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RESEARCH REPORT
ONTHE RECRUITMENT AND SELECTION PROCESSAT
RELIANCE COMMUNICATIONS LTD.,LUCKNOW
Submitted inPartial
Fulfillment of Master of Business Administration from G.B.Technical University
Lucknow
Under the Valuable guidance of Mr.KK.Mishra HOD(MBA)
Submitted To: Submitted By:Mr.KK.Mishra Manmeet Kaur HOD(MBA) MBA IV Semester
0914170028
SAGAR INSTITUDE OF TECHNOLOGY &MANAGEMENT
BARABANKI .
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ACKNOWLEDGEMENT
Research Repor t i s the mos t v i t a l pa r t o f an MBA course , I the re fore ,
c on si de r m ys el f f or tu na te to r ec ei ve t hi s R es ea rc h r ep or t y et t he
opportunity could not have been uti l ized without the guidance and support
of many individuals who although held varied posit ions, but were equally
instrumental for successful completion of my research report.
I would l ike to express grati tude to the respected Director Prof. Mr. J.K
Jauhari and Assoc ia te P ro f. Mr K .K Mishra(HOD) MBA f or t he ir
valuable inputs and direction that rendered success to the project.
I owe a deep intellectual debt to all of them who through their r ich &varied
contribution have greatly improved my understanding of various concepts
of my report .
.
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PREFACE
This research report covers the process of RECRUITMENT AND SELECTION in
RELIANCE COMMUNICATION LIMITED. The report covers purpose and importance
of recruitment and selection, management role in recruitment, sources of recruitment,
recruitment policy of company, Components of recruitment policy, factors affecting
recruitment policy, selection procedure.
The survey on employees opinion about these processes is also done by the use
Of questionnaire so that the objectives to meet the goals of employee satisfaction and
maximum utilization is achieved.
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TABLE OF CONTENTCertificate from the head of Institute.......
Preface.I
Acknowledgement..II
Executive Summary...III
CHAPTER I
Company profile..
i. Reliance capital.
ii. Reliance Energy Limited.
iii. Reliance Health.
iv. Reliance Media & Entertainment.
v. Reliance Communication Limited.
vi. Its Structure.
vii. Company Vision.
viii. Chairman Message.
ix. An Overview.
x. Its Business.
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xi. HR Department in Reliance Communication.
xii. Reliance HR Services Private Limited.
xiii. Organization Structure.
CHAPTER II
Project profile..
i. Recruitment & Selection Process.
ii. Purpose & Importance of recruitment.
iii. Management Role in Recruitment.
iv. Recruitment Process.
v. Sources of Recruitment.
vi. Recruitment Policy of Company.
vii. Components of Recruitment Policy.
viii. Factors affecting Recruitment Policy.
ix. Selection Process.
x. Selection procedure.
xi. Recruitment & Selection Process at Reliance HR Services.
xii. Data Base Recruitment.
xiii. Data base Generation.
xiv. Field Recruitment.
xv. Advertisement Based Recruitment.
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CHAPTER III
Research methodology..
i. Definition
ii. Research Statement.
iii. Nature of Research.
iv. Research Problem.
v. Universe of study.
vi. Sample unit.
vii. Sample Size..
viii. Data collection.
ix. Data Analysis.
CHAPTER IV
Analysis..
i. Are you aware of application blank.
ii. What was your satisfaction regarding filling application blank.
iii. Did you find recruitment process to be.
iv. Over satisfaction regarding selection process.
v. Likeliness of Recommendation.
vi. Is recruitment or selection adequately advertised
vii. Satisfied with application form standard
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viii. Process based towards experience rather than qualification
ix. Was information regarding Parametetersfor judging are provided
x. Did you apply for change in interview time or request feedback.
xi. If yes, was the request dealt up to your satisfaction
xii . Did the recruiter you were engaged with keep you updated
on the status of your selection process?
CHAPTER V
Finding and suggestion .
Limitation
Conclusion
Bibliography
Appendix
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EXECUTIVE SUMMARYOBJECTIVES
To study the existing Recruitment &Selection Process of Reliance
Communication Lucknow
To find out the satisfaction of employees with the existing Recruitment &
Selection Process of Reliance Communication Lucknow.
To compare the existing Recruitment & Selection Process with the standard one.
To formulate an effective Recruitment &Selection Process of Reliance
Communication Lucknow.
RESEARCH METHODOLOGYResearch Statement:
My research is mainly focused on Recruitment &Selection Process of Reliance
Communication Lucknow.
Nature of Research:
Explorative & Analytical Research.
Research Problem:
Function of HR Department in relation to Recruitment &Selection Process of Reliance Communication Lucknow.
Universe of study:
Lucknow.
Sample Unit:
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Employees of Reliance Communication Lucknow.
Data Collection:
Primary & Secondary Data.
Data Analysis:
Pie Chart & Bar Charts.
Bibliography:
CR.Kothari.
WWW.Reliance Communication .com.
FINDINGS
A bo ut 8 0% o f r es po nd en t f ee l th at d ur in g t hi s p ro ce ss mo re
relevance is given to experience than qualification.
Al mo st 4 6% o f r esp on de nt s a re a gr ee in g t ha t Re cr ui tm en t &
Selection Process are adequately advertised.
About 73% of respondent are satisfied with application standard &
27% are not satisfied.
About 65% of respondent who were appear ing for an interview are
unaware of judging parameters.
Almost 75% of them are sa t isf ied that there request are deal t by
company.
Usually updates on status are been shown
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SUGGESTIONS
1. Ensure an up-to-date job description which contains informationrelated to :
Specific tasks and activities required for a job
The knowledge, skil ls and abil i ties required for effective performance
by the job incumbent2. Evaluate the recrui tment s tra tegy to determine i ts eff iciency. For
example: Conduct a cost-benefit analysis in terms of the number of applicants
referred, interviewed, selected, and hired
Compare the effectiveness of applicants hired from various sources.
3 . Con tinuat ion o f t he Employe e R ef er ra l S cheme and t o mon it or a nd
expand the scheme dependent on i ts success . But o ther sourcesshould a l so be Incorpora ted to b r ing h igh qual i ty o f t alen t to the
company.
4 . More i nforma tion about j ob o pening s sho uld be c ir cu la te d a t w eb -
wor lds a l l over the count ry and the cand ida tes cou ld be sc reened
throu gh v ideo con fe renc ing a t t he web -wor ld s i ts el f so t ha t t he
candidates dont have to come all the way to another city for the first
round.
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CHAPTER-
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Reliance Anil Dhirubha i Ambani Group , an o ff shoot o f the Re liance
Group founded by Shri Dhirubhai H Ambani (1932-2002) , ranks among
Indias top three pr ivate sector business houses in terms of net worth .
The group has business in teres ts that range f rom te lecommunications
(Reliance Communications Limited) to financial services (Reliance CapitalLtd) and the generation and distribution of power (Reliance Energy Ltd).
Reliance ADA Groups flagship company, Reliance Communications, is
India 's largest private sector information and communications company,
with over 40 mill ion subscr ibers . I t has es tabl ished a pan-India, h igh-
capacity, integrated (wireless and wireline), convergent (voice, data and
video) digi tal network, to offer services spanning the enti re infocomm
value chain.
