior managers and officers from RJIL actively participate in the hiring, to bring on board next
generation of bright, young and talented leaders for the company. We encourage current students
at the campuses we visit to use this opportunity to interact with the RJIL recruitment teams
during the hiring process to understand the company and our people philosophy. We hire
engineering graduates and post-graduates from all disciplines.


Management Institutes:

Campus hiring at management institutes typically starts in December and continues through
March. We hire management graduates from all disciplines, with or without prior work
experience in different fields.



Internet Recruiting:

In recent years companies have found it useful to develop their own website and list job openings
on it. The website offers a fast, convenient and effective means for job applicants to submit their
resumes through the internet. Reliance Jio Infocomm Limited uses this as a major source of
recruitment. RJIL, for example, gets over 09 resumes per day from prospective candidates
through the net. For initial screening of resumes RJIL looks forward for the following websites:

www.naukri.com
www.monster.com
www.indiatimesjob.com
www.placementindia.com
www.carrerbuilder.co.in



SELECTION PROCEDURE OF RJIL

The selection procedure of Reliance Jio Infocomm Limited contains seven steps through which
effective personnel are hired. The steps are as follows:

STAGE 1: Job Analysis:

The initial step of selection procedure in Reliance Jio Infocomm Limited starts with job analysis.
Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of the
tasks, duties and responsibilities necessary to do a job. A task is an identifiable work activity
carried out for a specific purpose, for example, typing a letter. A duty is a larger work segment
consisting of several tasks (which are related with some sequence of events) that are performed
by an individual, for example, pick up, sort out and deliver incoming mail. Job responsibilities
are obligations to perform certain tasks and duties. Job analysis is an important personnel
activity because it identifies what people do in their jobs and what they require in order to do the
job satisfactorily. Once the jobs are analyzed or examined properly the HR Manager is required
to prepare the following:
Job Specification
Job Description

Job Specification:
Job specification summarizes the human characteristics needed for satisfactory job
completion. It tries to describe the key qualifications someone needs to perform the job
successfully. It spells out the important attributes of a person in terms of education,
experience, skills, knowledge and abilities (SKAs) to perform a particular job. The job
specification is a logical outgrowth of a job description. For each job description, it is
desirable to have a job specification. This helps the organization to determine what kind
of persons is needed to take up specific jobs.
A job specification can be developed by talking with the current job holders about the
attributes required to do the job satisfactorily. Opinions of supervisors could also be used
as additional inputs. Checking the job needs of other organizations with similar jobs will
also help in developing job specifications. Job specification is useful in the selection
process because it offers a clear set of qualifications for an individual to be hired for a
specific job. Likewise, a well-written job specification offers a clear picture to new
recruits of what they will be doing in the organization.

Job Description:
A job description (JD) is a written statement of what the job holder does, how it is done,
under what conditions it is done and why it is done. It describes what the job is all
about, throwing light on job content, environment and conditions of employment. It is
descriptive in nature and defines the purpose and scope of a job. The main purpose of
writing a job description is to differentiate the job from other jobs and state its outer
limits.
A job description usually covers the following information:
Job title: Tells about the job title, code number and department where it is done.
Job summary: A brief write-up about what the job is all about.
Job activities: A description of the tasks done, facilities used, extent of supervisory
help, etc.
Working conditions: The physical environment of job in terms of heat, light, noise and
other hazards.
Social environment: Size of work group and interpersonal interactions required to do
the job.
Job description offers a clear picture to new hired personnel of what the job is all about
for which they have been hired. For understanding the same two specimen job
descriptions are given below:

Job Description of City Construction Manager


City Construction Manager is responsible for developing project plan with clearly
defined targets for all routes and adherences to the same. Developing coordination
mechanism with internal stakeholders like SCM (State Construction manager),
financial planning, infrastructure, quality team etc and conduct regular meetings
to avoid gap and ensure timely completion of project and ensure material
planning.






Job Description of HR Manager


The incumbent will be responsible for:
1. Designing and implementing and effective Performance Management System and
regularly upgrading the same, with a view to increase the overall effectiveness and
efficiency of the Organizations Performance.
2. Ensuring effective functioning of Performance Management System.
3. Coordinating and helping HoDs to develop / finalize individual KRAs / Goals and
ensuring that it is in line with the Organizational and Departmental Goals.
4. Coordinating and ensuring that the KRAs / Goals are developed based on the concept,
SMART Goals.
5. Evaluating the performance of employees half yearly, yearly, and identifying the
improvements required and guiding employees to perform better.
6. Developing and implementing an Annual Increment Pattern for the Organization,
keeping in mind that the best performers are rewarded accordingly and poor
performers are treated accordingly.

