THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT

NEW DELHI

INTERNSHIP REPORT
ON
RECRUITMENT & SELECTION PRACTICES
AT BIG BAZAAR

Submitted by:

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

i
 ACKNOWLEDGEMENT

I am fortunate to have got an opportunity to undergo the

“internship” at Big Bazaar. The project has been very useful for me in

understanding the various pragmatic aspects of the management

function practice in the real world.

I express my deep sense of gratitude to Mr. ARUN KUMAR MEHTA,

(Recruitment Advisor), for their counsel through out my training. I

would also like to express my gratitude to all the members of

Connaught Place branch for their assistance and constant motivation.

Above all, I give my special thanks to all my faculty members who

have supported me. I am very thankful to all of them who have

guided me for my project.

(TUSHAR DAHIYA)

ii
 TABLE OF CONTENTS

Topics Page No.

1. Executive Summary 1

2. Introduction 2

3. Recruitment and Selection 5

• Recruitment 6
• Guiding Principles Of Recruitment 7
• Recruitment Strategies and Resources 8
• Position Announcements 9
• The Recruitment Industry 10
• The Recruitment Process 13
• Selection 15
• Objectives of Recruitment and Selection 26
• Recruitment and Selection Policy Statement 26
• Company Profile 27
• Recruitment and Selection Guidelines of Big Bazaar 31
• Recruitment and selection policies for executive and 35
management trainee
• Receipe for a successful recruitment and selection 41
process

4. Objective of the study 55

5. Research methodology 60

6. Analysis and Interpretation 61

7. Conclusion 74

8. Recommendations 75

9. Bibliography 79

10. Appendix 80

iii
 EXECUTIVE SUMMARY

Recruitment is not a magical process of having people sign up, but is

one of the most critical aspects of operating your program.

Recruitment should be a strategic process that connects candidates

who need what you have to offer and who possess the skills and
aptitude to accomplish your goal and objectives.

The recruitment and selection unit is dedicated to recruiting and

selecting qualified candidates for appointment. This process includes
administering all testing phases from the written examination up
until applicants are appointed. The recruitment and selection process
should ensure fairness and consistency throughout the entire
process. It should be administered in such a way that only those
applicants who meet various job related standards are offered
positions of appointment. The recruitment and selection units should
actively recruit and participate in event that will foster a diverse
applicant pool. Recruiting from a pool of targeted leads can decrease
member attrition.

The objective of my study was to understand the recruitment and

selection practices. In this report, I have tried to include all the
issues related to recruitment and selection process which I could
gather after reading various articles on Human Resource.

1
 INTRODUCTION

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

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

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

Considering the aspect of sourcing, no organization should ever think

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

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

process, an outgoing one and will have its existence till the
organization functions. The talent that we have acquired and retained

2
is through its sourcing only. Unless and until a person is sourced
from outside, how will the organization get the best. To have the
best it is essential to acquire it from outside. There has been
tremendous change in the technology and for the organization to
survive in this changing scenario; it has become very essential that
they keep up with the pace with the changes in the technology, the
change in the culture etc.

Taking for example no organization can even think of operating

without the use of information technology, now it becomes very
difficult and costly affair to train the people within the organization at
different level to learn how to make use of this technology. Hence
sourcing is done and the best talent is acquired so that the person
not only takes case of changing technical needs of the organization
but also be able to make other employee learn from him.

After having determined the number and kinds of personnel required

the human 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

3
involves persuading and inducing suitable persons to apply for and
seek jobs in the organization.

Recruitment refers to the attempt of getting interested applicants

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

1. Identifies the different sources of manpower supply.

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

4
 RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a

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

POSITION DESCRIPTION

A complete, accurate and current position description is the

foundation for planning and conducting the recruitment effort. It
should be

Non discriminatory- One should never express a preference for

certain age, race or national origin. In very rare case sex can
constitute a bonafide occupational qualification.

Valid- This means they are inherently job related and predict
successful performance of the job.

Defensible- This means they are recognized as legitimate in the

field attached to the position.

Objective and Measurable- It should be as objective and

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

5
RECRUITMENT

Recruitment refers to the process of sourcing, screening, and

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

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

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

The job recruitment agencies in India involves identifying those

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

Most recruitment agencies in India follow three stages in the

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

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

6
Then the interview, which is an important and crucial part of the
recruitment process. The person who takes the interview of the
candidate must be well prepared in advance. Concerns such as the
location of the interview, the timing, structure of the question of
strategy, the style of taking the interview must be decided in
advance, so that nothing is excluded, and all subjects properly
treated.

In addition, there are a number of things that must be taken into

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

The recruitment process must be strong and justified and shall

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

GUIDING PRINCIPLES OF RECRUITMENT

Appropriate and effective recruitment strategies vary with each

position. The length and scope of the recruitment should be relevant
to the position.

In setting the timeline for your recruitment, consider the wording

carefully--there are consequences to your choice.

7
• If you specify a recruitment deadline, you may not consider
any applications received after that date.

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

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

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

Recruitment activities should include good faith efforts to solicit a

diverse applicant pool and affirm that race, sex, age, disability or
veteran status will not be used to discriminate.

If the position is in a job group that is underutilized, by women or

ethnic minorities, additional targeted recruitment efforts should be
undertaken.

All advertisements and position announcements should be consistent

with each other, reflect the qualifications identified in the position
description.

Prior to recruiting for a position, ensure that you know what

institutional policies and procedures apply. Contact your HR
Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified

positions, consult with the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in

developing recruitment strategies for each vacancy. General
guidelines for specific types of positions are listed below.