Other major group companies Reliance Capital and Reliance Energy
are widely acknowledged as the market leaders in their respective areas
of operation.
Reliance Capital
Reliance Capi ta l i s one o f India s l ead ing and fas tes t g rowing pr iva tesector f inancial services companies , and ranks among the top 3 pr ivate
sector financial services and banking companies, in terms of net worth.
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The company has in teres ts in asset management and mutual funds, l i fe
and general insurance, private equity and proprietary investments, stock
broking and other activities in financial services.
Reliance Energy Limited
Reliance Energy Limited, incorporated in 1929, is a fully integrated uti l i ty
engaged in the generation, transmission and distribution of electrici ty. I t
ranks among Indias top l is ted pr ivate companies on a l l major f inancial
parameters, including assets, sales, profits and market capitalization.
I t i s Ind ia s foremos t p r iva te sector u ti li ty with aggrega te es timated
revenues of Rs 9,500 crore (US$ 2.1 billion) and total assets of Rs 10,700crore (US$ 2.4 billion).
R el ia nc e E ne rg y L im ite d d is tr ib ut es m or e t ha n 2 1 b il li on u ni ts o f
electricity to over 25 million consumers in Mumbai, Delhi, Orissa and Goa,
ac ross an a rea tha t spans 1 ,24 ,300 sq . kms . I t genera tes 941 MW of
e lect r ici ty, through i ts power s ta tions located in Maharashtra , Andhra
Pradesh, Kerala, Karnataka and Goa.
The company is current ly pursuing several gas , coal , wind and hydro-
b as ed p ow er g en er at io n p ro je cts i n M ah ar as htr a, U tt ar P ra de sh ,
Arunachal Pradesh and Utta rancha l with aggrega te capac ity o f over
12,500 MW. These projects are at various stages of development.
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R el ia nc e E ne rg y L im ite d i s v ig or ou sl y p ar ti ci pa ti ng i n e me rg in g
opportunit ies in the areas of trading and transmission of power. I t is also
engaged in a por t fo l io o f se rv ices in the power sec tor in Engineer ing ,
Procurement and Construction (EPC) through a network of regional offices
in India.
Reliance Health
In a country where heal thcare i s fas t becoming a booming indust ry,
Rel iance Heal th is a focused heal thcare services company enabl ing the
provision of solution to Indians, at affordable prices. The company aims atproviding integrated health services that will compete with the best in the
wor ld . I t a lso p lans t o ven tu re i nto d iver si fi ed f ie ld s l ike Ins ur ance
Admin is tr at ion, Hea lt h c ar e Del ivery and Int eg ra ted H ea lt h, Hea lt h
Informatics and Information Management and Consumer Health.
Reliance Health aims at revolutionizing healthcare in India by enabling a
healthcare environment that i s both affordable and access ible through
partnerships with government and private businesses.
Reliance Media & Entertainment
A s p ar t o f t he R el ia nc e - AD A G ro up , Re li an ce E nt er ta in me nt is
spearheading the Groups foray into the media and entertainment space.
Rel iance Enter ta inments core focus is to bui ld s ignif icant presence for
Reliance in the Entertainment eco-system: across content and distribution
platforms.
The key conten t ini ti at ive a re ac ross Movies , Music , Spor ts , Gaming,
Internet & mobile portals, leading to direct opportunities in delivery across
the emerging digital distr ibution platforms: digital cinema, IPTV, DTH and
Mobile TV.
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Reliance ADA Group acquired Adlabs Fi lms Limited in 2005, one of the
la rgest en te r ta inment companies in Ind ia , which has in te res ts in f ilm
processing, production, exhibition & digital cinema.
Rel iance Enter ta inment has made an entry in to the FM Radio business
through Adlabs Radio www.big927fm.com Having won 45 stations in the
recent bidding, BIG 92.7 FM is a l ready Indias largest pr ivate FM radio
network with 12 radio stations across the country.
Reliance Communications Limited
The flagship company of the Reliance ADA Group, Reliance
Communica t ions L imi ted , i s the real i za t ion of our founder s d ream of
b r ing ing about a d ig i ta l r evo lut ion tha t wil l p rov ide every Indian with
affordable means of communication and a ready access to information.
Th e c omp any b ega n ope ra ti ons in 1 999 a nd h as ov er 2 0 millio n
subsc ri be rs t oday. I t o ff er s a com pl et e r ange o f i nt eg ra ted t el ecom
serv ices . These inc lude mobi le and f ixed l ine t elephony, b roadband,
nat ional and international long dis tance services, data services and a
wide range of value added services and applications aimed at enhancing
the productivity of enterprises and individuals.
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Apart from these some other businesses are:
Reliance Mutual Fund Reliance Life Insurance
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Reliance Portfolio ManagementService
Reliance General Insurance
http://www.reliancemutual.com/http://www.reliancelife.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttps://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.reliancelife.co.in/http://www.reliancemutual.com/http://www.reliancelife.co.in/http://www.reliancegeneral.co.in/insurance/home.htmlhttps://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttps://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4F -
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Its Structure
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Companys Values
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Shareholder Interest
T he y v al ue t he t ru st o f s ha re ho ld er s, a nd k ee p t he ir i nt er es ts
paramount in every business deci sion we make , every choice they
exercise.
People Care
They possess no greater asset than the quali ty of their human capital
and no greater pr ior i ty than the re tent ion, growth and wel l -being of
their vast pool of human talent
Consumer Focus
They re th ink every bus iness p rocess , p roduc t and se rv ice f rom the
standpoint of the consumer so as to exceed expectat ions a t every
touch point.
Excellence in Execution
They believe in excellence of execution in large, complex projects as
much as small everyday tasks. If something is worth doing, i t is worth
doing well.
Team Work
The whole is greater than the sum of i ts parts; in their rapidly-changing
knowledge economy, o rganizat ions can prosper on ly by mobi l iz ing
diverse competencies, skil l sets and expertise; by imbibing the spiri t of
thinking together -- integration is the rule, escalation is an exception.
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Proactive Innovation
T he y n ur tu re i nn ov at io n b y b re ak in g s il os , e nc ou ra gi ng c ro ss -
fert i l ization of ideas & flexibil i ty of roles and functions. They create an
environment of accountabil i ty, ownership and problem-solving based
on participative work ethic and leading-edge research
Leade rship by Empowerment
The y b el ieve l eade rship i n t he new e co nomy i s about consens us
building, about g iv ing up cont ro l ; about enab l ing and empower ing
people down the l ine to take decisions in their areas of operation and
competence.
Social Responsibility
They believe that organizations, like individuals, depend on the support
of the community for their survival and sustenance, and must repay
this generosity in the best way they can.
Respect for Competition
They respect competi tion because theres more than one way of
doing things right. They can learn as much from the success of others
as from their own failures
Chairmans Message
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A New Reliance For A New World
If the last century was about meeting human needs, the new millennium isabout matching human aspirations.
We live in a world where the young are reaching higher, dreaming bigger
and demanding more; a world that i s chal lenging the l imits of hope and
possibility.