KRAs: Selected candidate would be responsible for formulating, Renewing and
Implementing HR Process, Policies, Procedures and Practices, Grievances
Handling, Performance Appraisals, Training programs, Employee Counseling /
Relations, Payroll Processing, Joining, Induction and Exit Formalities.

Formulation of Annual KRAs in consultation with different departments Training &
Development
1. Identification of training needs from Annual Operating Plan of the Company.
2. Formulation of training and development budget.
3. Preparation of monthly and yearly training schedules as per the training needs and
arrange for the training programmes.
4. Compilation of feedback for checking the effectiveness of the programmes.
5. Preperation of all periodic and need based HRMIS.

Recruitments:
1. To look after recruitment related activities and Induction Programmes.

STAGE 2: SCREENING:

Once the initial step of selection procedure is completed the next step takes place that is
screening. Screening resumes is the process of sorting resumes to disqualify candidates using
successively more detailed examinations of the resumes. The objective is to locate the most
qualified candidates for an open job. While some of this can be done with the aid of automation
and computers, there are still skills and techniques that help quickly eliminate unqualified
candidates.
In Reliance Jio Infocomm Limited 09 resumes are selected from various sources mainly from job
portals (www.naukri.com) everyday, which are screened twice by HR Executive and HR Head.
The short listed candidates are then given call regarding the job in the organization and request
for some basic information related to their current job profile (i.e. current organization, CTC,
designation, their interest regarding job opening etc.) and at the same time selected candidates
are asked about their interest regarding the designation they have been selected for. All the
collected information then send to HR Department which further short lists the candidates for
next round that is telephonic interview.

STAGE 3: TELEPHONIC INTERVIEW:
The third step in selection procedure of Reliance Jio Infocomm Limited is telephonic interview.
Telephonic interviews are often conducted by employers in the initial interview round of the
hiring process, this type of interview allows an employer to screen candidates on the candidates
experience, qualifications, and salary expectations pertaining to the position and the company.
The telephonic interview saves the employers' time and eliminates candidates that are unlikely to
meet the companys expectations. Employers tend to perform telephonic interviews as a
structured interview. The questions are custom tailored to meet the position in question. With the
telephonic interview there may not be direct contact between the employer and employee,
however, the expectations are still there. Telephonic interviews are scheduled and questions are
generally prepared in advance, similar to the way other interviews are conducted. Another
common reason a company looks to the telephonic interview is that these interviews can be
conducted on-the-fly. The interviewer does not have to assign company resources to the phone
interview. It is a cost-effective method to short-list candidates for the position being interviewed
for. The telephonic interview allows both interviewee and interviewer to be in a more relaxed
state.

The interviewer can use the relaxed state to better gauge the interviewee, and pick up on
things that may be disguised during the more formal interview process. Once telephonic
interviews are conducted the short- listed candidates are informed about the next round of hiring
process that is RPAT (Reliance Personal Aptitude Test).
STAGE 4: RPAT (RELIANCE PERSONAL APTITUDE TEST)
The forth step in the selection procedure of Reliance Jio Infocomm Limited is RPAT (Reliance
Personal Aptitude Test). RPAT is an aptitude test which measure an individuals potential to
learn certain skills- clerical, mechanical, mathematical, etc. This test indicates whether or not an
individual has the ability to learn a given job quickly and efficiently. In order to recruit efficient
office staff, aptitude tests are necessary. This test is generally conducted for junior level
designations. The candidates appearing in RPAT are required to follow series of instructions
which are as follows:
Instructions to be followed:
1. This test contains 50 Questions.
2. Duration of test is 12 minutes.
3. It is unlikely that you will finish all of them, but do your best.
4. Do not go so fast that you make mistakes since you must try to get as many rights as
possible.
5. Do not spend too much time on any problem.
6. The questions become increasingly difficult, so do not skip about.
7. Click in the space provided to indicate the right answer. For few questions you would be
required to enter correct answer in the space provided.
8. Those questions, whose answers need to be entered in the blanks, should be strictly
written in numeric. If the answer is written in words then system will treat it as a wrong
answer. E.g. What is 2 times 2? Ans: 4 (correct) Ans: Four (wrong)
9. For some questions the answers may be in a decimal or fraction form, please answer only
in the decimal form e.g. Ans: 4.3 (correct) Ans: 4/3 (wrong)
10. If you want to correct an answer you can go back to that question and make the required
changes.
11. To mark any question for later review you can click in the small box on the top right side
of the question that says Mark for review. If you click on the box that says Summary
Table, you will be able to view the entire question that you have marked for review.
12. Once you click Submit option you cannot go back or retake the test.
13. Use of Calculators and Mobile phones are not permitted.
14. The examiner will not answer any questions after the testy begins.
15. To help gain familiarity with the actual test, you will have a practice test which will last
for 1 minute.
As the RPAT is conducted and results are being evaluated the short-listed candidates are then
scheduled for next round that is psychometric test.