Tenure-track Faculty

8
Scope of Search: National or regional

Recruitment Resources:

Discipline-specific journals, list-serves, professional associations

Personal contacts with colleagues, alma maters, and alumni

associations

Position announcement mailings to doctoral-degree granting

universities

Chronicle of Higher Education

Recommended Recruitment Period: At least 3 weeks after

appearance of first advertisement; at least 1 full week after
publication of last advertisement

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified Staff

Scope of Search: Regional (for technical or paraprofessional

positions) or local

Recruitment Resources:

Position announcement mailings to state employment offices, local

vocational and community colleges.

Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first

advertisement; at least 1 full week after publication of last
advertisement

Classified: Contact your HR Generalist for state requirements

POSITION ANNOUNCEMENTS

Purpose of the Position Announcements:

9
 Provides applicants, hiring departments and search committees
with a general idea of the nature of the position, the terms and
conditions of appointment, salary range, reportage, and required
application materials and application deadline.

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

direct mail.

General Guidelines for Developing Position Announcements:

• Use the recommended format, which is either printed on

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

• Provide enough information to give applicants adequate

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

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

contacts for requesting reasonable accommodation.

• Provide a contact name, address and phone number.

• Explain application requirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their

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

Traditional recruitment agency

10
Also known as an employment agencies, recruitment agencies have
historically had a physical location. A candidate visits a local branch
for a short interview and an assessment before being taken onto the
agency’s books. Recruitment Consultants then endeavor to match
their pool of candidates to their clients' open positions. Suitable
candidates are with potential employers.

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

forms:

A contingency fee paid by the company when a recommended

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

An advance payment that serves as a retainer, also paid by the

company. In some states it may still be legal for an employment
agency to charge the candidate instead of the company, but in most
states that practice is now illegal, due to past unfair and deceptive
practices.

Online recruitment websites

Such sites have two main features: job boards and a

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

In recent times the recruitment website has evolved to encompass

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

11
sectors, who want to e-enable entirely or partly their recruitment
process in order to improve business performance.

The online software provided by those who specialize in online

recruitment helps organizations attract, test, recruit, employ and
retain quality staff with a minimal amount of administration.

Online recruitment websites can be very helpful to find candidates

that are very actively looking for work and post their resumes online,
but they will not attract the "passive" candidates who might respond
favorably to an opportunity that is presented to them through other
means. Also, some candidates who are actively looking to change
jobs are hesitant to put their resumes on the job boards, for fear that
their current companies, co-workers, customers or others might see
their resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal

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

Headhunters are typically small operations that make high margins

on candidate placements (sometimes more than 30% of the
candidate’s annual compensation). Due to their higher costs,

12
headhunters are usually employed to fill senior management and
executive level roles, or to find very specialized individuals.

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

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

In-house recruitment

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

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

THE RECRUITMENT PROCESS

These are the main recruiting stages.

Sourcing

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

process, often encompassing multiple media, such as the Internet,
general newspapers, job ad newspapers, professional publications,
window advertisements, job centers, and campus graduate
recruitment programs; and 2) recruiting research, which is the
proactive identification of relevant talent who may not respond to job
postings and other recruitment advertising methods. This initial
research for so-called passive prospects, also called same-

13
generation, results in a list of prospects who can then be contacted
to solicit interest, obtain a resume/CV, and be screened.

14
Screening & selection

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

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

In some countries, employers are legally mandated to provide equal

opportunity in hiring.

Onboarding

A well-planned introduction helps new employees become fully

operational quickly and is often integrated with the recruitment
process.

PITFALLS OF RECRUITMENT

Candidates can sometimes be subject to undue pressure to accept a

job or position by an overly zealous recruiter or personnel person.

15
SELECTION

This is the process of choosing individuals who have relevant

qualifications to fill vacant positions. The process begins when a
hiring department identifies the need to fill a position, and ends when
a person is hired to meet that need. What happens in the middle of
the process includes job analysis, position description development,
recruitment, testing, and screening, corresponding with applicants,
Credentials verification, background investigations, interviewing,
reference checking, physical examinations, and the offer.

Discriminatory hiring practices could result in significant costs for the

Company. Individuals acting on behalf of the organization who fail to
follow nondiscrimination policies may face personal liability. Poorly
designed or executed selection processes will generally fail to identify
the right person for the job, result in missed opportunities or delays
in accomplishing the mission of the organization, and lead to
discrimination 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

16
(choosing competent workers who perform well in their position) can
result in large savings.

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to

liability. Seeking training from HR for anyone who participates in the
process before beginning.

Provide reasonable accommodation in the application process to

persons with disabilities.

Use a nondiscriminatory, valid, and consistently applied selection

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

Once it is determined that an individual does not meet the

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

Be able to 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.

17
Avoid prohibited pre-employment inquiries and interview
contaminants.

Conduct reference checks as part of the selection process.

Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to

restrict an employer's ability to choose the most qualified person.
They are intended to ensure that employers use criteria that are 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

18
• Avoid stereotyping applicants

• Avoid giving too much weight to a few characteristics

• Try to put the applicant at ease during the interview

• Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a

candidate, you may attach attributes to her that don't actually exist.

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

the gaps.

NEGATIVE BENT -- the tendency to focus on information which will

automatically disqualify a candidate, causing you to overlook his/hers
strengths in the process

SNAP JUDGMENTS can devastate the interview process -- remember

that you gather information during the interview and evaluate it
afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or

antagonistic

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you

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

STEREOTYPING -- a major problem. Focusing on the job rather than

personal traits can offset a tendency to categorize candidates.