Nowhere is this more strikingly visible than in India a country that wakes
up every morning a l i t t le younger in age, but infinitely more ambitious inspirit.
I nd ia s d emograph ic t rans it io n i s an ext raordi na ry m om en t i n w or ld
h is to ry. Today, ove r 600 m il li on y oung peopl e, o r mor e t ha n 1 i n 2
Indians, are below the age of 25. In 15 years, this number is set to touch
700 mill ion, making India the largest community of youth anywhere in the
world.
New India shows the impat ience of youth; the desi re for real and rapid
change -- for a quality of life that is second to none.
Transpor ta tion, communicat ions, energy, information, en te r ta inment ,
technology, education, healthcare and personal f inance, New India wants
world-class products and services.
Rel iance Ani l Dhirubhai Ambani Group embodies the spir i t of th is new
resurgent India.
It is the New Reliance for the New World!
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Anil Dhirubhai Ambani
Group Chairman & CEO
An Overview
The Late Dhirubhai Ambani dreamt of a digital India an India where the
common man would have access to affordable means of information and
communica tion. Dhi rubhai , who s ing le -handedly bu il t Ind ias l a rgest
p r iva te sector company v i rtua l ly f rom scra tch , had s ta ted as ear ly as
1999: Make the tool s o f informat ion and communica t ion avai lab le topeopl e a t an a ffordabl e cos t. The y w il l o ve rcom e the h andi ca ps o f
illiteracy and lack of mobility.
I t was with th is bel ief in mind that Rel iance Communicat ions ( formerly
Reliance Infocomm) started laying 60,000 route kilometers of a pan-India
fiber optic backbone. This backbone was commissioned on 28 December
2002, the auspicious occasion of Dhirubhais 70th birthday, though sadly
after his unexpected demise on 6 July 2002.
Reliance Communications has a reliable, high-capacity, integrated (both
wire less and wi re l ine) and convergent (voice, da ta and v ideo) d ig i ta l
network. It is capable of delivering a range of services spanning the entire
i nf oc omm ( in fo rmat ion and com muni ca ti on ) value c ha in , i nc lu di ng
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in frast ruc ture and se rv ices for en te rpr i ses as well a s indiv idua l s,
applications, and consulting.
Tod ay, R el iance Communica ti ons i s r evol ut ioni zing t he way I nd ia
communicates and networks, truly bringing about a new way of life.
Its BusinessesReliance Communicat ions is the f lagship company of the Ani l Dhirubhai
Amb an i Group (ADAG) o f com pani es . L is te d on t he Nat iona l S tock
Exchange and the Bombay Stock Exchange, it is Indias leading integratedtelecommunication company with over 40 million customers.
Our bus in es s encompasses a complet e r ange o f t el ecom s ervi ce s
covering mobile and fixed l ine telephony. I t includes broadband, national
and international long distance services and data services along with an
exhaustive range of value-added services and applications. Our constant
endeavor is to achieve customer delight by enhancing the productivity of
the enterprises and individuals we serve.
Rel iance Mob il e ( fo rmer ly R el ianc e Ind ia Mob il e) , l aunched o n 28
December 2002, coinciding with the joyous occasion of the late Dhirubhai
Ambanis 70 th b ir thday, was among the ini ti a l ini ti a tives o f Rel iance
Communications. It marked the auspicious beginning of Dhirubhais dream
of usher ing in a digi ta l revolut ion in India . Today, we can proudly c la im
that we were instrumental in harnessing the true power of information and
communi ca ti on , by bes towing i t i n t he h ands o f t he common m an a t
affordable rates.
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We endeavor to fur ther extend our effor ts beyond the t radi t ional value
chain by developing and deploying complete te lecom solut ions for the
entire spectrum of society.
HR Department In Reliance CommunicationsIn my book, we have no greater asset than the quali ty of our intellectual
capital , and no greater priori ty than the growth and retention of our vast
pool of talent Anil Dhirubhai Ambani
At Rel iance - Ani l Dhirubhai Ambani Group, they recognize the cr i t icalro le tha t the i r people p lay in the success and growth of each of the i r
businesses. I t is the skil l and init iat ive of their workforce that sets them
apart f rom their peers in todays knowledge-dr iven economy. I t i s thei r
commitment and dedicat ion that lends them the compet i t ive edge, and
helps them stay ahead of the curve.
Their strong team of professionals is among the youngest in the country,
and consi st s o f some o f t he m os t dyn amic , m ot ivat ed and qua li fi ed
individuals to be found anywhere in the world . Firs t - rate management
graduates, h igh ly t ra ined engineers, top-no tch f inanc ia l analyst s and
razor sharp accountants they have on their rolls some of the brightest
minds in the business.
The Departments Mission
Their transparent HR policies and robust processes are driven by a single
ove ra rchi ng obj ec ti ve : To a tt ra ct , nur tu re , g ro w a nd r et ai n t he b es t
leadership talent in every sector and industry is which they operate.
Their aim is to create a team of world beaters that is:
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Committed to excellence in quality,
Focused on creation and enhancement of stakeholder value
Responsive to evolving business needs and challenges
Dedicated to uphold the core values of the Group
The Departments Promise
In order to achieve their objective, they offer their people:
Growth opportunities to expand leadership capabilities
True meritocracy and freedom to choose career paths
O pp or tu ni ti es t o d ev el op a nd h on e le ad er sh ip a nd f un ct io na l
capabilities
An entrepreneurial environment where people can pursue their dreams
Competitive compensation
In addition, they follow a well-defined Rewards & Recognitions programme
that pe riod ica lly iden ti fi es excep tiona l ind iv idua l and team achieversamong the various business functions and verticals in the Group.
The Departments Expectations
Reliance ADAG encourages i t s employees to take leadership , a t a l l
levels of the organization, and participate in accelerating growth of their
businesses to build a formidable enterprise. Leaders in Reliance - ADAG
are expected to:
Always keep the customers needs in mind and constantly innovate
Execute flawlessly and with speed
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Sustain and strengthen the groups spiri t of entrepreneurshiptaking
ownership and accountability for their actions
Leverage synergies to learn and build on the diverse experiences and
skill sets of their various businesses and teams
Create a true meritocracy with a pervasive commitment to transparent
systems and processes
Do all this with unquestionable Integrity to ensure total compliance with
the laws of the land.
RELIANCE HR SERVICES PRIVATE LIMITED
Anil Ambani wants to go one-up on the l ikes of HR consult ing giants l ike
Manpower. The ADAG chairman wants to expand the scope of recent ly-
formed group company Reliance HR Services-whose present mandate is
to handle in -house s ta ffing requ irements - to one which i s capable o f
mee t ing s imi la r needs o f o ther companies so tha t i t can emerge as a
highly lucrative cash cow.
The company which came in to be ing on Apr i l 1 , 2008 in tends to c lose
2008-09 with a turnover of Rs. 300-500 crore . Amitabh Ghosh, CEO of
Re l iance HR Serv ices Pr iva te L imi ted wants to move ou t f rom mere ly
meeting internal needs of group to cover third-parties also from 2009-10.
Th us , the c omp an y in te nd s to h an dle b oth dome sti c an d gl ob al
corporations.
