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67271548 reliance-project

  1. 1. PROJECT REPORT ONTHE RECRUITMENT AND SELECTION PROCESS AT RELIANCE COMMUNICATIONS LTD., LUCKNOW Report Submitted in Partial Fulfillment of the Requirements for the Master of Business Management Under the Valuable guidance of 1
  2. 2. Mr. ALOK MISHRA Head Resource Management- U.P. Reliance HR Services Private Ltd. Submitted By: RISHABH SHUKLACOLLEGE OF MANAGEMENT STUDIES, KANPUR 2010-2012 ACKNOWLEDGEMENTSummer training is the most vital part of an MBA course, both as a linkbetween theory and actual industrial practices as well as an opportunity forhands on experience in corporate environment. I therefore, consider myselffortunate to receive the training in an esteemed organization viz. RelianceCommunication Ltd. Yet the opportunity could not have been utilized withoutthe guidance and support of many individuals who although held varied 2
  3. 3. positions, but were equally instrumental for successful completion of mysummer training.I would like to take this opportunity to express my humble gratitude toMr. Deepak Sareen, Location Head, for his kind support and guidance.I also express my profound indebtedness to Mr. Alok Mishra, Head ResourceManagement)- U.P., for her guidance and mentoring throughout the tenure of mysummer training.I would also like to thank the management, employees and the entire unit ofReliance Communication Ltd., Lucknow for their cooperation.In addition I would also like to express gratitude to the respected facultymember Prof. Alok Satsabgi for her invaluable inputs and direction thatrendered success to the project.I thank my family, friends, mentors and all well-wishers without whosecooperation this project would not have been a success. Regards, Rishabh Shukla 3
  4. 4. TABLE OF CONTENTS(i) Synopsis……………………………………………………………………………..(4)(ii) Introduction……………………………………………………………………….. (5)(iii) About Reliance ADAG Group Company………………………………………..(6)(iv)About Reliance Communication Ltd…………………………………………..(16)(v) About Reliance HR Services Private Ltd.……………………………………..(20)(vi)Recruitment and Selection process…………………..……..…………………(23)(vii) Recruitment and Selection process at Reliance HR Services Private Ltd …………………………………………….(42)(viii) Methodology followed…………………………………………………..........(53) 4
  5. 5. (ix)Tabulation, Findings and Interpretations …………………..……..…………(55) (x) Limitations of the study ………………………………………………………..(74)(xi)Recommendations ……………………………………………………………….(75)(xii) Appendices ……………………………………………………………………..(78)(xiii) Bibliography … ……………………………………………………………………....(97) SYNOPSIS The objective of the project was to study and analyze the recruitment and selection process of Reliance Communication Ltd. The study included analyzing previous recruitment sources and methods, changes implemented in the past and their effects, the selection process and thereby the success of the both the recruitment and selection process. The entire study was concentrated around recruitment and selection; hence the following would be pursued : • Studying the posts to be filled 5
  6. 6. • Planning the Number of persons to be recruited• Duties to be performed• Preparing the job description and person specification• Studying the KSAs ( Knowledge, Skills and Abilities) of the job• Consulting the recruitment policy and procedure of the company• Studying the recruitment sources and methods of the company screening of the responses• Then, studying the selection process of the company• At last, analyzing in a comprehensive manner the whole Recruitment and Selection process 6
  7. 7. INTRODUCTIONWith a strong population of over 1.1 Billion, India has become one of the mostdynamic and promising telecom markets of the world. In recent times, thecountry has emerged as one of the fastest growing telecom markets in the world.During 2003-2007, the country witnessed the number of phones increasing morethan triple and total tele-density rose from 5.1% to 18.2%, according to “ IndianTelecom Analysis (2008-2012)”, a new research report by RNCOS:Key Findings• The total telecom subscription in India surged at a CAGR of over 38% from fiscal 2003 to fiscal 2007, making the country the third largest telecom market in the world.• Mobile phones accounted for 80.2% of the total telephone subscriber base at the end of March 2007.• The Internet subscriber base in the country, as on March 31, 2007, stood at 9.3 Million as compared to 6.9 Million on March 31, 2006 registering a growth of 34.8%. 7
  8. 8. • By fiscal 2010, Indian will require around 330,000 telecom network towers. To meet this enormous need, the telecom operators are resorting to network infrastructure sharing.This sector thus, has a huge manpower requirement and the attrition rate is alsoon the higher side. Hence, the role of HR department is crucial and critical foran organization’s success in this sector.Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Groupfounded by Shri Dhirubhai H Ambani (1932-2002), ranks among India’s topthree private sector business houses in terms of net worth. The group hasbusiness interests that range from telecommunications (RelianceCommunications Limited) to financial services (Reliance Capital Ltd) and thegeneration and distribution of power (Reliance Energy Ltd).Reliance – ADA Group’s flagship company, Reliance Communications, isIndias largest private sector information and communications company, with 8