THE HALO EFFECT -- a tendency to generalize one outstanding

feature of a candidate as representative of success in any endeavor,
no matter how unrelated

19
MIND SET -- your background, attitudes, motives, values, aspirations
and biases

CHEMISTRY or rapport between two people can contaminate the

interview -- the basis of your personal reaction to a candidate must
always be evaluated in terms of the position requirements

REFERENCE CHECKS

Nearly 80% of what is needed

o be known about candidates can be learned through good

investigative techniques. Although privacy legislation has had an
impact on the reliability of reference checks, they remain a viable
means of verifying applicant information. Appropriate checks are also
necessary to defend against charges of negligent hiring. Keep the
following guidelines in mind:

Obtain permission from candidates.

Inform candidates that reference checks and validation of credentials

will be part of the selection process.

A candidate may have valid reasons for setting some limits, and
these limitations should be respected.

The bottom line is that the candidate must allow some access to
people familiar with their work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he must

understand that less restricted checks will be made before any offer
is extended.

Intentionally choose whom to contact. Consider the following

guidelines:

• Call the references identified by the candidate.

20
• Seek permission to call persons who should know the candidate
(e.g., current department chair, departmental head, supervisor, vice
president, colleagues, etc.).

• Complete enough calls for a full picture of the candidate to

emerge.

Apply the following guidelines for determining what inquiries to

make:

• All information considered in the selection process must be

related to job performance.

• Request the same information regarding all applicants.

• Avoid asking references prohibited pre-employment inquiries.

• Focus on gaining information about the knowledge, abilities,

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

• Address significant gaps or missing elements in the candidate's

application materials.

• Avoid being put off by scattered "negative" comments from

references.

• Look for patterns of strength and limitations, and for

indications of fit between the person and the position.

• Not every comment should be given equal weight. Attempt to

evaluate the reference's perspective, how credible they may be, and
how recently or how well they know the candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted

search process predisposes qualified candidates to consider a
company as a potential employer. The nature and timeliness of

21
correspondence contributes to the applicant's perception that a
particular company is a quality organization.

Typically, a recruitment and selection process will present the

following opportunities to correspond with applicants:

• Acknowledgement of application materials. An

acknowledgement letter confirms that the hiring department has
received all or part of the required application materials, identifies
any missing materials which must be provided to ensure
consideration, and indicates the expected timeline for the selection
process.

• Notification that application materials were received too late for

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

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

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

• Notification that an applicant is no longer being considered. As

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

• Confirmation of campus interview arrangements. This

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

22
the community, individuals with whom the candidate will meet,
itinerary, travel and lodging arrangements, and other information
which helps the candidate prepare for the campus visit.

• Appreciation for interview and rejection. Individuals who have

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

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

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

• Hiring departments should contact their HR Generalist for

assistance in writing these letters.

Guidelines

Depending on the type of position, a hiring department may decide

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

The decision to establish a search committee rests with the individual

who has authority to make a final offer for a position.

The search committee should be comprised of individuals who have

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

Generally, the ideal size of a committee is relative to the position. For

some positions, a committee of 3 is adequate. For positions at or
above the manager level, committees of 5-7 are more appropriate.

23
Committees for positions at the Executive level may be significantly
larger.

A search committee chair should be appointed. Chairs should be

selected for their ability to provide leadership to the committee, a
demonstrated understanding of the recruitment and selection
process, and their commitment to ensure a legally defensible
process.

The committee should receive a formal charge, which establishes the

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

• Helping develop the position announcement, including the

identification of minimum and preferred qualifications, timeline and
recruitment plan

• Completing recruitment and selection activities for classified

and unclassified staff positions

• Placing advertisements or conducting personal outreach

• Developing the selection procedure, including rating guides

receiving applications, corresponding with applicants, sending
applicant information forms, and maintaining the applicant record

• Screening applications, conducting reference checks,

determining a long or short list of finalists

• Maintaining required search documentation

• Coordinating campus visits for interviews and/or conducting

interviews

• Making recommendations to the hiring official

24
• Appointing one of the members, or using departmental staff, to
act as search committee secretary

PRACTICAL CONSIDERATIONS

Disagreements about the outcome of a selection procedure often

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

• When will review begin? Unless an inordinate number of

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

• Will initial review of applications for minimum qualifications be

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

• Will committee members review every application, or will

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

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

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

• Has the committee developed a plan for corresponding with

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

• Has an effective system been planned for filing and retrieving

application materials?

25
• Where will committee members review the files? Will they need
to come to the search committee secretary or chair office? If so, is
there adequate space and privacy for the review? Will members be
allowed to take copies of the application materials for review
elsewhere? If so, has there been adequate precaution taken to
ensure confidentiality and security of the materials? Who will need
access to online applications/resumes for classified and unclassified
positions?

• Has the committee established reasonable timelines for

completing its review?

• Search committees who have questions about these, or other

practical considerations, can contact their HR Generalist and advice.

26
OBJECTIVES OF RECRUITMENT AND SELECTION
1. Hire the right person

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

candidates

3. Recruit staff members who are compatible with the

organization’s environment or culture

4. Hire individuals by using a model that focuses on learning and

education of the whole person

5. Place individuals in positions with responsibilities that will

enhance their personal development

RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a thorough position

analysis regardless of the level of the position or the extent of the
search. The diversity goals of the institution, division of affairs, and
the unit will be addressed in all recruitment and selection processes.