The company recently employs 20,000, who are seconded to various ADAG firms. In the next
five years the company intends to employ 5 lakh professionals for the group itself. Reliance HR
Services Private Limited currently operates out of office premises of various ADAG companies.
The offices of the company would be spread all over the country in the manner shown below:
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Organization Structure - Location
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Location Head
FieldRecruiter
ResourceManagement
ExecutiveMIS Executive
PayrollExecutive
ComplianceOfficer
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CHAPTER-II
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RECRUITMENT AND SELECTION PROCESS
According to Edwin B. Flippo , Recruitment is the process of searching
the candidates for employment and st imulating them to apply for jobs in
the organization. Recruitment is the activity that l inks the employers and
the job seekers.
Recrui tment is a l inking act ivi ty- br inging together jobs to f i l l and thoseseeking jobs. A good recrui tment program should a t t ract the quali f ied &
not unqualified. Recruitment is a costly affair. There are legal implications
of incompetent selection negligent hiring. Organizations must consider
recrui tment as a s t ra tegic war to a t t ract ta lent , and must develop and
implement aggress ive ta lent acquis i t ion s t ra tegies in order to dominate
the labor market within a given industry. With the impending retirement of
the baby-boomer generat ion and the lack of avai labi l i ty of high qual i ty
senior-level talent, many companies consider talent acquisit ion to be the
most important business challenge facing them today.
Recruitment is a continuous process whereby the firm attempts to develop
a pool of qualif ied applicants for the future human resources needs even
though specific vacancies do not exist.
Purpose & Importance Of Recruitment:
Attract and encourage more and more candidates to apply in the
organization.
Create a ta lent pool of candidates to enable the se lect ion of best
candidates for the organization.
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Determine present and future requirements of the organizat ion in
conjunction with its personnel planning and job analysis activities.
Rec ru itment i s t he p roce ss which l inks t he e mp loye rs w it h t he
employees.
Increase the pool of job candidates at minimum cost.
Help increase the success ra te of se lect ion process by decreasing
number of visibly under qualified or overqualified job applicants.
Help reduce the probabi l i ty that job appl icants once recrui ted and
selected will leave the organization only after a short period of time.
Meet the organizat ions legal and socia l obl igat ions regarding the
composition of its workforce.
Begin identifying and preparing potential job applicants who will be
appropriate candidates.
I nc re ase o rgan izat ion and i nd iv id ua l e ff ec ti veness o f v ar ious
recruiting techniques and sources for all types of job applicants.
So, those people who are involved in the process have a high level
of responsibilities.
Managements Role in Recruitment
Recrui tment planning is ant ic ipat ing and using a l l avai lable f lexibi l i t ies
and strategies to maintain the workforce. Human Resources
Respons ib il it ie s a long w ith t he c iv il ia n Rec ru it me nt Team c an h elp
through this process by further explaining strategies and helping to find
easier ways to accomplish them.
Responsibilities include:
Determining a vacancy exists.
Choosing the right strategies to fill the position.
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Def in in g and cap tu ri ng t he need (unde rs ta nd ing t he p os it ion, i ts
functions, duties, responsibilities, and skill requirements.)
Initiating the final action.
SOURCES OF RECRUITMENTEvery organ iza tion has the op tion of choosing the cand ida tes for i ts
recrui tment processes f rom two kinds of sources: in ternal and external
sou rces . T he sou rces w ithin t he o rgan izat ion i ts el f ( li ke t rans fe r o f
employees from one department to other, promotions) to fi l l a posit ion are
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The Recruitment P rocess
1 Determine the exact need Implement the decision
2 Obtain approval Allow time for response
3 Combine / update job descriptionand job specification
Screen responses
4 DetermineKPAsof the job Draw up acandiddateshortlist
5 Consult the recruitment policy
& procedure
Provide feedback to applican
6 Choose the recruitmentsource(s) Proceed to selection
7 Decide on a recruitment method Evaluate the recruitment effo
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known as the in ternal sources of recrui tment . Recrui tment candidates
from all the other sources (l ike outsourcing agencies etc.) are known as
the external sources of recruitment.
SOURCES OF RECRUITMENT
Internal Sources Of Recruitment
1. TRANSFERSThe employees are transferred from one department to another
according to their efficiency and experience.
2. PROMOTIONS
The employees are promoted f rom one depar tment to another wi th
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more benefi ts and grea te r respons ib il ity based on e ffic iency and
experience.
3. Others are Upgrading and Demotion of present employees according
to their performance.
4. Retired and Retrenched employees may also be recruited once again
in case of shortage of qualif ied personnel or increase in load of work.
Recruitment such people save t ime and costs of the organizations as
the people are a l ready aware of the organizat ional cul ture and the
policies and procedures.
5 . The dependents and re la t ives of Deceased employees and Disabledemployees are also done by many companies so that the members of
the family do not become dependent on the mercy of others.
The Advantages of internal recruitment are that:
1. Considerable savings can be made. Individuals with inside
knowledge of how a business operates will need shorter periods of
training and time for 'fitting in'.2. The organization is unlikely to be greatly 'disrupted' by someone
who is used to working with others in the organization.
3. Internal promotion acts as an incentive to all staff to work harder
within the organization.
4. From the firm's point of view, the strengths and weaknesses of an
insider will have been assessed. There is always a risk attached to
employing an outsider who may only be a success 'on paper ' .
The Disadvantages of recruiting from within are that:
1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms
required to get the company working more effectively
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3. Promotion of one person in a company may upset someone else.
External Sources Of Recruitment
External recruitment makes it possible to draw upon a wider range of talent, and
provides the opportunity to bring new experience and ideas in to the business.
Disadvantages are that it is more costly and the company may end up with someone
who proves to be less effective in practice than they did on paper and in the interview
situation.
There are a number of stages, which can be used to define and set out
the nature of particular jobs for recruitment purposes:
Job Analysis is the process of examining jobs in order to identify the key
requirements of each job. A number of important questions need to be
explored: the title of the job to whom the employee is responsible for
whom the employee is responsible a simple description of the role and
duties of the employee within the organization.
Job Analysis is used in order to:
1. Choose employees either from the ranks of your exist ing staff or
from the recruitment of new staff.
2. Set out the training requirements of a particular job.
3. Provide information which will help in decision making about the
type of equipment and materials to be employed with the job.
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4. Identify and profile the experiences of employees in their work tasks
(information which can be used as evidence for staff development
and promotion).
5 . Ident i fy areas of risk and danger a t work.
6 . Help in se tt ing ra tes of pay for job tasks .
Job analysis can be carried out by direct observation of employees
at work, by finding out information from interviewing job holders, or
by referring to documents such as training manuals. Information canbe leaned directly f rom the person carrying out a task and/or f rom
their supervisory staff. Some large organizations specifically employ
'job analysts ' . In most companies, however, job analysis is expected
to be part of the general skills of a training or personnel officer.
Job Description
A job descr ipt ion wil l se t out how a par t icular employee wil l f i t in to theorganization. It will therefore need to set out:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a s imple descr ipt ion of the role and dut ies of the employee withinthe organization.
A job description could be used as a job indicator for applicants for a job.