STAGE 5: PSYCHOMETRIC TEST:
The next step in hiring process is psychometric test. Psychometric testing is designed to find job-
relevant information about an individual which an interview wouldn't be able to do.
Psychometric testing typically includes a combination of aptitude and personality tests online
which measure your job-relevant cognitive abilities and personality. Psychometric tests could be
conducted separately, as well as with face to face interviews. There are various tools used for
conducting psychometric tests one of the tool is PI (Predictive Index) which is used by Reliance
Jio infocomm Limited. Now let us discuss in detail about predictive index.

PI (Predictive Index):
Predictive index is software which is used by many organizations for hiring the right personnel
for the right designation. The main function of PI tool is to observe the psychology of the
employees, this tools works by asking same questions in different ways which reveals the
personality traits of an employee e.g. (shy, team building, supportive, people orientation, etc.),
with this result HR Department of an organization is able to judge the person whether an
employee is eligible for next round or not.
The PI has been in wide-spread commercial use since 1955. Minor revisions were made to the
assessment in 1958, 1963, 1988 and 1992 to improve the PIs psychometric (psychological
testing) properties and to ensure that each of the individual items on the assessment conformed to
appropriate and contemporary language norms.
The PI is currently used by over 8,000 organizations across a wide variety of industries and
company sizes and is available in 70 languages including Braille. In 2013, over two million
people around the world completed the PI assessment.
Predictive Index is a theory-based, self-report measurement of normal, adult, work-related
personality that has been developed and validated for use within occupational and organizational
populations.
The PI is used for a variety of personnel management purposes, including employee selection,
executive on-boarding, leadership development, succession planning, performance coaching,
team-building and organizational culture change, among others.
The test employs a free-choice (as opposed to forced-choice) response format, in which
individuals are presented with two lists of descriptive adjectives, both containing 86 items, and
are asked to endorse those which they feel describe them (the self domain), and then those
which they feel coincide with how they feel others expect them to behave (the self-concept
domain). Summing across these two domains yields a third implied domain (the synthesis),
which can be interpreted as reflecting an employees observable behavior in the workplace. The
assessment is un-timed, generally takes approximately five to ten minutes to complete, and is
available in paper-and-pencil, desktop and Web-based formats.
The PI measures four primary and fundamental personality constructs:
1. Dominance: The degree to which an individual seeks to control his or her environment.
Individuals who score high on this dimension are independent, assertive and self-confident.
Individuals who score low on this dimension are agreeable, cooperative and accommodating.
2. Extroversion: The degree to which an individual seeks social interaction with other people.
Individuals who score high on this dimension are outgoing, persuasive and socially-poised.
Individuals who score low on this dimension are serious, introspective and task-oriented.
3. Patience: The degree to which an individual seeks consistency and stability in his or her
environment. Individuals who score high on this dimension are patient, consistent and deliberate.
Individuals who score low on this dimension are fast-paced, urgent and intense.
4. Formality: The degree to which an individual seeks to conform to formal rules and structure.
Individuals who score high on this dimension are organized, precise and self-disciplined.
Individuals who score low on this dimension are informal, casual and uninhibited.
The PI also measures two secondary personality constructs, which are derived from a
combination of each of the four primary personality constructs described previously:
1. Decision-making: Measures how an individual processes information and makes decisions.
Individuals who score high on this dimension are objective, logical and are primarily influenced
by facts and data. Individuals who score low on this dimension are subjective, intuitive and are
primarily influenced by feelings and emotions.
2. Response level: Measures an individuals overall responsiveness to the environment, which is
reflected in his or her energy, activity level and stamina. Individuals who score high on this
dimension have an enhanced capacity to sustain activity and tolerate stress over longer periods of
time. Individuals who score low on this dimension have less of this capacity.
3. Team Work: Measures an individuals overall ability of teamwork which is "work done by
several associates with each doing a part but all subordinating personal prominence to the
efficiency of the whole". Individuals who score high on this dimension are highly team workers
and team builders.
For understanding the same more effectively specimen PI (Predictive Index) is given below:




STAGE 6: FACE TO FACE INTERVIEW:
The second last step of selection procedure of Reliance Jio Infocomm Limited is face to face
interview. Once all the above steps are completed the selected candidates appear for the last round
that is face to face interview, it is the oral examination of candidates for employment. This is the
most essential step in the selection process. In this step, the interviewer tries to obtain and
synthesize information about the abilities of the interviewee and the recruitments of the job.
Interview gives the interviewer an opportunity to:
1. size up the interviewees agreeableness;
2. ask questions that are not covered in tests;
3. obtain as much pertinent information as possible;
4. assess subjective aspects of the candidate- facial expressions, appearances, nervousness
and so forth;
5. make judgments on interviewees enthusiasm and intelligence;
6. give facts to the candidate regarding the company, its policies, programmes, etc., promote
goodwill towards the company.
Face to face interview splits into six parts that are as follows:
1. The non-directive interview:
In a non-directive interview thee recruiter ask questions as they come to mind. There is no
specific format to be followed. The questions can take any direction. As it is an open interview
there is free communication between interviewer and interviewee. Difficulties with a non-
directive interview include keeping it job related and obtaining comparable data on various
applicants.
2. The directive or structured interview:
In the directive interview, the recruiter uses a predetermined set of questions that are clearly job
related. Since every applicant is asked the same basic questions, comparison among applicants
can be made easily. Structure question improve the reliability of the interview process, eliminate
biases and errors and even may enhance the ability of a company to withstand legal challenge. On
the negative side, the whole process is somewhat mechanical, restricts the freedom of interviewers
and may even convey disinterest to applicants who are used to more flexible interviews.
3. Situational interview:
One variation of the structured interview is known as the situational interview. In this approach,
the applicant is confronted with a hypothetical incident and asked how he or she would respond to
it. The applicants response is then evaluated relative to pre-established benchmark standards.

4. The behavioral interview:
The behavioral interview focuses on actual work incidents (as against hypothetical situations in
the situational interview) in the applicants past. The applicants is supposed to reveal what he or
she did in the given situation, for example, how he disciplined an employee who was smoking
inside the factory premises.
5. Stress interview:
In stress interview, the interviewer attempts to find how applicants would respond to aggressive,
embarrassing, rude and insulting questions. The whole exercise is meant to see whether the
applicant can cope with highly stress-producing, anxious and demanding situations while at work,
in a calm and composed manner. Such an approach may backfire also, because the typical
applicant is already somewhat anxious in any interview. So, the applicant that the firm wants to
hire might even turn down the job offer under such trying conditions.
6. Panel interview:
In a typical panel interview, the applicant meets with three to five interviewers who take turn
asking questions. After the interview, the interviewers pool their observations to arrive at a
consensus about the suitability of the applicant. The panel members can ask new and incisive
questions based on their expertise and experience and elicit deeper and more meaningful
responses from candidates. Such an interview could also limit the impact of the personal biases of
any individual interviewer. On the negative side, as an applicant, a panel interview may make you
feel more stressed than usual.

At Reliance Jio Infocomm Limited mostly structured and panel interviews are conducted. For
senior level designation panel interviews are held. At the time of face to face interview,
interviewer or panel is provided with an interview assessment sheet which contains some criteria,
on the basis of these criteria interviewees are being judged and on the same sheet feedback about
the interviewee is being written by panel or interviewer, which later helps the HR Department in
evaluating the result and offering the suitable candidate with appointment letter. Specimen
interview assessment sheet is given below:


STAGE 7: JOB OFFER:
Last but not the least step of selection procedure of Reliance Jio Infocomm Limited is offering the
job with an appointment letter and other formalities to the suitable candidate. With an end of
selection process the professional career of an employees starts. A job offer is a formal offer of
employment from a company. When a company makes a verbal job offer, the hiring manager
will call the selected candidate to let them know that they are being offered the job. Companies
may also make job offers via email or in writing, depending on company policy and how the
company handles hiring.
If the offer is made via the phone or email, it will most likely be followed by a formal job offer
letter which confirms the details of the offer of employment including some or all of the
following: job description, salary, benefits, paid time off, work schedule, reporting structure, etc.
The candidate may choose to accept the job offer and then will sign and return the letter as a
formal acceptance of the position. If the offer isn't for the compensation package that the
applicant expected, he or she may decide to make a counter offer or decline the offer.
At RJIL job offer is made through email and later on it is provided in hardcopy which contains
policies of the organization, package provided by the organization, job description, and some
common duties and responsibilities which are as follows:
1. Exclusivity
2. Non-solicitation
3. Other interests
4. Controlling interest
5. Work hours
6. Non-disclosure
7. Confidentiality