Recruitment and Selection at Big Bazaar family center

Partial Fulfillment of the Requirements for the Award of Post Graduate Diploma in Management (Recognized by AICTE, Ministry of HRD, Govt. of India)

By

Arti Chaudhary PG-11-09 Batch 2011-13

Under the guidance of

Prof. Aakanksha uppal Program coordinator

INMANTEC, Ghaziabad

Integrated Academy of Management and Technology

Ghaziabad 23 April 2012-23 June 2012

ACKNOWLEDGEMENT
A work is never a work of an individual. I owe a sense of gratitude to the intelligence and co-operation of all people who had been so easily let me understand what I needed from time to time for completion of this exclusive project. I wish to thank to all the people who helped and supported me to complete this project successfully. I am also grateful to Mr. DIWAKAR DWIVEDI, H.R, who is also my guide, giving me full support, confidence and how to work in a retail industry. I must say he is very passionate person. I express heartfelt thanks to Mrs. Aakanksha Uppal , Professor PGDM, Department of Management studies for his valuable guidance, his full support and co-operation without which this project report would not have been completed.

Last but not the least, we want to thank to our family and friends for their wholehearted support for the completion of this Project.

Table of Contents
Executive Summary ................................................................... 4 Introduction ............................................................................... 5 Purpose of the Study ................................................................. 5 Industry Overview ..................................................................... 5

Research Objectives ................................................................ 12

Research Methodology .................................................. ......... 13 Research Design ............................................................. ......... 13 Data Collection Method and Instrument ..................... ......... 13 Sampling and Sample Size ............................................ ......... 13 Data Analysis Techniques ............................................. ......... 13 Limitations of the Study ................................................ ......... 13 Data Analysis and Interpretation ................................. ......... 14 Findings of the Study ..................................................... ......... 25 Recommendations .......................................................... ......... 26 Conclusions ..................................................................... ......... 27 Annexure .......................................................................... ......... 28 Annexure A(questionnaire) ............................................ ......... 28 References ....................................................................... ............ 34

Executive Summary
The major objective of the study is to analysis the recruitment and selection process at a Big Bazaar Family Centre at Vasant Kunj and find the employee satisfaction level with it and tell the reasons for dissatisfaction among employees if any so that to improve the efficiency of their recruitment and selection process. Recruitment is the discovering of potential applicant for actual or anticipated organizational vacancies. Accordingly the purpose of recruitment is to locate sources of manpower to meet the job requirements and job specification. The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and devise adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and recruitment or not. As the time period of summer training is limited to 2 month and number of respondents is taken only 200 which are the limitations of study.

INTRODUCTION
2.1 PURPOSE OF STUDY
The purpose of research is to study the recruitment and selection process at a Big Bazaar family Centre at Vasant Kunj and find the employee satisfaction level with it and tell the reasons for dissatisfaction among employees if any so that to improve the efficiency of their recruitment and selection process.

2.2Future group Profile

Every day, Future Group brings multiple products, opportunities and services to millions of customers in India. Through over 15 million square feet of retail space, we serve customers in 85 cities and 60 rural locations across the country. Most of all, we help India shop, save and realize dreams and aspirations to live a better quality of life every day. Future Group understands the soul of Indian consumers. As one of Indias retail pioneers with multiple retail formats, we connect a diverse and passionate community of Indian buyers, sellers and businesses. The collective impact on business is staggering: Around 220 million customers walk into our stores each year and choose products and services supplied by over 30,000 small, medium and large entrepreneurs and manufacturers from across India. And this number is set to grow.

Future Group employs 35,000 people directly from every section of our society. We source our supplies from enterprises across the country, creating fresh employment, impacting livelihoods, empowering local communities and fostering mutual growth. We believe in the Indian dream and have aligned our business practices to our larger objective of being a premier catalyst in Indias consumption-led growth story. Working towards this end, we are ushering positive socio-economic changes in communities to help the Indian dream fly high and the Sone Ki Chidiya soar once again. This approach remains embedded in our ethos even as we rapidly expand our footprints deeper into India.

Retail
Pantaloon Retail (India) Limited Future Value Retail Limited

Finance
Future General Life Insurance Company Limited Future General (India) Insurance Company Limited Future Capital Holdings Limited Future Ventures (India) Limited

Services
Future Supply Chains Limited Future Human Development Limited Future Media (India) Limited Future Corporate Resources Limited Public Limited Companies listed in the National Stock Exchange and Bombay Stock Exchange

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Our Beliefs
Future Group was founded on a simple idea: Rewrite rules, retain values. This fundamental belief created a new kind of marketplace, forever transforming Indian retail. Today our core values continue to guide how we do business and improve the quality of life of the people we serve. At Future Group we are committed to being a catalyst of positive change in the communities, societies and business sectors in which we operate. We envision Indias transformation into the legendary 'Sone Ki Chidiya' (golden bird), taking wings once again to reach greater heights. We take pride in our Indianness. Our belief in inclusiveness for long-term sustainable growth and economic prosperity evokes trust among consumers, employees, suppliers, partners, shareholders and the community. Mission We share the vision and belief that our customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments for classes and for masses. We shall infuse Indian brands with confidence and renewed ambition. We shall be efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful.

Executive Committee Board Considered a pioneer of modern retail in India, Kishores leadership has led the groups transformation into Indias leading player in the consumption sector. Regularly ranked among Indias most admired CEOs, he is the author of the book It Happened in India. He has won multiple awards from government bodies and the private sector in India and abroad and is on the board of a number of bodies, including the National Innovation Foundation in India and New York Fashion Board.