Units may use different processes for recruitment depending upon

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

Supervisors should adhere to any institution-wide recruitment and

selection programs. This cannot, however, substitute for an
understanding of procedures and processes from a student affairs
perspective.

27
Recruitment and selection should be planned, implemented, and
evaluated to ensure that each potential employee is provided equal
opportunities to compete for the position.

COMPANY PROFILE

Big Bazaar is not just another hypermarket. It caters to every need

of a family. Where Big Bazaar scores over other stores is its value for
money proposition for the Indian customers. At Big Bazaar, one can
get the best products at the best prices – that is what they
guarantee. With the ever increasing array of private labels, it has
opened the doors into the world of fashion and general merchandise
including home furnishings, utensils, crockery, cutlery, sports goods
and much more at prices that will surprise you. And this is just the
beginning. Big Bazaar plans to add much more to complete the
shopping experience. Food is the main shopped for category in this
store.

Parent Company:-

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

operates multiple

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

LINES OF BUSINESS OF THE ABOVE STORE:-

· E-tailing

· Food

· Fashion

· Home Solution

· General Merchandise

28
· Leisure and Entertainment

· Wellness and Beauty

· Books and Music

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

Life at Big Bazaar is pretty self-sufficient. If you were trapped in

there for a week, you could live a good life. But to appreciate the
nuances of home economics, one should try comparing prices. The
clothes especially deserve an independent feature of their own.

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

Services :-

Particularly designed for the regular middle-class family that requires

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

Big bazaar

29
1. Variety: Big Bazaar offers a wide variety of products of different
prices and different qualities satisfying most of its customers.

2. Quality: Providing quality at low prices and having different types

of products for different income customers is another advantage.

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

4. Location : The location of Big Bazaar has been mainly in the

heart of the city or in the out skirts giving a chance to both the City
and the people living outside the city to shop.

5. Advertisements : Big bazaar has endorsed very popular figure

like M S Dhoni and other famous personalities which has attracted a
lot of customers. This has resulted in increase of sale and the
outdoor advertising techniques have also helped Big Bazaar.

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

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

Disadvantages:

1. Store layout: The store layout and the assortment of goods is

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

30
 more the arrangement and assortment of goods in the store is
the greatest. Hence at times customers find it hard to find what
they require, this leads to dissatisfaction of customer.

2. Lower quality of goods: As Big bazaar aims more toward

the middle income group, the quality of goods is not of the
highest quality, and this is sometimes a disadvantage as some
would prefer better quality to the price, making customers to
search for different places.

3. Does not appeal to the elite: As mentioned above, the main

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

4. Not acclaimed for very good service : Big Bazaar is not

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

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

on the middle income group the type of products used is not of

the most superior quality and most of the times nor branded,
this may dissatisfy certain customers.

6. Consumer satisfaction: Long queues and lower quality leads

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

31
 RECRUITMENT AND SELECTION GUIDELINES
OF BIG BAZAAR

These guidelines are also called BIG BAZAAR RECRUITMENT RULES.

OBJECTIVE

The main objective of detailing guidelines is that the right type of

personnel’s are recruited, who fulfills the requisite job specifications
for Recruitment including the desirable level of qualification, skills/
experiences and competence which is essential for the sustained
vitality and growth of the organization

APPLICABLITY AND SCOPE

The guidelines shall apply to the Managerial/ Executive/ Supervisors

category of employees in the pay scale/level, as announced
separately in the classification of employees order. Detailed job
specifications, required to recruit the person at various Levels/
Grades.

RECRUITMENT

Recruitment shall be resorted for induction of talent from outside,

when suitable Candidates are not available from within the
organization or upon a specific demand of the post is such that it has
to be filled up from the open market.

SOURCES OF RECRUITMENT

From within organization through Transfers;

• Through Employment Exchanges

• Through Placement agencies/ Consultants

• Through open Market Advertisements

• From Engineering /Management / Educational Institutes.

32
 • Through E-mail sources viz Naukri.com etc.

• Through Contractors /Suppliers etc.

• Through referred cases, relatives / friends etc

General

All recruitment shall be done exclusively on merit basis only Except

experienced personnel maximum age for recruitment shall be 28
years of age & Minimum 18 years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

Each person is expected to fulfill the requisite job specifications / as

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

AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 years for all classes

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

EXTENSIONS IN SERVICE

In case any employee requests for extension of services on attaining

the age of superannuation, i.e., 60 years, or management wishes to
retain his service in the interest of the organization, subject to
medically fitness, the management at its sole discretion, may grant
such extension of service for one year at a time, However, a
management may also consider reappointment of a retired employee

33
on a contract basis. However such a person shall be entitled to a
consolidated amount and contracted facilities/ perquisites only. He
shall not be entitled to any other facility/perquisite as applicable to
other regular Executives/ Employees of the company of his cadre

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HOD’s / Sectional Heads shall raise a requisition in the prescribed

format, as per sanctioned manpower and duly approved by
competent authority.

STANDARD APPLICATION FORM

Candidates application screened / short listed are required to fill in

the prescribed application form in their own handwriting and submit
the same to HR Department along with a passport size photograph,
photocopies of certificate and testimonials etc, in support of their
Age, Qualification, Experience conduct etc

LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre shall be

issued a letter of appointment as per the Standard Format placed.