  9. 9. over 40 million subscribers. It has established a pan-India, high-capacity,integrated (wireless and wireline), convergent (voice, data and video) digitalnetwork, to offer services spanning the entire infocomm value chain.Other major group companies — Reliance Capital and Reliance Energy — arewidely acknowledged as the market leaders in their respective areas ofoperation.Reliance CapitalReliance Capital is one of India’s leading and fastest growing private sectorfinancial services companies, and ranks among the top 3 private sector financialservices and banking companies, in terms of net worth.The company has interests in asset management and mutual funds, life andgeneral insurance, private equity and proprietary investments, stock broking andother activities in financial services. 9
  10. 10. Reliance Energy LimitedReliance Energy Limited, incorporated in 1929, is a fully integrated utilityengaged in the generation, transmission and distribution of electricity. It ranksamong India’s top listed private companies on all major financial parameters,including assets, sales, profits and market capitalization.It is India’s foremost private sector utility with aggregate estimated revenues ofRs 9,500 crore (US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4billion).Reliance Energy Limited distributes more than 21 billion units of electricity toover 25 million consumers in Mumbai, Delhi, Orissa and Goa, across an areathat spans 1,24,300 sq. kms. It generates 941 MW of electricity, through itspower stations located in Maharashtra, Andhra Pradesh, Kerala, Karnataka andGoa.The company is currently pursuing several gas, coal, wind and hydro-basedpower generation projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh andUttaranchal with aggregate capacity of over 12,500 MW. These projects are atvarious stages of development. 10
  11. 11. Reliance Energy Limited is vigorously participating in emerging opportunitiesin the areas of trading and transmission of power. It is also engaged in aportfolio of services in the power sector in Engineering, Procurement andConstruction (EPC) through a network of regional offices in India.Reliance HealthIn a country where healthcare is fast becoming a booming industry, RelianceHealth is a focused healthcare services company enabling the provision ofsolution to Indians, at affordable prices. The company aims at providingintegrated health services that will compete with the best in the world. It alsoplans to venture into diversified fields like Insurance Administration, Healthcare Delivery and Integrated Health, Health Informatics and InformationManagement and Consumer Health.Reliance Health aims at revolutionizing healthcare in India by enabling ahealthcare environment that is both affordable and accessible throughpartnerships with government and private businesses.Reliance Media & EntertainmentAs part of the Reliance - ADA Group, Reliance Entertainment is spearheadingthe Group’s foray into the media and entertainment space. Reliance 11
  12. 12. Entertainment’s core focus is to build significant presence for Reliance in theEntertainment eco-system: across content and distribution platforms.The key content initiative are across Movies, Music, Sports, Gaming, Internet &mobile portals, leading to direct opportunities in delivery across the emergingdigital distribution platforms: digital cinema, IPTV, DTH and Mobile TV.Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largestentertainment companies in India, which has interests in film processing,production, exhibition & digital cinema.Reliance Entertainment has made an entry into the FM Radio business throughAdlabs Radio www.big927fm.com Having won 45 stations in the recent bidding,BIG 92.7 FM is already India’s largest private FM radio network with 12 radiostations across the country.Reliance Communications LimitedThe flagship company of the Reliance – ADA Group, Reliance CommunicationsLimited, is the realization of our founder’s dream of bringing about a digital 12
  13. 13. revolution that will provide every Indian with affordable means ofcommunication and a ready access to information.The company began operations in 1999 and has over 20 million subscriberstoday. It offers a complete range of integrated telecom services. These includemobile and fixed line telephony, broadband, national and international longdistance services, data services and a wide range of value added services andapplications aimed at enhancing the productivity of enterprises and individuals.Apart from these some other businesses are:Reliance Mutual Fund Reliance Life InsuranceReliance General Insurance Reliance Portfolio Management Service 13
  14. 14. 14
  15. 15. It’s Structure 15
  16. 16. Company’s Values 16