Alternatively, i t could be used as a guideline for an employee and/or his
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or her l ine manager as to h i s o r he r ro le and respons ib i l i ty wi th in the
organization.
Job Specification
A j ob s pe ci fi ca ti on goes beyond a m ere descr ip ti on - i n add it ion, i t
h ighl ights the mental and physical a t t r ibutes required of the job holder.
For example , a job specif icat ion for a t ra inee manager ' s post in a re ta i l
store included the following:
'Managers a t a l l levels would be expected to show responsibi l i ty. The
company is looking for people who are tough and ta lented. They should
have a flair for business, know how to sell, and to work in a team.
Job analysis, description, and specification can provide useful information
to a business in addi tion to se rv ing as rec rui tment inst ruments. For
example, staff appraisal is a means of monitoring staff performance and is
a fea tu re o f p romot ion in modern companies . In some companies , fo r
example, employees and their immediate l ine managers discuss personal
goals and targets for the coming t ime per iod (e .g . the next s ix months) .
The app ra is al w il l t hen i nvol ve a r ev iew o f p er fo rmance dur in g t he
previous six months, and sett ing new targets. Job details can serve as a
useful basis for establishing dialogue and targets. Job descriptions can be
used as reference points for arbitrating in disputes as to 'who does what '
i n a b us in es s. S el ec ti on in vo lv es p ro ce du re s t o id en ti fy t he m os t
appropriate candidates to fi l l posts. An effective selection procedure will
therefore take into consideration the following:
Keeping the cost s o f se lec tion down making sure that the ski l ls and
qual it ie s be ing sought have been iden ti fi ed, deve lop ing a p rocess fo r
identifying them in candidates making sure that the candidates selected,
will want the job, and will stay with the company.
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Keeping the costs of selection down will involve such factors as holding
the interviews in a location, which is accessible to the interviewing panel,
and t o t ho se being i nt ervi ewed . T he i nt ervi ewing p anel mus t h av e
available to them all the necessary documentations, such as application
forms available to study before the interviews take place. A short list must
be made up of suitable candidates, so that the interviews do not have to
take place a second time, with new job advertisements being placed.
The skil ls required should have been identified through the process of job
analysis, descr iption and specif icat ion. I t i s important then to ident i fy
ways of testing whether candidates meet these requirements. Testing this
out may involve: in terviewing candidates asking them to get involved in
s imulated work scenar ios asking them to provide samples of previous
work gett ing them to fi l l in personali ty and intell igence tests giving them
real work simulations to test their abilities.
The external sources Of Recruitment are:
Advert isements of the vacancy in newspapers and journals are a widely
used source of recruitment. The main advantage of this method is that i t
has a wide reach.
1. EDUCATIONAL INSTITUTES
Various management institutes, engineering colleges, medical Colleges
e tc . a re a g oo d s ou rc e o f r ec ru iti ng w el l q ua li fi ed e xe cu ti ve s,
eng inee rs , med ical s ta ff e tc . The y p rovide f ac il it ie s f or c ampus
in te rview s a nd p la cem en ts. Th is sou rc e i s kn own a s Ca mp us
Recruitment.
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2. PLACEMENT AGENCIES
Several pr ivate consul tancy f i rms perform recrui tment funct ions onbeha l f o f c li en t companies by charg ing a fee. These agencies a re
particularly suitable for recruitment of executives and specialists . I t is
also known as RPO (Recruitment Process Outsourcing)
3. EMPLOYMENT EXCHANGES
Government establishes public employment exchanges throughout the
country. These exchanges provide job information to job seekers andhelp employers in identifying suitable candidates.
4. LABOUR CONTRACTORS
Manual workers can be recru ited th rough cont rac tors who main ta in
close contacts with the sources of such workers. This source is used to
recruit labor for construction jobs.
4. UNSOLICITED APPLICANTS
Many job seekers v is i t the o ff ice o f well -known companies on thei r
own. Such callers are considered nuisance to the daily work routine of
the enterprise. But can help in creating the talent pool or the database
of the probable candidates for the organization.
5. EMPLOYEE REFERRALS / RECOMMENDATIONS
M an y o rg an iz at io ns h av e s tr uc tu re d s ys te m w he re th e c ur re nt
employees of the organization can refer their fr iends and relatives for
some posi t ion in their organizat ion. Also, the off ice bearers of t rade
unions are of ten aware of the sui tabi l i ty of candidates . Management
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can inqu ire these l eaders fo r su itab le jobs . In some organ iza tions
these a re formal agreements to g ive p r io r ity in recru itment to the
candidates recommended by the trade union.
6. RECRUITMENT AT FACTORY GATE
Unski l led workers may be recrui ted a t the factory gate these may be
employed whenever a permanent worker i s absen t. More e ffi c ien t
among these may be recruited to fill permanent vacancies.
Apa rt f rom the se t he re a re some o ther s ou rces which a re now adayscommonly used by the organizations. These sources are
Headhunting
Third party recruitment
Recruitment Process Outsourcing (RPO)
E-Recruitment
HEADHUNTING is a f requently used name when referr ing to th i rd par ty
recrui ters , but there are s ignif icant di fferences . In general , a company
would employ a head-hunter when the normal recrui tment effor ts have
fai led t o p rovide a v iabl e c andida te f or t he j ob . Head- hunt er s a re
g en er al ly mo re a gg re ss iv e t ha n in -h ou se r ec ru it er s a nd w il l u se ,
advanced sales techniques such as init ial ly posing as clients to generate
names of employees and their posit ions and personally visi t ing candidate
offices. They can a lso purchase expensive l ists of names and job t i tles .They wil l p repare a cand ida te for the in te rview, negot ia te sala ry, and
conduct closure to the search. In general , in house recruiters will do their
best to attract candidates for specific jobs while head-hunters will actively
seek them out, uti l izing large databases, internet strategies, purchasing
company directories or l i s ts of candidates , networking, and of ten cold
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call ing. Many companies go to great efforts to make i t difficult for head-
hunters to locate their employees.
THIRD PARTY RECRUITMENT f i rms are usual ly dis tinguished by the
method in which they bill a company. Outside recruitment agencies charge
a placement fee when the candidate they recrui ted has accepted a job
with the company that has agreed to pay the fee. Fees of these agencies
generally range from a straight contingency fee to a fully retained service
which i s s im il ar t o p lacing an a tt or ney on r et ai ne r. A ll r ec ru it me nt
agencies are defined by the placement of a candidate to a particular job
within a company.
RECRUITMENT PROCESS OUTSOURCING (RPO ) is a form of business
process outsourcing (BPO) where an employer outsource or transfers all
or par t of i t s recrui tment act ivi t ies to an external service provider. RPO
may involve the outsourcing of all or just part of recruitment functions and
process . The external service provider may serve as a vi r tual recrui t ing
department by providing a complete package of skil ls , tools, technologiesand ac tivi ti es. The RPO serv ice p rov ider i s " the" source for in- scope
recruitment activity.