SERVICE AGREEMENT

Experienced personnel recruited in Executive cadre may be required

to execute a service agreement to serve the organization at least for
a period of two years, after joining the service of the company.

ANTECEDENT VERIFICATION

Each Candidate should state names along with contact address

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

34
SCRUITINY OF APPLIACTION

All application received from the candidates, shall initially be

screened by HR Department Recruitment section to ensure that
candidate fulfills the job specifications and there after send the
screened applications to respective HOD / Requisition authority for
detailed screening and ensuring that the candidate meet their
requirement and return such screened applications back to

H R Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

All applicants, who have been short listed for an appointment in the
Company, shall be required to complete an Application Blank for
Employment in his own handwriting.

35
RECRUITMENT AND SELECTION POLICIES FOR
EXECUTIVE AND MANAGEMENT TRAINEE

SCOPE & OBJECTIVES:

Keeping in the view the existing and expansion needs as well as to

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

TITLE & APPLICABILITY

This scheme shall be called as ET/MT scheme which interlaid include

CA’s, MBA’s, ICWA, Engineers. IT Professionals and Commerce
discipline candidates and shall come into force, w.e. from 1st April
2007. All such Trainees recruited shall be placed in Executive Cadre
(E- Cadre)

TRAINING AND STIPEND

Candidate recruited as Trainee shall undergo six month training.

Their job specifications and level shall be as stated here under:-

MANAGEMENT TRAINEE:

Minimum qualifications

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

IT Engineers

36
Fresh CA’s

Training Duration

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

training period shall exceed for 9 months

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc

including organizational setup, orientation and exposures to
organizational Rules and Regulations

Next 2 ½ months- On the job training in various Department on

rotational basis so as to know all the functions of the organization

Next 3 months- On the job/ under study /Training in the parent

Department where the Trainee has to be placed finally. To be trained
in detailed working and in depth studies & working of that
department.

EXECUTIVE TRAINEE:

Training Period: 6 months extended by another 3 months not

beyond that

ICWA’S/Bright Commerce Graduate with min 50% pass marks

MBA’s from ‘C’ class & below level Management Institutes.

Diploma Holder of minimum 1 year duration of respective vocation/

Profession after Graduation

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc

including organizational setup, orientation and exposure to
organizational Rules and Regulations

37
Next 2 and ½ months- On the job training in various Department
on rotational basis so as to know the all the functions of the
organization

Next 3 months- On the job/ under study / Training in the parent

Department, to be trained in detailed working and in depth studies &
workin of that department, where he has to be placed initially.

Age:

The age limit of trainee shall not be above 25 years of age at the
time of selection. However, this can be relaxed by 3 years in the case
of CA’s/ICWA’s/Professional Trained personnel.

Review:

Progress of each trainee shall be reviewed by a committee consisting

of Guru/ Supervisor/HOD/Trainer and a HR representative every
quarter.

Recruitment:

Recruitment of MT;s/ET/s shall be done on a continuous basis.

However, campus recruitment shall be encouraged for this level of
personnel. To impart effective training recruitment of MT’s and ET’s
shall be done twice a year, keeping into view the manpower
requirement of the organization. During recruitment specific
emphasis shall be laid on the overall personality, IQ, EQ and
performance in the exam starting from Board School Exams onward
and his potential to meet organizational needs & challenges and to fit
in organizational culture.

Candidates to be recruited shall be evaluated through written Tests,

Group Discussions and Interviews by the expert committee,
candidates selected for recruitment shall be physically fit and

38
mentally alert and each trainee shall have to qualify in medical
standards as laid down by the company

Service Agreement

As company incurs a substantial costs on training the personnel, all

Trainees, shall have to execute a service agreement with the
company for a minimum period of two years after the completion of
scheduled training period.

Progress Report:

Each trainee shall submit a Monthly Report to Training Manager

about his Training work, difficulties and suggestions made. As stated
in Para 4 and in order to keep a watch on the progress of each
trainee there shall be a Quarterly Assessment by the concerned
Guru/Supervisor and Training officer about the learning and progress
of the Trainee. Every quarter each trainee shall undergo Performance
Review so as to assess his learning and get feedback about his
adjustment in the organization and if needed counseling session shall
be held with the Trainee.

Each trainee shall undergo a written Test upon completion of Training

and only trainees who have got constantly a ‘Good’ rating shall be
withdrawn from the training scheme and be placed in appropriate
level/ Grade.

Training Module

Training modules for each trade shall be announced and circulated by

the Training department from time to time.

Implementation of Training Scheme

Training scheme shall be coordinated by Training Manager/ H R

Department, and shall be reviewed periodically on need based.

39
Placement of Trainees Upon withdrawal from Training

Each person upon successful completion of training shall be placed in

the company’s Executive cadre and in regular pay scale as per the
service agreement / Company pay structure.

Service Conditions

All Trainees engaged in Executive Cadre shall be governed by the

Service Rules of the company and the terms and conditions laid down
in their letter of appointment and service agreement which they shall
be required to be executed at the time of joining the company.

40
 FLOW CHART FOR

RECRUITMENT AND SELECTION IN BIG BAZAAR

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with

Business Head)

Selection Procedures (Initial interview by HR

Department/Finalization by Business

Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal

41
 RECEIPE FOR A SUCESSFUL RECRUITMENT
AND SELECTION PROCESS

• Develop a written job description, which clearly articulates the

essential elements of the job.

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

measurable as possible.

• Find qualified and diverse applicants by casting your

recruitment net far and wide.

• Evaluate all applicants by the same criteria.