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In a career spanning over 18 years, Anshuman has worked in all aspects of the value chain across several industry segments such as Discrete Manufacturing, Durables, Textiles, Retail and Supply Chain with companies like Grasim, H&R Johnson, Bombay Dyeing, and Welspun Retail. He is responsible for starting the first Home Furnishings Specialty Retail Chain in the country in his last assignment as the Director and CEO of Welspun Retail Ltd. before rejoining Future Group where he created Future Supply Chains Ltd. Anshuman is a Mechanical Engineer and an MBA. A Chartered Accountant by training, Anand has nearly 20 years of experience in corporate finance and banking across diversified business groups. Before joining Future Group, he was President-Corporate Finance, Vedanta Resources Group. He has been associated with Motorola India, Credit Lyonnais, HSBC, IL & FS and Citibank. An alumnus of IIT Mumbai and IIM Bangalore, Damodar has over two decades of experience in the FMCG and food industry. He was a co-founder of DMart, a supermarket chain in Western India, and was associated with Uniliver in India. Co-founder of the ColorPlus brand, Kailash has over three decades of valuable experience in the fashion business and is considered to be a stalwart in the Indian fashion industry. Before joining Pantaloon Retail, he was associated with Weekender, Arvind Mills and Mafatlal Industries, among other companies. A qualified Chartered Accountant and Company Secretary with approximately 24 years of professional experience in corporate finance, strategic business planning and investment advisory, Mr. Rathi has worked in organizations such as KEC International, H&R Johnson and Motilal Oswal Private Equity Advisors. He has previously worked as Group CFO with Pantaloon Retail. Sanjay has over two decade of experience in working with a wide range of companies in the services sector in India and abroad. A post-graduate from Pune University, he joined Future Group in July 2005. Before this he worked with companies like DHL Limited, Indian Hotels Group, Bharti Enterprises and RPG Enterprises. An alumnus of IIM Ahmedabad, Santosh has over two decades of experience in advertising. He was President of McCann-Erickson, India prior to his association with Future Group. A highly

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respected figure in the advertising and marketing community in India, Santosh is a columnist with the Times of India and several other publications and has addressed the global management boards of several multinationals, including Hersheys, Microsoft, Philips, Unilever, Coke etc. He is also the author of the book Mother Pious Lady Making Sense of Everyday India. An entrepreneur in his own right and an urban developer, Sumit has 21 years of corporate experience with significant exposure to the real estate sector. Before joining Future Group, he was on the Board of Directors of Calcutta Metropolitan Group and Riverbank Holdings. He has served as a Member of Infrastructure Council in CII, Infrastructure Sub-Committee Chairman, Regional Council Member and Core Group Retail Chairman in CII (Eastern Region), and as an Infrastructure Committee Member, Executive Committee Member, and Chairman of Young Leaders Forum in the Indian Chamber of Commerce. An alumnus of Birla Institute of Technology and Harvard Business School, he joined Future Group in Au

Founders' Board
Kishore Biyani Anil Biyani Rakesh Biyani Sunil Biyani Vijay Biyani Group CEO,Future Group Director, Future Group Director, Future Group Director, Future Group Director, Future Group

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Strategy
A new normal is being defined in the Indian consumer market every day. With far-reaching socio-economic changes that India has undergone in the last decade, the drivers in urban and rural India are maturing fast. With a growth strategy tempered with localization and an inclusive business model, Future Group is the only pure play local retailer poised to lead Indias consumption story with sustainable value creation. Our multi-format retail strategy captures almost the entire consumption basket of Indian customers. As modern retail drives new demand, efficiency and consumption in new categories, our strategy is based on our deep understanding of Indian consumers. We understand the varied buying behavior of the Indian consumer across regional ethnicities and are constantly innovating to craft strategies that address the subtle differences. Future Group's strategy is aimed at achieving inclusive, sustained and profitable growth with three levers Customer-orientation The bottom line in each of our retail success stories is "know your customer". Insights into the soul of Indian consumers - how they operate, think, dream and line - helps us innovate and create differentiating functionally. Continuous-innovation As India's largest retailer, we understand the importance of innovation. We rethink strategies and realign businesses with increasing agility to provide diverse customer groups with refreshingly different retail experiences. Collaborative transformation Creating a collaborative environment combining our strengths with our suppliers and vendors helps us create immense value for our customers which in turn foster mutual growth. We believe that modern Indian retail rests on the strength of two pillars scale and efficiencies. As front-runners in both areas, we firmly believe our core responsibility lies in providing protection to customers from the overall rate of inflation. While the scale and size of our

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operations helps us improve efficiencies, it also ensures we deliver greater value to our customers. Our retail thrust is focused on four principal verticals of Food, Fashion, General Merchandise and Home. These four categories together account for nearly 65% of the consumption in the country and represent mass consumer aspirations. Acknowledging this, we are creating retail pure play through divestment and demerger of non-retail businesses to concentrate our efforts on these verticals. Indias retail boom is being driven by resurgence in the economy. Modern retail still has around 6% share of the total retail spend in the country that is estimated at around US $ 400 billion. Thus, the potential for modern retail growth in India is huge. Currently, leading retailers in mature markets occupy the top three slots by turnover, employment and value creation. As the Indian economy matures, it is upon us to make the same happen in our country.

Milestones
25 years ago, we began our pioneering journey transforming the Indian retail landscape, wholeheartedly believing in rewriting rules and retaining values. Today, our deep footprint across India and landmark growth is testament to our enduring values. 2011 April 2011 KBs Fairprice celebrates opening its 200 stores in India May 2011 Future Supply Chains becomes ISO certified

2010 Future Group launches its telecom brand T24 in partnership with Tata Teleservices to provide additional loyalty benefits to its customers. Future Group launches products in key FMCG categories through Such, a brand co-created with Sachin Tendulkar.