O n th e o th er h an d, o cc as io na l r ec ru it me nt s up po rt, fo r e xa mp le
t em po ra ry, c on ti ng en cy a nd e xe cu ti ve s ea rc h s er vi ce s a re m or e
analogous to out-tasking, co-sourcing or just sourcing. In this example the
serv ice p rov ider i s "a" source fo r ce rta in types o f recrui tment ac tiv ity
different ia t ing. The biggest d is t inct ion between RPO and other types of
staffing is Process. In RPO the service provider assumes ownership of the
process, while in other types of staffing the service provider is part of a
process controlled by the organization buying their services.
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e-RECRUITMENT covers a range of Web-based application tools used for
the provisioning (typically) of human resources. These applications assist
in the recru itment o f sui tab le cand ida tes for vacan t pos i tions . Some
applications do this by semi-automating the entire recruitment and hiring
process. E-recruitment applications (or software packages that are web-
enab led) typ ica l ly enab le recru itment t eams to c rea te job post ings,
manage job application responses, schedule interviews and manage other
recrui tment tasks . This dramat ical ly reduces the labor and money spent
improves the quality and quantity of the applicant pool.
Recruitment Policy Of a Company
I n t od ay s r ap id ly ch an gi ng b us in es s e nv ir on me nt , a w el l d ef in ed
recruitment policy is necessary for organizations to respond to i ts human
resource requirements in t ime. Therefore, i t is important to have a clear
and concise recruitment policy in place, which can be executed effectively
to recruit the best talent pool for the selection of the right candidate at the
right place quickly. Creating a suitable recruitment policy is the first step
in the e ff ic ien t h ir ing process . A c lea r and conc ise recru itment po licy
helps ensure a sound recruitment process.
I t specif ies the object ives of recrui tment and provides a f ramework for
implementation of recruitment programme. It may involve organizational
system to be developed for implement ing recrui tment programmes and
procedures by filling up vacancies with best qualified people.
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Selection Process
Selec tion i s the system of func tions and devices adopted in a g ivencompany to ascertain whether the candidates specifications are matched
with the job specifications and requirements or not. The obvious guiding
policy in selection is the intention to choose the individual candidate who
c an mo st s uc ce ss fu ll y p er fo rm t he j ob f ro m t he p oo l o f q ua li fie d
candidates.
Selection of personnel to man the organization is a crucial , complex and
cont inu ing func tion. The ab il ity o f an o rgan izat ion to a tt ain i ts goal s
effectively and to develop in a dynamic environment largely depends upon
the e ff ec ti veness o f i ts s el ec ti on p rogr amme . I f r ight per so nnel a re
se lec ted , the remaining func tions o f personne l management become
easier, the employee contr ibut ion and commitment wi l l be a t optimum
leve l and employee-employee re la tions wil l be congenial . I f the r igh t
person is selected, he is a valuable asset to the organization and if faulty
s ele ction is mad e, th e empl oy ee will be com e a l ia bil ity to th eorganization.
Selection Procedure
JOB ANALYSIS: Job analysis forms the basis for selecting the right
candidate . I t includes a deta i led s tudy of the posi t ions for which
recruitments are to be made, in the form of Job Description and Job
Specification HUMAN RESOURCE PLAN : Under this plan estimates are laid for
the future requirement of employees . This forms the basis for the
future recruitment function.
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RECRUITMENT : It refers to the proce ss of sea rching for prospective
employees and stimulating them to apply for jobs in an organization.
DEVELOPMENT OF BASIS FOR SELECTION : This involves the
select ion of appropria te candidates f rom the applicants pool by
adopting suitable techniques for screening.
APPLICATION FOR M : This is also known as application blank. Thi s
technique is u t i l ized for secur ing informat ion f rom the prospect ive
candidates.
WRITTEN EXAMINATION : Application form is followed by writ ten
exa mi na ti on for t he s ho rt l is ted c andi da te s f or a ss es sing t hecandidates abi li ty, apti tude, reasoning and knowledge in var ious
disciplines.
PRELIMINARY INTERVIEW : Prel iminary in te rview i s to so lic it
necessary information from the prospective applicants and to assess
the applicants suitability to the job.
TEST : Test is essentia lly an objective a nd stand ardized me asure o f
sample of behavior from which inferences about future behavior andp er fo rm an ce o f t he c an di da te c an b e d ra wn . Tes ts c an b e o f
following type:
o Aptitude Test : This tes t measure whether an individual has the
capacity or latent abil i ty to learn a given job if adequate training.
Aptitude test can be further subdivided in to
Intelligence test
Emotional test
Skill test
Psychometric test
o Achievement Test : These t es t s a re conduc ted to measure the
value of a specific achievement when an organization wishes to
employ experienced candidate.
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o Situational Test : Th is t es t eva lua tes a cand ida te in a rea l l i f e
situation
o Interest Test : These t es t s a re inven tor ies o f the l ikes and the
dislikes of the candidate in relation to the job, work, occupations,
hobbies and recreational activities.
o Personali ty Test : These tes ts prove deeply to discover c lues to
an individuals value system.
o Multi-Dimensional Testing : Organizations develop such tests in
order to f ind ou t whe ther the cand ida tes possess a var ie ty o f
ski lls or not , candidates abi l i ty to in tegrate the mul ti -ski l ls andpotent ial i ty to apply them based on s i tuat ional and funct ional
requirement.
INTERVIEW: In this s tep, the in terviewer matches the informat ion
obta ined about the cand ida te th rough various means to the job
req ui rement s and t o t he i nforma tion o bt ained t hr ough h is own
observation during the interview. Tests can be of following types:-
o Background information interview
o Job and probing interview
o Stress interview
o Group discussion interview
o Panel interview
o Decision making interview
MEDICAL EXAMINATION : Cer ta in jobs require cer ta in physical
q ua li ti es l ike c le ar v is ion, p er ce pt h ea ri ng , unu sual s ta mi na ,
t ol er ance o f hard worki ng condi ti ons, c le ar t one e tc . m ed ic al
examination reveals whether or not a a candidate possesses these
qualities.
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REFERENCE CHECK : At this step candidates are required to give
the names of references in their applicat ion forms. This is done in
order to verify the information provided by the candidate.
JOB OFFER : After taking the final dec ision, the organization has to
int imate th is deci sion to the success fu l as well a s unsuccessful
candidates . Those selected are offered the job and the candidate
has to communica te h is /her accep tance to the o ffe r. He /she can
also approach the organization for the modification of the job letter
and in case th ings are not working out the offer is re jected by the
candidate. EMPLOYMENT : The Company may modify the ter ms and conditions
of employment as reques ted by the cand ida te and thereby p lace
them on the job.
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RECRUITMENT AND SELECTION PROCESSAT RELIANCE HR SERVICESPRIVATE LIMITED
Recrui tment is the process of ident i fying that the organizat ion needs to
employ someone up to the point a t which appl icat ion forms for the post
have arrived at the organization. Selection then consists of the processes
involved in choosing f rom appl icants a sui table candidate to f i l l a post .