  17. 17. • Shareholder InterestThey value the trust of shareholders, and keep their interests paramount inevery business decision we make, every choice they exercise.• People CareThey possess no greater asset than the quality of their human capital and nogreater priority than the retention, growth and well-being of their vast poolof human talent• Consumer FocusThey rethink every business process, product and service from the standpointof the consumer – so as to exceed expectations at every touch point.• Excellence in ExecutionThey believe in excellence of execution – in large, complex projects as muchas small everyday tasks. If something is worth doing, it is worth doing well.• Team Work 17
  18. 18. The whole is greater than the sum of its parts; in their rapidly-changingknowledge economy, organizations can prosper only by mobilizing diversecompetencies, skill sets and expertise; by imbibing the spirit of “thinkingtogether” -- integration is the rule, escalation is an exception.• Proactive InnovationThey nurture innovation by breaking silos, encouraging cross-fertilization ofideas & flexibility of roles and functions. They create an environment ofaccountability, ownership and problem-solving –based on participative workethic and leading-edge research• Leade rship by EmpowermentThey believe leadership in the new economy is about consensus building,about giving up control; about enabling and empowering people down theline to take decisions in their areas of operation and competence .• Social ResponsibilityThey believe that organizations, like individuals, depend on the support ofthe community for their survival and sustenance, and must repay thisgenerosity in the best way they can.• Respect for Competition 18
  19. 19. They respect competition – because there’s more than one way of doing things right. They can learn as much from the success of others as from their own failuresChairman’s MessageA New Reliance For A New WorldIf the last century was about meeting human needs, the new millennium is aboutmatching human aspirations.We live in a world where the young are reaching higher, dreaming bigger anddemanding more; a world that is challenging the limits of hope and possibility.Nowhere is this more strikingly visible than in India – a country that wakes upevery morning a little younger in age, but infinitely more ambitious in spirit. 19
  20. 20. India’s demographic transition is an extraordinary moment in world history.Today, over 600 million young people, or more than 1 in 2 Indians, are belowthe age of 25. In 15 years, this number is set to touch 700 million, making Indiathe largest community of youth anywhere in the world.New India shows the impatience of youth; the desire for real and rapid change --for a quality of life that is second to none.Transportation, communications, energy, information, entertainment,technology, education, healthcare and personal finance, New India wants world-class products and services.Reliance Anil Dhirubhai Ambani Group embodies the spirit of this newresurgent India.Our goal is not just to build a great enterprise for our stakeholders, but, moreimportantly, to build a great future for our country and the world at large; togive hundreds of millions of people the power to fulfill their dreams, shape theirown destiny, and the means to realize their true and diverse potential.Energy and communications, financial services and infrastructure, new economyand old --- our businesses will span the entire varied landscape of emerginghuman aspirations. 20
  21. 21. We will work with commitment and resolve to create pathways that connectambition to achievement, promise to performance, potential to reality....We will bridge the gap between quantity and quality; leveraging our strength inmanaging large-scale operations even as we deliver best-of-class products andservices to our consumers. Focussing on the burgeoning aspirations of ouryoung consumers will remain one of our key driving values.We will rethink every business process, product and service from the standpointof the consumer – with a commitment to enhance experience at every touchpoint.Our founder, the legendary Dhirubhai Ambani, gave us a simple mantra forentrepreneurship: “Think big. Think fast. Think Ahead.”We will think bigger. We will think faster. But, most important of all, we willThink Better – to stay ahead of competition and of our times.Welcome to the Reliance Anil Dhirubhai Ambani Group.It is the New Reliance for the New World! Anil Dhirubhai Ambani Group Chairman & CEO 21
  22. 22. An OverviewThe Late Dhirubhai Ambani dreamt of a digital India — an India where thecommon man would have access to affordable means of information andcommunication. Dhirubhai, who single-handedly built India’s largest privatesector company virtually from scratch, had stated as early as 1999: “Make thetools of information and communication available to people at an affordablecost. They will overcome the handicaps of illiteracy and lack of mobility.”It was with this belief in mind that Reliance Communications (formerly RelianceInfocomm) started laying 60,000 route kilometres of a pan-India fibre opticbackbone. This backbone was commissioned on 28 December 2002, theauspicious occasion of Dhirubhai’s 70th birthday, though sadly after hisunexpected demise on 6 July 2002. 22