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 Future Group connects over 4000 small and medium Indian manufacturers and entrepreneurs with consumers.

2009 Future Group celebrates its first Shopping Festival across all retail formats in key Indian cities. Future University starts its campuses in Ahmadabad, Bangalore and Kolkata to offer degree programs through a tie-up with IGNOU. Future Group partners with Hong Kong-based Li & Fung Group to strengthen its supply chain and logistics network across the country.

2008 2007 Future Capital Holdings becomes the second group company to make a successful Initial Public Offering (IPO) in the Indian capital market. Big Bazaar crosses the 100-store mark, marking one of the fastest expansions of the hypermarket format anywhere in the world. Total operational retail space crosses the 10 million square feet mark. Future Group acquires rural retail chain Aadhar from the Godrej Group, which has a presence in 65 rural locations. Future Group crosses the $1 billion turnover mark. Specialized companies in retail media, logistics, IPR and brand development and retail-led technology services become operational. Pantaloon Retail wins the International Retailer of the Year award at US-based National Retail Federation convention in New York, and Emerging Retailer of the Year award at the World Retail Congress held in Barcelona. Online portal Futurebazaar.com becomes Indias most popular shopping portal. 2006

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 Future Capital Holdings, the groups financial arm, is formed to manage over $1.5 billion in real estate, private equity and retail infrastructure funds. Home Town, the home building and improvement products retail chain, is launched along with consumer durables format Ezone and furniture chain Furniture Bazaar. Future Group enters into joint venture agreements to launch insurance products with Italian insurance major Generali. Future Group forms joint ventures with US office stationery retailer Staples.

2005 Future Group moves beyond retail and acquires a stake in Galaxy Entertainment, Indus League Clothing and Planet Retail. Future Group sets up Kshitij, Indias first real estate investment fund, to build a chain of shopping malls.

2004 Future Group launches Indias first seamless mall, Central, in Bangalore.

2002 Food Bazaar, the supermarket chain is launched.

2001 Future Group launches three Big Bazaar stores within a span of 22 days in Kolkata, Bangalore and Hyderabad.

1997 Future Group enters modern retail with the launch of the first 8000-sq. ft. store Pantaloons in Kolkata.

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1995 Future Group launches John Miller, a brand for Formal shirts.

1994 The Pantaloon Shoppe, Future Groups exclusive menswear store in a franchisee format is launched across the nation. The company starts distribution of branded garments through multi-brand retail outlets across the nation.

1992 Pantaloon Retail India Ltd makes an Initial public offer (IPO).

1991 BARE, an Indian denim brand is launched.

1987 The company is incorporated under the name of Manz Wear Private Limited. Pantaloons, one of Indias first formal trouser brands, is launched.

Big bazaar

Big Bazaar is a chain of hypermarket in India. Currently, there are 214 stores across 90 cities and towns in India covering around 16 million sq.ft. of retail space. Big Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters offering a wide range of merchandise including fashion and apparels, food products, general merchandise, furniture, electronics, books, fast food and leisure and entertainment sections.

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Big Bazaar is part of Future Group, which also owns the Central Hypermarket Brand Factory Pantaloons, eZONE, HomeTown, futurebazaar.com, KB's Fair Price to name a few and is owned through a wholly owned subsidiary of Pantaloon Retail India Limited(BSE: 523574 523574, that is listed on Indian stock exchanges.

History
Big Bazaar was launched in September, 2001 with the opening of its first four stores in Calcutta Indore, Bangalore and Hyderabad in 22 days. Within a span of ten years, there are now 161 Big Bazaar stores in 90 cities and towns across India. Big Bazaar was started by Kishore Biyani, the Group CEO and Managing Director of Pantaloon Retail India. Though Big Bazaar was launched purely as a fashion format including apparel, cosmetics, accessory and general merchandise, over the years Big Bazaar has included a wide range of products and service offerings under their retail chain. The current formats include Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar. The inspiration behind this entire retail format was from Saravana Stores, a local store in T. Nagar, Chennai The stores are customized to provide the feel of mandis and melas [2] while offering the modern retail features like Quality, Choice and Convenience. As the modern Indian family's favorite retail store, Big Bazaar is popularly known as the "Indian Walmart". On successful completion of ten years in Indian retail industry, in 2011, Big Bazaar has come up a new logo with a new tag line: Naye India Ka Bazaar, replacing the earlier one: 'Isse Sasta Aur Accha Kahin Nahin'.

Strategy At Big Bazaar

According to Kishore Biyani's 3-C theory, Change and Confidence among the entire population is leading to rise in Consumption, through better employment and income which in turn is creating value to the agricultural products across the country. ] Big Bazaar has divided India into three segments:

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India one: Consuming class which includes upper middle and lower middle class (14% of India's population). India two: Serving class which includes people like drivers, household helps, office peons, liftmen, washermen, etc. (55% of India's population) and India three: Struggling class (remaining 31% of India's population). While Big Bazaar is targeted at the population across India one and India two segments, Aadhaar Wholesale is aimed at reaching the population in India three segment. With this, Future Groupemerged as a retail destination for consumers across all classes in the Indian society

Operations
The Big Bazaar Store in Nagpur.