Recruiting individuals to fill particular posts within a business can be doneeither internally by recruitment within the firm, or externally by recruit ing
people f rom outs ide . The recrui tment and select ion process a t Reliance
HR Services Pr ivate Limited begins wi th management determining the
exact need of the posts to be f i l led. There are a number of posts which
have to be fi l led, for example ASM, SE, SA, FSA, TL etc. for the different
businesses. Then, the management shortl ists the resume of the candidate
whose attr ibutes match with the job description and specification required
for the job. The organization get many resumes of unsolicited applicants
on a dai ly basis which they shor t l is t according to the qual i f icat ion and
exper ience fo r a par t i cu la r pos t . As the cand ida te v i s i t s to submi t h i s
resume he is asked to f i ll in the f i rs t page of Interview Record Sheet as
shown in Appendix 1, which he takes along with him in the interview room.
The recru itment p rocess a t Rel iance s ta r ts with the enquiry/ walk-in
management o f t he c an di da te w he n h e s ub mi ts h is r es um e, whichconsists of registration of the candidates and eligibil i ty verification of the
candidates name, phone number, age, qual i f icat ion and exper ience. I t
also consists of taking two references of peers and providing job brief and
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information regarding compensation, career progression and expectation
setting in the company.
. Then, a ft er t he forma li ti es , a prel iminary in terview/ screening is
conduct ed by t he per sonnel o f t he HR depar tmen t w ho s cr een a nd
shortlist the candidates on the following attributes:
Job Understanding
Willingness to work
Compensation clarity
Functional Knowledge Validation
Target Orientation
Energy Level
Sample sales
Then, the screened candidates go through testing and evaluation stage .
Where select ion tes ts are a val id method of assess ing a candidate ( i .e .
e ff ec ti ve ly measu re s t he j ob c ri te ri a, i s r el evan t, r el iabl e, f ai r andunbiased also considering the predictive capacit ies of tests) , they are
an extremely useful tool and are recommended for use . The candidates
undergo a se lect ion tes t and those who manage to score more than the
c ut o ff m ake i t t o t he n ex t r o un d. A s am pl e o f S al es a nd S er vi ce
Employabi l i ty Apt i tude Test i s g iven in Appendix 2 which the candidate
has to take if he has applied for any posit ion in the sales department. The
RME eva lua tes the t es t s and a l so va l ida tes the cu t o ff s fo r them. Theevaluation sheets are then attached with the interview record sheet of the
respective candidate before going in for the final interview.
A s p er t he p la n the f ina l in terview o f t he c an dida te w il l be w ith t he
personnels of the Client company. But just now it is looking after the HR
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process o f on ly Re liance ADAGs group companies . Thus , a t l a st the
c an di da te g oe s th ro ug h t he f in al in te rv ie w w it h t he m an ag em en t
personnels of the depar tment and business for which the candidate has
appl ied fo r. The se lec ted candida tes a re then made to comple te the
j oining f or ma li ti es and t he r ej ec ted o nes a re g iven f eedback l is t o f
se lec ted , on ho ld and re jec ted candida tes i s a l so main ta ined by the
organization for future use.
The Recruitment Process
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(Regi
Reliance HR Services Private LimitedsSourcing Process
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(ClientPro
Resource Planning
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S ou rcing C han nels
C a m p u s
Referrals
Database Recruitment
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Tele Calli
Database Generation
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Campuses
(Degree Colleges, PInstitutes, Study Ce
Field Recruitment
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Tele Callin on 20 r
Competitors, DSAs
Advertisement Based Recruitment
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M essage/ Com m uni
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CHAPTER-III
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Definition of Research
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Redman Morry define research as a systematic effort to gain a new knowledge.
Definition of Research Methodology
Research Methodology is a set of procedures followed while conducting research.
Research Methodology:
Research Statement:
My research is mainly focused on Recruitment &Selection Process of Reliance
Communication Lucknow.
Nature of Research:
My research is Explorative & Analytical in nature.
Research Problem:
Function of HR Department in relation to Recruitment &Selection Process of
Reliance Communication Lucknow.
Universe of study:
The universe for conducting research is Lucknow citty.
Sample Unit:
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Sample unit of research report isare Employees of Reliance CommunicationLucknow.
Sample Size:
Sample size for research report is 50.
Data Collection:
My research report is based upon Primary & Secondary Data. Secondary data was
sourced from various published sources which include Annual Magazines, Websites;
Internet; Books was also referred.
Data Analysis:The term analysis refers to the computation of certain measures along with searching
for patterns of relationship that exists among data group. Analysis is essential for a
scientific study and for ensuring that we have all relevant data for making contemplated
comparisons. Therefore, I have used Tabulation, Graphs & Charts in my project.
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CHAPTER-IV
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1. Are you aware about application blank?
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Are you aware of application blank
70%
30%
yesno
Almost 70 percent of respondents are aware of application form and
the rest 30 percent are not aware of application form.
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2. If yes, what was your experience in filling up application blank?
exciting &informative satisfactory but
lengthy discouragingand boring
S10
5
10
15
20
25
30
Experience in filling up application blank
Series2
Series2 27 20 3
exc it ing & i nformat ive s at is factory b ut l en gthy d is couraging and bo ring
About 27 respondents are experiencing excit ing and informative in fi l l ing
up appl icat ion form,20 are exper iencing sat isfactory but lengthy& 3 are
experiencing discouraging and boring.
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3. Did you find the Reliance Recruitment/Selection process to be?
highlyefficient
efficient neutralineffecient
highlyineffecient
S1
02468
1012
1416
18
20
Rating the Recruitment & Selection Process
Series1
Series1 5 20 15 10 0
highly effic ient efficient neutral ineffecient highly ineffecient
Only 20 among 50 are rating that Recruitment & Selection Process is efficient,5are rating that process is highly efficient, 15 respondents are saying neutral, 10
are regarding process as inefficient .
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4 . What was your overall satisfaction with the recruitment process?
0
5
10
15
20
25
Satisfaction rating with recruitment process
Series2
Series2 7 23 10 10 0
extremelysatisfied
s at is fied neutral dis satis fied extremelydissatisfied
According to the s tudy i t i s evident that though many people found the
process to be eff ic ient though a few were dissat isf ied with the process .
This should be looked into very se rious ly and the d i ssa ti sfact ion be
removed before it spreads out of the organization
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6. The Rel iance recrui tment process is based more towards exper ience
than towards qualification
0
5
10
15
20
25
30
Process based towards experience than qualification
Series2
Series2 8 30 4 6 2
strongly agree agree neutral disagree strongly disagree
Almost 30 out of 50 are agree that process is based towards experience than
qualification.only 2 of them strongly disagree.
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7. Do you think that the recrui tment & select ion process is adequately
advertised?
Is the recruitment/selection process adequately advertised
46%
54%
yes
no
About 46% of the respondents are responding that recruitment process is
adequately advertised & 54% of the respondents are not satisfied with it.
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8. Were you satisfied with the standards of application form?
Satisfied with application form standard
73%
27%
yes
no
Though 73% of the respondents a re sa t i s f i ed wi th the s tandard o f the
A pp li ca ti on fo rm & 2 7% a re n ot s at is fi ed w ith t he s ta nd ar d o f t he
Application form
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9. Were you informed about the parameters on which you would be judged
before the interview process?
Was information regarding the parameters for judgingduring interviw provided beforeit
35%
65%
yes
no
Here we can see that Information regarding the paramete rs was not
propagated and hence a lmost Sixty f ive percent of the respondents who
were appearing for an interview were unaware of the judging parameters.