• Never make prohibited pre-employment inquiries.

• Safe questions are those which are clearly job-related.

• Establish and retain documentation supporting all selection or

rejection decisions.

The process of recruitment and selection of staff occurs within a

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

Every administrator should consider applicable laws whenever

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

42
begin. Following are 12 steps that every effective search process
should include:

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

Position

The institution's goals and mission statement should be clearly

defined and understood prior to conducting a search for qualified
individuals. It should also emphasize the people oriented nature of
the organization.

2. Perform a Position Analysis

Every student affairs division should identify the characteristics and

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

Whether the position is new or recently vacated, there must be a

careful determination of why the position is needed, precisely how it
will assist the division and the institution in achieving its goals and
mission, how it relates to other positions in the division, and what
skills and other abilities are necessary to carry out its responsibilities.

Finally, the position analysis should include a judgment as to whether

other positions in the division should be reconfigured in light of the
vacancy.

3. Prepare the Position Description

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

43
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

44
 • Physical and working conditions

• Goals for the position

• Work activities

• Procedures and conditions of employment

• Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

The integrated staffing model suggests the use of a search

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

• Student affairs staff outside the department with the vacancy

• Staff from non-student affairs areas of the institution

• Students

• Faculty members

• Professional staff in the area/department with vacancy

• Support staff in the area/department with vacancy

According to Winston 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

45
may impede timely reviews of applications, which may result in
having highly qualified candidates withdraw because they have
received offers from competing institutions.

As search committees tend to be ad hoc committees, members may

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

The empowering official shall clarify the following responsibilities with

the search committee members:

• Select a search committee chairperson

• Prepare the position description (this responsibility is

sometimes fulfilled prior to appointment of the search committee)

• Determine the timeline of the search process

• Prepare the position announcement

• Advertise the position

• Manage the overall search process

• Determine the finalists

• Make arrangements for interviews

• Make or recommend the final decision

46
5. Prepare the Position Announcement

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

• Title

• Location and demographics of the institution

• Supervisor

• Mission of institution and division

• Contributions expected by the staff member toward the

accomplishment of these missions

• Goals and work requirements of the position

• Minimum education

• Experience and knowledge requirements

• Conditions of employment

• Date for beginning of review process

• Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the

overall search process by encouraging self-elimination of candidates
who clearly do not fit the announced requirements.

6. Advertise the Position

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

47
likely to target the audience most important to reach. Possibilities to
consider are

• Campus resources such as publications, offices, employee

referrals, web-sites, or electronic bulletin boards

• Local newspapers

• Word-of-mouth

• Employment agencies

• Mass media advertising (radio, television, etc.)

• Professional lists

• Professional journals and web-sites.

• Professional placement conferences and exchanges.

• The Chronicle of Higher Education - The Chronicle of Higher

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

Extra care should be taken to ensure that the announcement reaches

potential minority candidates.

7. Conduct the Search

The individual and office listed in the position announcement should

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

Applicants that the division would normally judge unacceptable

suddenly seem desirable when the need to hire a body, "any body",
becomes severe. The division will face a natural temptation to short-

48
circuit the standard screening process and hire a replacement
immediately.

One way to avoid such crisis hiring is to encourage qualified

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

8. Screen the Applicants

Screening of applications should be conducted from the beginning of

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

Selection methods that focus both on crucial requirements and

organizational culture include:

• Interviews

• Biographical data

• Work samples

• Self-assessment

• Personality tests

• Cognitive abilities

• Physical abilities

49
 • Use of an assessment center

• A thorough literature review concerning the screening of

resumes.

A comprehensive employment application is the cornerstone of every

successful pre-employment screening program. It will identify many
undesirable applicants early in the selection process. The completion
of an application 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

50
candidates. Often, the size of the departmental recruitment budget
will determine both the type and the number of interviews that will
be conducted. Many times, institution with limited budgets will begin
the interview process by conducting telephone interviews. Telephone
interviews can be held with either an individual or a group of people
as the interviewer. If a group of people interviews the candidate,
arrangements should be made to conduct a conference telephone call
with the candidate.

If an institution is fortunate to have a healthy recruitment budget,

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

• Arrange and confirm dates and times with candidate

• Develop the interview schedule and confirm with all individuals

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

• Arrange for escorts to and from all interviews

• Arrange overnight accommodations if necessary

• Arrange for transportation if necessary

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

station, etc. if necessary)

• Arrange for any meals provided outside of the interview

schedule if necessary

51
 • Develop an evaluation tool for all interviewers to use upon
completion of the interview

• The candidate should be reimbursed for all travel related

expenses incurred in order to attend the interview unless other
arrangements have been made.

10. Interview the Finalists

Interviewing an applicant from a resume can lead the search

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

As a result, interviews must be conducted from completed

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

Interviews should involve multiple interviewers. It is always

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

11. Conduct Reference Checks

52
One of the most crucial but often neglected steps in the hiring
process is reference checking. Reference checking is often forfeited
when a student affairs division is pressured to hire in a hurry.
Additionally, reference checking can be a frustrating exercise that
yields little useful information about a candidate. Nevertheless, the
desire to save time and avoid legal ramifications should not prevent
any recruitment staff from conducting thorough reference checks on
all prospective new hires.

Reference checks round out the profile of a job applicant by providing

third-party support for first impressions. Reference checks should be
made only for those candidates who have advanced to the finalist
stage and who are under serious consideration for the job.