  23. 23. Reliance Communications has a reliable, high-capacity, integrated (bothwireless and wireline) and convergent (voice, data and video) digital network. Itis capable of delivering a range of services spanning the entire infocomm(information and communication) value chain, including infrastructure andservices — for enterprises as well as individuals, applications, and consulting.Today, Reliance Communications is revolutionizing the way India communicatesand networks, truly bringing about a new way of life.It’s BusinessesReliance Communications is the flagship company of the Anil DhirubhaiAmbani Group (ADAG) of companies. Listed on the National Stock Exchangeand the Bombay Stock Exchange, it is India’s leading integratedtelecommunication company with over 40 million customers.Our business encompasses a complete range of telecom services covering mobileand fixed line telephony. It includes broadband, national and international longdistance services and data services along with an exhaustive range of value-added services and applications. Our constant endeavor is to achieve customerdelight by enhancing the productivity of the enterprises and individuals weserve. 23
  24. 24. Reliance Mobile (formerly Reliance India Mobile), launched on 28 December2002, coinciding with the joyous occasion of the late Dhirubhai Ambani’s 70thbirthday, was among the initial initiatives of Reliance Communications. Itmarked the auspicious beginning of Dhirubhai’s dream of ushering in a digitalrevolution in India. Today, we can proudly claim that we were instrumental inharnessing the true power of information and communication, by bestowing it inthe hands of the common man at affordable rates.We endeavor to further extend our efforts beyond the traditional value chain bydeveloping and deploying complete telecom solutions for the entire spectrum ofsociety.HR Department In Reliance Communications“In my book, we have no greater asset than the quality of our intellectualcapital, and no greater priority than the growth and retention of our vast pool oftalent” – Anil Dhirubhai AmbaniAt Reliance - Anil Dhirubhai Ambani Group, they recognize the critical rolethat their people play in the success and growth of each of their businesses. It is 24
  25. 25. the skill and initiative of their workforce that sets them apart from their peers intoday’s knowledge-driven economy. It is their commitment and dedication thatlends them the competitive edge, and helps them stay ahead of the curve.Their strong team of professionals is among the youngest in the country, andconsists of some of the most dynamic, motivated and qualified individuals to befound anywhere in the world. First-rate management graduates, highly trainedengineers, top-notch financial analysts and razor sharp accountants— they haveon their rolls some of the brightest minds in the business.The Department’s MissionTheir transparent HR policies and robust processes are driven by a singleoverarching objective: To attract, nurture, grow and retain the best leadershiptalent in every sector and industry is which they operate.Their aim is to create a team of world beaters that is: • 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 GroupThe Department’s Promise 25
  26. 26. In order to achieve their objective, they offer their people:• Growth opportunities to expand leadership capabilities• True meritocracy and freedom to choose career paths• Opportunities to develop and hone leadership and functional capabilities• An entrepreneurial environment where people can pursue their dreams• Competitive compensationIn addition, they follow a well-defined Rewards & Recognitions programme thatperiodically identifies exceptional individual and team achievers among thevarious business functions and verticals in the Group.The Department’s ExpectationsReliance – ADAG encourages it’s employees to take leadership, at all levels ofthe organization, and participate in accelerating growth of their businesses tobuild 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• Sustain and strengthen the group’s spirit of entrepreneurship—taking 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 26
  27. 27. • 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 LIMITEDAnil Ambani wants to go one-up on the likes of HR consulting giants likeManpower. The ADAG chairman wants to expand the scope of recently-formedgroup company Reliance HR Services-whose present mandate is to handle in-house staffing requirements-to one which is capable of meeting similar needs ofother companies so that it can emerge as a highly lucrative cash cow.The company which came into being on April 1, 2008 intends to close 2008-09with a turnover of Rs. 300-500 crore. Amitabh Ghosh, CEO of Reliance HRServices Private Limited wants to move out from merely meeting internal needsof group to cover third-parties also from 2009-10. Thus, the company intends tohandle both domestic and global corporations.The company recently employs 20,000, who are seconded to various ADAGfirms. In the next five years the company intends to employ 5 lakh professionalsfor the group itself. Reliance HR Services Private Limited currently operates out 27