Most Big Bazaar stores are multi-level and are located in stand-alone buildings in city centers as well as within shopping malls. These stores offer over 200,000 SKUs in a wide range of categories led primarily by fashion and food products. Food Bazaar, a supermarket format was incorporated within Big Bazaar in 2002 and is now present within every Big Bazaar as well as in independent locations. A typical Big Bazaar is spread across around 50,000 square feet (4,600 m2) of retail space. While the larger metropolises

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have Big Bazaar Family centers measuring between 75,000 square feet (7,000 m2) and 160,000 square feet (15,000 m2), Big Bazaar Express stores in smaller towns measure around 30,000 square feet (2,800 m2). Big Bazaar has the facility to purchase products online through its official web page, and offers free shipping on some of their products.

Innovation
Wednesday Bazaar
Big Bazaar introduced the Wednesday Bazaar concept and promoted it as Hafte Ka Sabse Sasta Din. It was mainly to draw customers to the stores on Wednesdays, when least number of customers are observed. According to the chain, the aim of the concept is "to give home makers the power to save the most and even the stores in the city don a fresh look to make customers feel that it is their day,

Sabse Sasta Din

With a desire to achieve sales of Rs 26 Crore in a one single day, Big Bazaar introduced the concept of "Sabse Sasta Din". The idea was to simply create a day in a year that truly belonged to Big Bazaar. This was launched on January 26, 2006 and the result was exceptional that police had to come in to control the mammoth crowd. The concept was such a huge hit that the offer was increased from one day to three days in 2009 (24 to 26 Jan) and to five days in 2011 (22-26 Jan).

Maha Bachat
Maha Bachat was started off in 2006 as a single day campaign with attractive promotional offers across all Big Bazaar stores. Over the years it has grown into a 6 days biannual campaign. It has attractive offers in all its value formats such as Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar - catering to the entire needs of a consumer. The Great Exchange Offer On February 12, 2009 Big Bazaar launched "The Great Exchange Offer", through with the customers can exchange their old goods in for Big Bazaar coupons. Later, consumers can redeem these coupons for brand new goods across the nation.

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Big Bazaar at Sarkhej Gandhinagar Highway in Ahmedabad

2001

Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and Hyderabad
2002

Big Bazaar - ICICI Bank Card is launched. Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at High Street Phoenix
2003

Big Bazaar enters Tier II cities with the launch of the store in Nagpur Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon
2004

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 Big Bazaar wins its first award and national recognition. Big Bazaar and Food Bazaar awarded the countrys most admired retailer award in value retailing and food retailing segment at the India Retail Forum A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million turnover on a single day
2005

Initiates the implementation of SAP and pilots a RFID project at its central warehouse in Tarapur Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers to exchange household junk at Big Bazaar Electronic Bazaar and Furniture Bazaar are launched Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card program to reward its loyal customers.

2006

Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1, 37,367 shopping bill. The Sangli farmer becomes Big Bazaars largest ever customer. Big Bazaar launches Shakti, Indias first credit card program tailored for housewives Navaras the jewellery store launched within Big Bazaar stores
2007

The 50th Big Bazaar store is launched in Kanpur Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping portal Big Bazaar initiates the "Power of One" campaign to help raise funds for the Save The Children India Fund

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 Pantaloon Retail wins the International Retailer of the Year at US-based National Retail Federation convention in New York and Emerging Retailer of the Year award at the World Retail Congress held in Barcelona.
2008

Big Bazaar becomes the fastest growing hypermarket format in the world with the launch of its 101st store within 7 years of launch Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar Big Bazaar joins the league of Indias Business Super brands. It is voted among the top ten service brands in the country in the latest Pitch-IMRB international survey Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar" campaign, to provide exceptional deals on groceries and food items during the first week of every month.
2009

Big Bazaar opens its second store in Assam at Tinsukia Big Bazaar initiates Maha Annasantarpane program at its stores in South India a unique initiative to offer meals to visitors and support local social organizations Big Bazaar captures almost one-third share in food and grocery products sold through modern retail in India Mahendra Singh Dhoni and Asin, youth icons of India, were chosen as the brand ambassadors of Big Bazaar Big Bazaar announced the launch of 'The Great Exchange Offer' Formed a joint venture with Hidesign to launch Holii, a new brand of handbags, laptop bags and other accessories.
2010

Future Value Retail Limited is formed as a specialized subsidiary to spearhead the groups value retail business through Big Bazaar, Food Bazaar and other formats. Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged the Most Preferred Multi Brand Food & Beverage Chain, Most

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Preferred Multi Brand Retail Outlet and Most Preferred Multi Brand One Stop Shop Big Bazaar connects over 30,000 small and medium Indian manufacturers and entrepreneurs with around 200 million customers visiting its stores Big Bazaar opens its third store in Kanpur at Z Square Mall Big Bazaar opens its fourth store in Kanpur at Jajmau which is the largest leather tannery garrison of Asia Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price Challenge exercise Ranked 6 among the Top 50 Service Brands in India. [10]
2011

Big Bazaar forays into the rural wholesale and distribution business through Aadhaar Wholesale store at Kalol, Gujarat. Big Bazaar has come up a new logo with a new tag line: Naye India Ka Bazaar. [11] 200th store opened in India [12] Future Group has launched its latest venture, Foodhall a premium food destination across 10 metros in India [13] For the convenience of the online customers, Big Bazaar has started free shipping on all orders above Rs. 1000 [14] Entered into an agreement with Hindustan Unilever to co-develop and co-brand bakery products, which would be sold exclusively at Big Bazaar stores. [15]
2012

Big Bazaar entered into a five year multi-million dollar deal with Cognizant Technology Solutions for IT infrastructure services that support Future Group's network of stores, warehouses, offices, and data centers. [16] Partnered with Disney to launch "Kidz Cookies", exclusively for kids across India. [17] Big Bazaar is planning to add further value to its retail services by offering Value added services like grinding, de-seeding, vegetables cutting at free of cost.