When calling a reference, be friendly and courteous. Ask if it is a

good time to talk then put the person at ease by mentioning
something or someone you both have in common. After developing
rapport, begin with basic questions about the applicant. This will yield
essential information while breaking the ice. Ask for confirmation of
employment dates, title, job duties, salary and the name of the
previous employer. Next, segue into a brief description of the
experience and skills you have been looking for and ask the
reference to comment on the applicant's ability to handle some of the
typical responsibilities

Some ways to improve reference checking are:

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

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

• To increase the chances of contacting candid references, ask

each applicant for at least five names, including immediate

53
 supervisors. Additionally, request a fact about each contact, such
as membership in professional associations, which can be used as
an icebreaker when calling.

• The position supervisor should call all references personally.

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

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

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

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

disabilities, religion, ethnicity, gender, or other personal issues.
Such information may not be used in making a hiring decision.
The committee may submit one of the following types of
recommendations, depending upon the charge that was originally
given to the search committee:

12. Make the Offer

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

• The name of one candidate

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

preference

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

54
Once a qualified candidate or candidates has been recommended to
the hiring supervisor, the supervisor should strongly consider the
recommendation that has been presented. The supervisor may
accept a hiring recommendation or charge the search committee to
continue the search.

Should a hiring recommendation be accepted, the supervisor should

contact the preferred candidate and make the job offer. Some
important issues that should be addressed in the job offer are:

• Starting salary

• Starting date

• Length of contract

• Employee benefits

• Moving expenses (if applicable)

• Living accommodations (if applicable)

• Any other points of negotiation

The candidate should be given sufficient time to either accept or

reject the offer. However, the hiring authority should not compromise
the availability of other candidates if the candidate of choice declines
the offer by allowing too much time to pass between the offer and
the decision.

If the candidate accepts the position, the offer and conditions of

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

Once an individual has been secured for the position, all other
candidates should be notified immediately. They should be informed

55
of the closure to the search and thanked for their interest in the
position. It is proper etiquette to notify those candidates who were
interviewed, either by telephone or in person, personally.

Finally, the search 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.

56
 • Provide the candidate with professional materials
representative of the company.

• Conduct open searches. If there is an internal candidate or

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

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

process.

ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

• Religion should not be a factor in advertising vacant positions

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

• Search committee members should be trained on the protocol

and legal situations.

• Search committee members should not make attempts to

deduce religious denomination based on affiliations or
organizations listed on the resume.

• Be forthright with all institution policies related to religion.

• In position advertisements attempt to list as much descriptive

information on the local community as possible.

• State all terms of employment in hiring offer.

• List all institutional policies related to dress and appropriate

attire. This is important for employees who may want wear
traditional or native attire to work.

• Be sure that hiring practices are consistent across the board.

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

57
ISSUES OF GENDER IN RECRUITMENT AND SELECTION

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

a child, or for maternity leave.

• Consider the dynamics of the interview – is the candidate being

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

• Understand questions that cannot be asked regarding family,

children, pregnancy, etc.

• Provide medical insurance that covers the full range of medical

needs of women employees, including reproductive health care.

• Provide paid sick-leave policies for employees’ illness and

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

• Provide life insurance, disability and pension programs that are

nondiscriminatory on the basis of gender.

• Have clear and vigorously enforced sex, race and sexual

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

• Before attempting to diversify a staff and make it more gender

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

1. Open communication

2. A commitment to creating an inclusive environment

3. Clear preconceived expectations based on gender

58
4. A neutral supervisor who can observe different styles and facilities
communication when a conflict arises.

5. Training – sexual harassment as well as gender issues training (It

is thought that 75-80% of sexual harassment complaints could be
prevented by understanding gender differences”

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

DO’S:

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

Always cross check the references and the information provided by

the candidate

Place a person according to his qualification and experience

Lessen the grievance of each employee and take decision according

to natural law of justice.

DON’T:

Don’t get influence by outsiders at the time of outsiders at the time

of requirement

Don’t be judgmental on personal basis

Don’t promise anything which will go against the ethos of the

organization

59
 OBJECTIVE OF THE STUDY

 To explain the constructive under which recruitment process

taken place at the Big Bazaar.
 Describe the factor to be considered while evaluating recruiting
efforts at Big Bazaar.
 To know the various source and method of recruitment at Big
Bazaar.
 To define selection and explain the selection process at the Big
Bazaar.
 Explain the value of different type of employment test and
interview at Big Bazaar.

60
 RESEARCH METHODOLOGY

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

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

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

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

61
 ANALYSIS AND INTERPRETATION

1. Does your company follow formal recruitment

process?

Yes No Can't Say

88%

10% 2%

From the above diagram it is quite clear that employees of Big

Bazaar (88%) are satisfied by the recruitment and selection
procedure followed by the company. However there can be some
changes introduced in the procedure which are suggested by the
employees to improve the recruitment and selection policy of the
company.

62
2. When does your company hires new employees?

Immediate Need
22%

Yearly Basis
4%

Both
74%

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

63
3. Which sources of recruitment your company
should follow?

3%

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

31% 15%

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

Some of the sources used by them are promotion, internal referrals

and consultancy firms.

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

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

suggested using consultancy services.

Some have suggested advertising the vacancy in newspapers also.

64
4. What criteria do you think should be used for
selection process?

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.

65
5. According to you, 3 rounds of interview in Big
Bazzar are essential for an effective recruitment
process.

0%
13%

25%

62%

0%

Strongly Agree Agree Can't Say Disagree Strongly Disagree

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

66
6. Were you given same job description as
discussed in the Interview?