  28. 28. of office premises of various ADAG companies. The offices of the companywould be spread all over the country in the manner shown below: 28
  29. 29. 29
  30. 30. Organization Structure - Location Location Head Resource Payroll Management Compliance MIS ExecutiveExecutive Executive Officer Field Recruiter 30
  31. 31. 31
  32. 32. RECRUITMENT AND SELECTION PROCESSAccording to Edwin B. Flippo, “Recruitment is the process of searching thecandidates for employment and stimulating them to apply for jobs in theorganization”. Recruitment is the activity that links the employers and the jobseekers.Recruitment is a linking activity- bringing together jobs to fill and thoseseeking jobs. A good recruitment program should attract the qualified & notunqualified. Recruitment is a costly affair. There are legal implications ofincompetent selection – negligent hiring. “Organizations must considerrecruitment as a strategic war to attract talent, and must develop and implementaggressive talent acquisition strategies in order to dominate the labor marketwithin a given industry. With the impending retirement of the baby-boomergeneration and the lack of availability of high quality senior-level talent, manycompanies consider talent acquisition to be the most important businesschallenge facing them today”. 32
  33. 33. Recruitment of candidates is the function preceding the selection, which helpscreate a pool of prospective employees for the organization so that themanagement can select the right candidate for the right job from this pool. Themain objective of the recruitment process is to expedite the selection process.Recruitment is a continuous process whereby the firm attempts to develop a poolof qualified applicants for the future human resources needs even thoughspecific vacancies do not exist. Usually, the recruitment process starts when amanger initiates an employee requisition for a specific vacancy or an anticipatedvacancy.Purpose & Importance Of Recruitment: • Attract and encourage more and more candidates to apply in the organization. • Create a talent pool of candidates to enable the selection of best candidates for the organization. • Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. • Recruitment is the process which links the employers with the employees. • Increase the pool of job candidates at minimum cost. 33
  34. 34. • Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. • Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. • Meet the organizations legal and social obligations regarding the composition of its workforce. • Begin identifying and preparing potential job applicants who will be appropriate candidates. • Increase organization and individual effectiveness of various 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.Management’s Role in Recruitment 34
  35. 35. Recruitment planning is anticipating and using all available flexibilities andstrategies to maintain the workforce. Human Resources Responsibilities alongwith the civilian Recruitment Team can help through this process by furtherexplaining strategies and helping to find easier ways to accomplish them.Responsibilities include:• Determining a vacancy exists.• Choosing the right strategies to fill the position.• Defining and capturing the need (understanding the position, its functions, duties, responsibilities, and skill requirements.)• Initiating the final action.Recruitment needs are of three types• PLANNED i.e. the needs arising from changes in organization and retirement policy.• ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.• UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs. 35
  36. 36. The Recruitment Process1 Determinethe exact need 8 Imp lement th e d ecision2 Obtainapproval 9 Allow timefor response3 Combine / update description 10 job Screen respo nses and job specification4 DetermineKPAs of the job 11Draw up a candiddateshortlist5 Consultthe recruitmen t p olicy 12 Pro videfeedb ack to ap plicants & procedure6 Choosethe recruitmen t source(s) 13 Proceed to selection7 Decideon a recruitment method 14 Evaluatethe recruitment effort 36
  37. 37. SOURCES OF RECRUITMENTEvery organization has the option of choosing the candidates for its recruitmentprocesses from two kinds of sources: internal and external sources. The sourceswithin the organization itself (like transfer of employees from one department toother, promotions) to fill a position are known as the internal sources of 37
  38. 38. recruitment. Recruitment candidates from all the other sources (like outsourcingagencies etc.) are known as the external sources of recruitment. 38
  40. 40. Internal Sources Of Recruitment 1. TRANSFERS The employees are transferred from one department to another according to their efficiency and experience. 2. PROMOTIONS The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. 40