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Recruitment
Recruitment is hiring of employees from outside. Recruitment has been regarded as the most important function of the HR department , because unless the right type of people are hired, even the best plans, organization chart and control system would not do much good. Recruitment is the discovering of potential applicant for actual or anticipated organizational vacancies. Accordingly the purpose of recruitment is to locate sources of manpower to meet the job requirements and job specification. It is defined as a process to discover the sources of manpower to meet the requirements of staffing schedule and to apply effective measures for attracting the manpower to adequate number to facilitate effective selection of an effective workforce Yoder points out that recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employee effective measures to attracting that manpower in adequate number to facilitate effective selection of an effective workforce. Edwin B Flippo defines recruitment as the process of searching for prospective employees and stimulating them to apply for the jobs in the organization. It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their application are submitted. The result is a pool of applicants from which new employees are selected.

Methods of Recruitment
Dunn and Stephens summaries the possible recruiting methods into three categories, namely 1 Direct method 2 Indirect method

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 3 Third party method DIRECT METHOD The direct method includes sending of the recruiters to different educational and professional institutions, employees contact with public, and mannered exhibits. One of the widely used methods is sending the recruiters to different colleges and technical schools. This is mainly done with the cooperation of the placement office of the college. Sometimes, firms directly solicit information form the concerned professors about student with an outstanding records. Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go the desired centers.

INDIRECT METHOD
Indirect method involves mainly advertising in newspapers, on the radios, in trade and professional journals, technical magazines and brochures. Advertisements in newspapers and or trade journals and magazines are the most frequently used methods. Senior post is largely filled with such methods. Advertising is a very useful for recruiting blue color and hourly worker, as well as scientific, professional, and technical employees. Local newspaper can be good sources of blue collar workers, clerical employees, and lower level administrative employees. The main point is that the higher the position in the organization the more dispersed advertisement is likely to be. The search for the top executive might include advertisement in a national periodical, whereas the advertisement of the blue color jobs usually confine to the daily newspaper. According to the Advertisement tactic and strategy in personnel Recruitment, three main points need to be borne in the mind before an advertisement in inserted. First, to visualize the type of applicants one is trying to recruit.

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Second, to write out a list of advantages the company offers, or why should the reader join the company. Third, to decide where to run the advertisement , not only in which area, but also in which newspaper having a local, state or a nation- wide circulation.

THRID PARTY
These include the use of commercial or private employment agencies, state agencies, and placement offices of schools colleges and professional associations recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives. Private employment agencies are the most widely used sources. They charge a small fee from the applicant. They specialize in specific occupation; general office help, salesmen, technical workers, accountant, computer staff, engineers and executives. State or public employment agencies are also known as the employment or labor exchanges, are the main agencies for the public employment. Employers inform them of their personnel requirement, while job seekers get information for them about the type of job are referred by the employer. Schools and colleges offer opportunities for recruiting their student. They operate placement services where complete bio data and other particular of the student are available. Professional organization or recruiting firms maintain complete information records about employed executive. These firms maintain complete information records about employed executives. These firms are looked upon as the head hunters , raiders, and pirates by organization which loose their personnel through their efforts.

Evaluation of the recruitment method

The following are the evaluation of the recruitment method

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 Number of initial enquires received which resulted in completed application forms Number of candidates recruited. Number of candidates retained in the organization after six months. Number of candidates at various stages of the recruitment and selection process, especially those short listed.

Objective of recruitment
To attract with multi dimensional skills and experience that suite the present and future organization strategies. To induct outsider with new perspective to lead the company. To infuse fresh blood at all levels of organization. To develop an organizational culture that attracts competent people to the company. To search or headhunt people whose skill fit the companys values. To seek out non-conventional development grounds of talent To devise methodology for assessing psychological traits. To search for talent globally not just with in the company. To design entry pay that competes on quality but not on quantum. To anticipate and find people for position that doesnt exists yet. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals come to know about the company and eventually decide whether they wish to work for it. The recruitment process should inform qualified individuals about the job so that applicant can make comparison with their qualification and interest.

Factors affecting Recruitment

There are two types of factors that affect the Recruitment of candidates for the company.

1: Internal factors: These includes 29

 Companys pay package Quality of work life Organizational culture Companys size Companys product Growth rate of the company Role of trade unions Cost of recruitment

2: External factors: These include

Supply and demand factors Employment rate Labor market condition Political, legal and government factors Information system

Factors to be undertaken while formulating recruitment policies

The following factors should be undertaken while formulating the policies Government polices

Recruitment sources Recruitment needs Recruitment cost Organizational and personal policies

Theories Regarding Recruitment

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Recruitment is two way street: it takes a recruiter has a choice whom to recruit, same way the prospective employee also has taken the decision whether or not to apply for the given job vacancy. The individual take the decision usually on three different basic: The objective factors The critical contact The subjective factor The objectives theory views that the process of organizational choice as being one of weighing and evaluating set of measurable characteristic of employment offers, such pay, benefits , location, opportunity for advancement, the nature of job to performed, and education opportunities. Whereas, the critical contact theory suggests that the typical candidates is unable to make a meaningful differentiation of organizations offers in terms of objective or subjective factors, because of his limited or very short contact with the organization. Choice can be made only when applicant can readily perceive the factors such as the behavior of the recruiters, the nature of the physical facilities, and such as the efficiency in processing paper work association with the application. On the other hand, the subjective theory emphasizes the congruence. Here the choices are made on highly personal and emotional basis.