2%

Yes
No

98%

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

67
7. According to you on what basis candidates should
be evaluated for selection?

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.

68
8. Do you think physical examination should be
included in selection process?

Can't Say
6%

No
24%

Yes
70%

The physical examination discloses the physical characteristics of the

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

Accordingly 70% of employees are in favor of physical examination

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

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

wasteful expenditure of the company.

69
9. Are you satisfied with the overall recruitment &
selection process of your company?

40%
Satisfied
Neutral
50%
Dissatisfied

10%

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

70
10. Which of the following factors mentioned below
you think have a beneficial effect upon the
ability of Big Bazzar to attract and retain good
employees?

Salary Package
Brand Name
Career Growth
Good Working Environment

31%

.
15%

24%

30%

From the above chart it can be understood that most of the

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

71
11. According to you, the recruitment department in
your organization is efficient enough.

0%

25%

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

25%

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

72
12. The salary offered at the time of interview to the
candidates is at par with the market rate.

0%
1 9%
25%
S t ro n g ly A g ree
A g re e
13% C a n 't S ay
D is a g re e
S t ro n g ly D is a g re e

4 3%

Interpretation:
The above graph tells us that around half of the departments are
unaware of the salary being offered to the people at the time of
joining.

73
13. You are satisfied with the recruitment process in
your organization.

Strongly Dis agre e

0%

Strongly Agre e
0%

Dis agre e
35%
Agre e
48%

Can't Say
17%

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

74
 CONCLUSION

• According to my analysis Pantaloon Retail should use Campus

placements as a source of recruitment.

Company mainly focuses on internal sources which has its own

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

• For the selection of the candidate for a vacancy company

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

• According to the analysis company should evaluate the

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

• Company should include physical examination in the selection

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

• Certain changes should be made in Recruitment and Selection

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

75
 RECOMMENDATIONS

My study of the recruitment and selection processes at Big Bazaar

generated the following findings:

• The recruitment process at Big Bazaar is in line with the recruitment

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

• The recruitment process i.e. the activity of generating the pool of

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

• The human resources department maintains the blanket count of

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

• The recruitment and selection activity is centralized and is conducted

by the human resources department at Big Bazaar head office.

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

• Walk-ins are always used as a source of recruitment for junior level.

Big Bazaar has earned a good name for itself in the entire country
and hence huge pool of candidates is created through this source.
However the hiring/applicants ratio is very low. This is because a

76
 lot of unsuitable candidates also show up for interview. This leads
to wastage of time and effort.

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

77
 Employment Cycle

Possible vacancy identified

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

Job description drawn up

Person specification drawn up

Advertisement designed and issued

_________________________________________________________
Short listing

Selection
Interviews
Phase

Appointment offered

Induction
Employment
Phase

Training, development & appraisal

______________________________________________________________

Exit
Resignation or retirement
Phase

78
Not only recruitment and selection phase but also other phases
(employment phase and exit phase) of employment cycle can be
improved if all phases are properly interlinked with each other, as
shown in above figure.
At the time of recruitment, when a possible vacancy occurs, it is a
good idea to look at the post that is being vacated to see:
• Are the functions that were being carried out still going to be
needed?
• Is the position changing such that new skills will be needed in the
near future?
• Can the job be combined with another job that may also be
undergoing a change?
Only after checking all these points, go ahead with other parts of
recruitment phase.
In case of job description, check the following points:
• Formal job description
• Does it fit the pattern?

In case of advertisement designed and issued:

• Where would you advertise your job in order to attract suitable
candidates?
• How would you word the advertisement?

At the time of selection, first comes short listing and after this interview.
In case of interview, check the following points:
• Structure of interview (one-to-one interview, two-to-one
interview, panel interview)
• Feasibility of interview pattern
And after this, last part of selection phase that is appointment offered
comes.

79
 BIBLIOGRAPHY

BOOKS:

Understanding and managing people (BEACON BOOKS)

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

INTERNET SOURCES:

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

80
APPENDIX

81
 QUESTIONNAIRE

DEPARTMENT

DESIGNATION

1. Does your company follow formal recruitment process ?

82
a) Yes b) No

c) Can't say

2. When does your company hires new employees ?

a) Immediate need

b) Yearly basis

c) Both

83
3. Which sources of recruitment your company should follow ?

a) Promotion / Transfer

b) Consultancy

c) Campus Placements

d) References

84
e) Any Other……………………………………………………………..

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

a) Written test

b) Personal Interview

c) Written test and Interview

d) Any Other………………………………………………………………..

85
5. According to you, 3 rounds of interview in Big Bazzar are essential
for an effective recruitment process.
a) Strongly agree b) Agree c)Can’t say
d) Disagree e) Strongly disagree

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

Interview?

a) Yes b) No

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

selection ?

a) Academic Qualification

b) Experience

86
c) Family Background

d) All of the above

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

process ?

a) Yes b) No

c) Can't say

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

a) Satisfied b) Neutral
87
c) Dissatisfied

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

a) Salary Package

b) Brand Name

c) Career Growth

88
e) Good working environment

e) Any Other……………………………………………………………..

11. According to you, the recruitment department in your

organization is efficient enough.
a) Strongly agree 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

89
13. You are satisfied with the recruitment process in your
organization.
a) Strongly agree b) Agree c) Can’t say
d) Disagree e) Strongly disagree

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

______________________________________________________

___________

______________________________________________________

______________________________________________________

90
______________________________________________________

91