  41. 41. 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 qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. 5. The dependents and relatives of Deceased employees and Disabled employees 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 firms 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. 41
  42. 42. 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 3. Promotion of one person in a company may upset someone else.External Sources Of RecruitmentExternal recruitment makes it possible to draw upon a wider range of talent, andprovides 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 withsomeone who proves to be less effective in practice than they did on paper andin the interview situation.There are a number of stages, which can be used to define and set out the natureof particular jobs for recruitment purposes:Job analysis is the process of examining jobs in order to identify the keyrequirements 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 42
  43. 43. is responsible a simple description of the role and duties of the employee withinthe organization.Job analysis is used in order to: 1. Choose employees either from the ranks of your existing 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. 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. Identify areas of risk and danger at work. 6. Help in setting rates 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 can be leaned directly from the person carrying out a task and/or from their supervisory staff. Some large organizations specifically employ job 43
  44. 44. analysts. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer.Job descriptionA job description will set out how a particular employee will fit into 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 simple description of the role and duties of the employee within the organization.A job description could be used as a job indicator for applicants for a job.Alternatively, it could be used as a guideline for an employee and/or his or herline manager as to his or her role and responsibility within the organization.back to Table of ContentsJob specification 44
  45. 45. A job specification goes beyond a mere description - in addition, it highlightsthe mental and physical attributes required of the job holder. For example, a jobspecification for a trainee managers post in a retail store included thefollowing:Managers at all levels would be expected to show responsibility. The companyis looking for people who are tough and talented. They should have a flair forbusiness, know how to sell, and to work in a team.Job analysis, description, and specification can provide useful information to abusiness in addition to serving as recruitment instruments. For example, staffappraisal is a means of monitoring staff performance and is a feature ofpromotion in modern companies. In some companies, for example, employeesand their immediate line managers discuss personal goals and targets for thecoming time period (e.g. the next six months). The appraisal will then involve areview of performance during the previous six months, and setting new targets.Job details can serve as a useful basis for establishing dialogue and targets. Jobdescriptions can be used as reference points for arbitrating in disputes as towho does what in a business. Selection involves procedures to identify themost appropriate candidates to fill posts. An effective selection procedure willtherefore take into consideration the following: 45
  46. 46. keeping the costs of selection down making sure that the skills and qualitiesbeing sought have been identified, developing a process for identifying them incandidates making sure that the candidates selected, will want the job, and willstay with the company.Keeping the costs of selection down will involve such factors as holding theinterviews in a location, which is accessible to the interviewing panel, and tothose being interviewed. The interviewing panel must have available to them allthe necessary documentations, such as application forms available to studybefore the interviews take place. A short list must be made up of suitablecandidates, so that the interviews do not have to take place a second time, withnew job advertisements being placed.The skills required should have been identified through the process of jobanalysis, description and specification. It is important then to identify ways oftesting whether candidates meet these requirements. Testing this out mayinvolve: interviewing candidates asking them to get involved in simulated workscenarios asking them to provide samples of previous work getting them to fillin personality and intelligence tests giving them real work simulations to testtheir abilities.The external sources Of Recruitment are: 46
  47. 47. 1. PRESS ADVERTISEMENTS Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.2. EDUCATIONAL INSTITUTES Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.3. PLACEMENT AGENCIES Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)4. EMPLOYMENT EXCHANGES 47