This i s one o f a d rawback of the p rocess as the cand ida tes should beproperly informed on what parameters they would be rejected or selected
so that they can try their best .
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10. During the selection process did you contact the recruitment services
to change an interview time or request feedback?
Did you apply for change in interview time or request feedback
30%
70%
yes
no
Only 30% of the respondents apply for change in interview time or request feedback.70% of the
respondents do not apply for change in interview time or request feedback.
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11. If yes then were you treated respectfully & was the issue dealt with byRecruitement Services to your satisfaction?
If YES was the request dealt upto your satisfaction.
75%
25%
yes
no
The company should look into the nature of the request which were not
satisfied and check if such things can be avoided in the future. As we can
see that on an average 25% of the requests were not sa t is f ied which is
not a good sign as this can bring a bad name to the company .
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12 . Did the rec ru i te r you were engaged wi th keep you upda ted on the
status of your selection process?
C o n s i s t e n t l y
U s u a l l y
O f t e n
S o m e t i m e s
N e v e r
S1
0
5
10
15
20
25
30
Updates on status of selection process
Series1
Series1 15 30 3 2 0
Consistently Usually Often Sometimes Never
In this question we can see that the employees feel that they were usually
kep t upd at ed about t he s ta tu s o f t he s el ec ti on p roce ss . Thus, t he
organization should ensure that regular updates are always dispatched to
t he a pp li ca nt s d ur in g t he e nti re p ro ce ss . T hi s w ou ld i ns til l m or etransparency in the system and develop more trust in the organization.
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CHAPTER-V
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A bo ut 8 0% o f r es po nd en t f ee l th at d ur in g t hi s p ro ce ss mo re
relevance is given to experience than qualification.
Al mo st 4 6% o f r esp on de nt s a re a gr ee in g t ha t Re cr ui tm en t &
Selection Process are adequately advertised.
About 73% of respondent are satisfied with application standard &
27% are not satisfied.
About 65% of respondent who were appear ing for an interview are
unaware of judging parameters.
Almost 75% of them are sa t isf ied that there request are deal t by
company.
Usually updates on status are been shown.
Quali ty o f in formation regarding growth prospec tus o f Rel iance
communication limited is average.
Respondents are satisfied by the information regarding
organizational structure.
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1. Ensure an up-to-date job description which contains informationrelated to :
Specific tasks and activities required for a job The knowledge, skil ls and abil i ties required for effective performance
by the job incumbent
2. Evaluate the recruitment strategy to determine its efficiency. For example:
Conduct a cost-benefit analysis in terms of the number of applicants
referred, interviewed, selected, and hired
Compare the effectiveness of applicants hired from various sources.
3 . Continuat ion of the Employee Referra l Scheme and to monitor and
expand the scheme dependent on i ts success . But other sources
should a l so be Incorpora ted to b r ing h igh qua l i ty o f t a len t to the
company.
4 . More in format ion about job open ings should be c ircula ted a t web-
worlds a l l over the country and the candidates could be screened
through v ideo confe rencing a t the web-wor lds i tsel f so tha t the
candidates dont have to come al l the way to another c i ty for the
first round.
5. Other statist ics should also be calculated from time to t ime to check
the success of the recruitment and selection process. They are:
Selection rate - Percentage hired from a given group of candidates
Acceptance Rate - Percentage of rejected job offers
Success Base Rate -Comparing percentage ra te of past applicantswho were good employees to that of current employees
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Recruitment is a positive process & Selection is both positive & negative process.
As recruitment is the process of searching for prospectives,employees &
stimulating them to apply for the jobs in organization.
Recruitment is a linking activity as it brings together these with jobs & those
seeking jobs.
The recruitment and selection process at Reliance HR Services
Private Limited begins with management determining the exact
need of the posts to be filled.
The ability of an organization to attain its goals effectively and to
develop in a dynamic environment largely depends upon the
effectiveness of its selection programme. If right personnel are
selected, the remaining functions of personnel management
become easier.
I f t he r ight per son i s s el ec ted, h e i s a valuabl e a ss et t o t he
organizat ion and i f f au l ty se lec tion i s made , the employee wil l
become a liability to the organization.
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LIMITATIONS OF THE STUDYIt is always true that there is no end to learning and
exper imentation, s imilar ly we can never conclusively say that a s tudy is
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complete. This study could also have been more comprehensive but due
to paucity of t ime, the number of samples and questions both were l imited
to a ce rtain ex ten t. S ti ll the resu lt s deduced f rom the s tudy a re well
supported by the data available.
Had time permitted, the study could have also included the analysis of the
interview process and the success of the entire recruitment and selection
process by calculating ratios which were not included.
1 . The da ta ga thered over the en t ire span of th i s p roject may no t be
completely accurate due to the unpredictability of human nature.
2 . A s ho rt t ime- fr ame o f m ig ht n ot be enough t o y ie ld t he des ir ed
r esul ts t ha t were env is ione d dur ing t he commiss io ning o f t hi s
project.
3 . The resul ts would had been better ref lected i f the s tudy would had
covered other locations across the country
4 . More represen ta tion f rom several depar tments a t a ll l eve ls would
had given a good mix to the respondents pool5. Since a convenience sample was sought, many potential
respondents may have been missed
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Tripath i, P.C., Human Resource Development , New
Delhi, Sultan Chand & sons, 2003.
Rao, V.S.P., personal management, New Delhi, Sultan
Chand & Sons, 2001.
Humanresource& personnelmanagement,Ashwathappa.
Personnel Management,Edwin.B.Flippo.
www.reliance.com .
.
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n
QUESTIONNAIRE
88Reliance Communication Ltd., a group company of Reliance ADAG is conducting asurvey to gauge the effectiveness of the Recruitment and Selection Process, beingcarried out through Reliance HR Services Private Ltd.. We will be highly grateful if you take out some time to fill this questionnaire.
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Q1. Are you aware about application form? Yes No
Q2 If yes, what was your experience in filling application blank? Exciting & informative. Satisfactory & lengthy Discouraging & boring
Q3. Did you find the Reliance recruitment/selection process to be: Extremely efficient Efficient Neutral Inefficient Highly Inefficient
Q4. What was your overall satisfaction with the recruitment process? Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied
Q5How likely are you to recommend the company to a friend or a colleague? Extremely Likely Likely Neutral Unlikely Extremely Unlikely
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Q6 The Reliance recruitment process is biased more towards experience than towardsqualifications.
Strongly Agree Agree Neutral Disagree Strongly Disagree
Q7. Do you think that the recruitment and selection process is adequately advertised? Yes No
Q8. Were you satisfied with the standards of the application form? Yes No
Q9. Were you informed about the parameters on which you would be judged before theinterview process?
Yes No
Q10. During the selection process, did you contact the Recruitment Services to change aninterview time or request feedback?
Yes
No
Q11.If yes, then were you treated respectfully and was the issue dealt with by RecruitmentServices to your satisfaction?
Yes No
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Q12. Did the recruiter you were engaged with keep you updated on the status of your selection process?
Consistently Usually Often Sometimes Never