Recruitment Process
The actual steps involved in recruitment follow a well defined path:

Application shortlist: In this step, we shortlist the resume received from various
sources based on the suitability for the requirement.

Preliminary Assessment: The short listed candidates go through a preliminary

round of interviews. This interview lays more emphasis on functional competencies. To have more data on the functional skills, the candidates may be given a business case for analysis and presentation (This is done for certain positions only).

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Final interview: Here the candidates who successfully clear the first round of
interview go through another round of interview with one or more of the functional heads.

Medical Evaluation: Candidates who are selected by big bazaar are asked to undergo
a medical test.

PHILSOPHIES OF RECRUITEMT
Basically there are two Philosophies of recruitment. These are as follows:

Realistic Job Previews

Realistic Job Previews provides complete job related information to the applicants so that they can make the right decision before taking up the jobs. It includes positive and the negative aspects of the job. JOB COMPATIBILITY QUESTIONNAIRE: (JCQ) Job compatibility Questionnaire was developed to determine whether an applicants preference for the work match the characteristic of the job. The JCQ is designed to collect information on all aspects of the job which have a bearing in on employee performance .absenteeism, turnover and job satisfaction. The underlying assumption of JCQ is that, greater the compatibility between an applicants preference for the job and characteristic of the job as perceived by the job seeker, the greater the probability of employee effectiveness and longer the tenure.

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SELECTION
Selection is a negative process and involves the elimination of candidates who do not have the required skills and qualification for the job proposed. Also it is a process of differentiating between applicants in order to identify and hire those with grater likelihood of success in job. The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and devise adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and recruitment or not. Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision. The traditional selection process includes: preliminary screening interview, completion of application form, employment test, comprehensive interview, background investigation, physical examination and final employment decision to hire.

Organization for selection

It facilitates contact with applicants because issues pertaining to employment can be cleared through one central location. It helps operating managers to concentrate on their operating responsibilities. This is especially helpful during the chief hiring period. It can provide for better selection because hiring is done by specialist trained in staffing techniques. Until recently the basic hiring process was performed in a rather unplanned manner in many organizations. In some companies, each department screened and hired its own employees. Many mangers insisted on screening their own employees as they thought no one else could do that as efficiently as they themselves. But now selection is centralized and handled by the Human Resource Department. This type of arrangement is also preferred due to some of these advantages:

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It is easier for the application because they can send their applications to a single centralized department. The applicant is better assured of consideration for a greater variety of jobs. Hiring cost is cut because duplication of efforts is reduced. With increased governmental regulation on selection process, it is important that people who know about these rules handle a major part of the selection process. Ideally, a selection process involves mutually decision making. The organization decides whether or not to make a job offer and how attractive the job offer should be.

BARRIERS TO EFFECTIVE SELETION

The main objective of selection process is to hire people having competence and commitment towards the given job profile. But due to some reason the main purpose of effectively selecting candidates is defeated. These reasons are : Perception or the Halo effect: Many times the interviewer selects a candidate according to the perception he has or he made up while talking or looking at the individual. This way he does not see through the caliber or the efficiency of the individual and many times it leads to the selection of the wrong candidates. Fairness: During the selection process the interviewer does not select the individual on the basis of his knowledge and hence the right type of the candidates is not selected. Pressure: The people from the HR department and also have a lot of pressure from the top management and from other top class people for selecting the candidates they want. This ways the purpose of effective selection process of effective selection process is defeated as they have to select that individual whether or not he is capable of the job. that is being offered.

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ESSENTIAL OF SELECTION PROCEDURE Someone should have the authority to select. There must be sufficient number of applicants from whom the required number of employees to be selected. There must be some standards of personnel with which a prospective employee may be compared. FACTORS EFFECTING SELECTION DECISION Includes: Profile matching Organization and social environment Multi correlations Successive hurdles

3. RESEARCH OBJECTIVE
To study the recruitment and selection process at a Big Bazaar family Centre at Vasant Kunj To find the employee satisfaction level with recruitment and selection process at Big Bazaar family Centre.

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4. RESEARCH METHODOLOGY:
4.1. RESEARCH DESIGN: Primary Data:
The information is collected through the primary sources like: observation with the employees of the department Questionnaire Discussion with the head of the departments

Secondary Data:
The data is collected through the secondary sources like: Company site Boks

4.2. DATA COLLECTION METHOD AND INSTRUMENTS:

Data collected through Questionnaire filled by 200 employees of Big Bazaar family centre.

4.3. DATA ANALYSIS TECHNIQUES:

Charts, tables, graphs etc

4.4 LIMITATIONS OF STUDY:

The study duration is limited to 8 weeks only and its not possible to observe and analyze every aspect of Recruitment and Selection process of Big Bazaar family center.

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5. DATA ANALYSIS AND INTERPRETATION

Descriptive analysis: Gender of Respondents Table: A
Gender Male Female No. of Respondent 127 73 Percent of Respondent 63.5 36.5

Graph: 1

Interpretation:
Out of 200 respondents, 63.5% are male and 36.5% are female respondents

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Age of Respondents

Age Group 18-25 26-35 36-45 above

No. of Respondent 139 32 23 6

Percent of Respondent 69.5 16 11.5 3

Interpretation:
Out of 200 respondents, 69.5% respondents are under the age group of 18-25, 16% respondents are under the age of 26-35, and 11.5% respondents are under the age group of 36-45 and 3% respondents are above the 45 years of age.

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Qualification of Respondents

Education 10+2 Graduation/Diploma post graduate

No. of Respondent 40 136 24

Percent of Respondent 20 68 12

Interpretation:
Out of 200 respondents, 20 % respondents are 10+2, 68% respondents are either graduated or diploma holders, 12% respondents are post graduate.

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Annual family Income of Respondents

Annual Family Income 200000-400000 400000-800000 800000-1000000 above

No. of Respondent 112 41 25 20

Percent of Respondent 56 20.5 12.5 10

Interpretation:
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Out of 200 respondents, 56 % respondents are come under the annual income group of 24 lakhs, 20.5% respondents are come under the annual family income group of 4-8 lakhs, 12.5% respondents are come under the annual family income group of 8-10 lakhs, 10% respondents are come under the annual family income group of above 10 lakhs.

Do you know about recruitment and selection process at Big Bazaar family centre?
Do you know about recruitment and selection? Yes No No. of Respondent 178 22 Percent of Respondent 89 11

Interpretation:
Out of 200 respondents, 89% respondents know about recruitment and selection process at Big Bazaar family centre, and 11% do not know about that.

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How do know about the vacancy in BBFC?

How do know about the vacancy in BBFC? Newspaper company site Friends through company employee any other

No. of Respondent 18 29 66 86 1

Percent of Respondent 9 14.5 33 43 0.5

Interpretation:
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Out of 200 respondents, 9% respondents know about vacancy through Newspaper, 14.5% respondents know that through Company site and 33% respondents through friends, 43% respondents through employee already working at Big Bazaar and 0.5% through any other Source.

Is the recruitment and selection process fulfilling expectations?

Is the recruitment and selection process fulfilling expectations? Yes No No. of Respondent 122 78 Percent of Respondent 61 39

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Interpretation:
Out of 200 respondents, 61% respondents give responses that recruitment and selection process has fulfill their expectations at Big Bazaar family Centre and 39% respondents give responses that recruitment and selection process do not fulfill their expectations at Big Bazaar family Centre.

Is the recruitment and selection process is transparent enough?

Is the recruitment and selection process is transparent enough? Yes No

No. of Respondent 128 72

Percent of Respondent 64 36

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Interpretation:
Out of 200 respondents, 64% respondents give responses that recruitment and selection process at Big Bazaar family Centre is transparent and 36% respondents give responses that recruitment and selection process at Big Bazaar family Centre is not transparent enough.

Scaling by employee on recruitment and selection process of Big Bazaar on certain parameters
Scaling by employee on recruitment and selection process of Big Bazar on certain parameters Excellent Parameters Transparency Feedback Time taken Advertisement about vacancy Terms and conditions No. of Respdt. 0 0 0 0 0 % of Total 0 0 0 0 0 Good No. of Respdt. 18 24 14 21 27 % of Total 9 12 7 10.5 13.5 Average No. of Respdt. 154 140 151 127 131 % of Total 77 70 75.5 63.5 65.5 Poor No. of Respdt. 28 36 35 52 42 % of Total 14 18 17.5 26 21 Worst No. of Respdt. 0 0 0 0 0 % of Total 0 0 0 0 0 Total 200 200 200 200 200

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Interpretation:
Transparency
Out of 200 respondents, for transparency, 9% respondents think that recruitment and selection process at Big Bazaar is good, 77% think it is average, 14% think it is poor.

Feedback
Out of 200 respondents, for Feedback, 12% respondents think that recruitment and selection process at Big Bazaar is good, 70% think it is average, 18% think it is poor.

Time Taken
Out of 200 respondents, for time taken, 7% respondents think that recruitment and selection process at Big Bazaar is good, 75.5% think it is average, 17.5% think it is poor.

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Advertisement about Vacancy

Out of 200 respondents, for vacancy advertisement, 10.5% respondents think that recruitment and selection process at Big Bazaar is good, 63.5% think it is average, 26% think it is poor.

Terms and Conditions

Out of 200 respondents, for terms and conditions for recruitment and selection, 13.5% respondents think that recruitment and selection process at Big Bazaar is good, 65.5% think it is average, 21% think it is poor.

Are you satisfied with the recruitment and selection process at Big Bazaar family Centre?

Are you satisfied with the recruitment and selection process at big bazaar family centre Yes No

No. of Respondent 125 75

Percent of Respondent 62.5 37.5

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Interpretation:
Out of 200 respondents, 62.5% respondents give responses that they are satisfied with recruitment and selection procedures at Big Bazaar family Centre and 37.5% respondents give responses that they are not satisfied with recruitment and selection procedures at Big Bazaar family Centre.

Scale the recruitment and selection process on employee career building?

Scale the recruitment and selection process on employee career building Excellent Good Average Poor

No. of Respondent 22 100 72 6

Percent of Respondent 11 50 36 3

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Interpretation:
Out of 200 respondents, 11% respondents think it is excellent in employee career building, 50% respondents think it is good, 36% respondents think it is average and 3% respondents think it is poor.

Is the internal recruitment sources are primarily considered for recruitment at big bazaar family centre?
Is the internal recruitment sources are primarily considered for recruitment at big bazaar family centre? Strongly Agree Agree Don't know Disagree Strongly Disagree

No. of Respondent 116 28 25 31 0

Percent of Respondent 58 14 12.5 15.5 0

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Interpretation:
Out of 200 respondents, 58% respondents are strongly agree that internal recruitment sources are the primarily considered for recruitment at Big Bazaar family centre, 14% respondents are agree with that, 12.5% are dont know about that, 15.5% are disagree with that statement.

What are the reasons for choosing big bazaar family center as your employer?
What are the reasons for choosing big bazaar family center as your employer ? Work culture Work profile Pay and perk packages Future growth and development Job security Any other No. of Respondent 77 56 32 35 0 0 Percent of Respondent 38.5 28 16 17.5 0 0

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Interpretation:
Out of 200 respondents, 38.5% respondents give responses that they choose big bazaar family centre as their employer because of its work culture, 28% respondents are given responses that they choose big bazaar family Centre as their employer because of work profile, 16% respondents give responses that they choose big bazaar family Centre as their employer because of its pay and packages,17.5% respondents due to future growth prospects.

Do you satisfy with your current work profile and post?

Do you satisfy with your current work profile and post? Yes NO

No. of Respondent 135 65

Percent of Respondent 67.5 32.5

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Interpretation:
Out of 200 respondents, 67.5% respondents give responses that they are satisfied with their current post and profile and 32.5% respondents give responses that they are not satisfied with their current post and profile at Big Bazaar family Centre.

Do you find the recruitment and selection process better than other company you have worked before?
Do you find the recruitment and selection process better than the one carried in any other company you have worked before? Yes

No. of Respondent 159

Percent of Respondent 79.5

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NO

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20.5

Interpretation:
Out of 200 respondents, 79.5% respondents give responses that recruitment and selection process at Big bazaar family Centre is better than the company they had already worked and 20.5% respondents give responses that recruitment and selection process at Big bazaar family Centre is not better than the company they had already worked.

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What are the unique features you identified in the recruitment policy of the BBFC?

What are the unique features you identified in the recruitment policy of the BBFC? specify
Very friendly Atmosphere Transparency at all levels Less time taken Any other

No. of Respondent 95 61 19 25

Percent of Respondent 47.5 30.5 9.5 12.5

Interpretation:
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Out of 200 respondents, 47.5% respondents give responses that the unique thing about Big Bazaar recruitment and selection process is their friendly atmosphere, 30.5% respondents give responses that the unique thing about Big Bazaar recruitment and selection process is their transparency, 9.5% respondents give responses that the unique thing about Big Bazaar recruitment and selection process is their process is very fast and quick and take less time.

6. Findings:
Research finds that most of the employees (89%) were well aware of recruitment and selection process at big bazaar family centre . Majority of recruitment is through referrals (43%) by friends. It is found that around 61% employees feel satisfied with their job profile allocated while 39.5% employees do not find job allocated interest to them . which is a serious concern. it needs further study & to review the current recruitment and selection. Around 36% employees feel that there is a need to look at the possibility of improving transparency in recruitment and selection . 60% employee feel that big bazaar family centre takes care for their career building while 36% employees feel that there is some initiative towards career building during the stay with the big bazaar . its a good sign that around 97% feel that there is some initiative in career building.

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7. RECOMMENDATIONS It is recovered that the officials who are involved in selection process should be made
free from all of the task and duties. This practice will improve the effectiveness of selection and also will reduce the waiting time from prospective employees which are more than 5 to 6 hours more than average.

After observation I find that Big Bazaar Family Centre only focus on external recruitment
.they should focus on both internal and external.

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CONCLUSION
1. The study concludes that, the recruitment and selection process in big bazaar family center is effective. The study was conducted among 200 employees and collected information through structured questionnaire. 2. The organization can still concentrate on specific areas which are evolved from this study in order to make the hiring process more effective. There should be less waiting time .organization should focus on internal recruitment as well as external. The suggestions of this report may help in this direction.

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ANNEXTURES
ANNEXTURE A

References
Website of Big bazaar www.google.co.in Website of future group.

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ANNEXTURE B

Questionnaire

1) Gender: a) Male b) Female 2) Age Group: a) 18-25 years b) 26-35 years c) 36-45 years d) Above 45 years 3) Occupation: a) Service b) Business c) Self Employed Professional d) Student

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4) Education: a) Up to 10+2 b) Graduate/Diploma c) Post Graduate 5) Annual Family Income: a) Rs. 200000-400000 b) Rs. 400001-800000 c) Rs. 800001-1000000 d) Above Rs. 1000000

6.Do you know about recruitment and selection process at big bazaar family centre a)Yes b) No

7. How do you know about vacancy in Big bazaar family centre a)Newspaper b)Company Site c) Friends d) Through company employee e) Any other

8) Is the recruitment and selection process at big bazaar family centre fulfill your expectations a) Yes b) No

9) Is the recruitment and selection process is transparent enough a) Yes b) No

10. Scale the recruitment and selection process on the following parameters on the scale of 1 to 5 (1=Worst, 2=Poor,3=Average,4=Good,5=Excellent) Parameters Transparency in process Feedback 1 2 3 4 5

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Time taken Advertisement about vacancy Terms and conditions

11. Are you satisfied with the recruitment and selection process at big bazaar family center a) Yes b) no

12. How is recruitment and selection doing in employee Carrier building

A) Excellent b) good c) fair d) poor 13. Is the internal recruitment sources are primarily considered for recruitment at big bazaar family centre a) true b) very true c) partly true d) not true 14. what were the reasons for choosing big bazaar family center as your employer a)its work culture b) interesting work profile c) its pay and perk package d) advancement potential e) job security f) other 15. do you feel OK with your current profile and Post? a)yes b) no

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16. do you find the recruitment and selection process better than the one carried in any other company you have worked before A )yes b)no

17.What are the unique features you identified in the recruitment policy of the BBFC? a)Very friendly atmosphere b) Transparency at all level c) Less time taken e) Any other specify . .

18. Would you like to give any suggestions for the improvement of R & S procedure .. ..

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