  48. 48. Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.5. LABOUR CONTRACTORS Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs.6. UNSOLICITED APPLICANTS Many job seekers visit the office of well-known companies on their 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.7. EMPLOYEE REFERRALS / RECOMMENDATIONS Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union. 48
  49. 49. 8. RECRUITMENT AT FACTORY GATE Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.Apart from these there are some other sources which are nowadays commonlyused by the organizations. These sources are • Headhunting • Third party recruitment • Recruitment Process Outsourcing (RPO) • E-RecruitmentHEADHUNTING is a frequently used name when referring to third partyrecruiters, but there are significant differences. In general, a company wouldemploy a head-hunter when the normal recruitment efforts have failed to providea viable candidate for the job. Head-hunters are generally more aggressive thanin-house recruiters and will use, advanced sales techniques such as initiallyposing as clients to generate names of employees and their positions andpersonally visiting candidate offices. They can also purchase expensive lists ofnames and job titles. They will prepare a candidate for the interview, negotiatesalary, and conduct closure to the search. In general, in house recruiters will dotheir best to attract candidates for specific jobs while head-hunters will actively 49
  50. 50. seek them out, utilizing large databases, internet strategies, purchasing companydirectories or lists of candidates, networking, and often cold calling. Manycompanies go to great efforts to make it difficult for head-hunters to locate theiremployees.THIRD PARTY RECRUITMENT firms are usually distinguished by the methodin which they bill a company. Outside recruitment agencies charge a placementfee when the candidate they recruited has accepted a job with the company thathas agreed to pay the fee. Fees of these agencies generally range from a straightcontingency fee to a fully retained service which is similar to placing anattorney on retainer. All recruitment agencies are defined by the placement of acandidate to a particular job within a company.RECRUITMENT PROCESS OUTSOURCING (RPO ) is a form of businessprocess outsourcing (BPO) where an employer outsources or transfers all or partof its recruitment activities to an external service provider. RPO may involvethe outsourcing of all or just part of recruitment functions and process. Theexternal service provider may serve as a virtual recruiting department byproviding a complete package of skills, tools, technologies and activities. TheRPO service provider is "the" source for in-scope recruitment activity.On the other hand, occasional recruitment support, for example temporary,contingency and executive search services are more analogous to out-tasking,co-sourcing or just sourcing. In this example the service provider is "a" source 50
  51. 51. for certain types of recruitment activity differentiating. The biggest distinctionbetween RPO and other types of staffing is Process. In RPO the service providerassumes ownership of the process, while in other types of staffing the serviceprovider is part of a process controlled by the organization buying theirservices.e-RECRUITMENT covers a range of Web-based application tools used for theprovisioning (typically) of human resources. These applications assist in therecruitment of suitable candidates for vacant positions. Some applications dothis by semi-automating the entire recruitment and hiring process. E-recruitmentapplications (or software packages that are web-enabled) typically enablerecruitment teams to create job postings, manage job application responses,schedule interviews and manage other recruitment tasks. This dramaticallyreduces the labor and money spent improves the quality and quantity of theapplicant pool.Recruitment Policy Of a CompanyIn today’s rapidly changing business environment, a well defined recruitmentpolicy is necessary for organizations to respond to its human resourcerequirements in time. Therefore, it is important to have a clear and conciserecruitment policy in place, which can be executed effectively to recruit the besttalent pool for the selection of the right candidate at the right place quickly. 51
  52. 52. Creating a suitable recruitment policy is the first step in the efficient hiringprocess. A clear and concise recruitment policy helps ensure a soundrecruitment process.It specifies the objectives of recruitment and provides a framework forimplementation of recruitment programme. It may involve organizational systemto be developed for implementing recruitment programmes and procedures byfilling up vacancies with best qualified people.Components of The Recruitment Policy • The general recruitment policies and terms of the organization • Recruitment services of consultants • Recruitment of temporary employees • Unique recruitment situations • The selection process • The job descriptions • The terms and conditions of the employmentA recruitment policy of an organization should be such that:• It should focus on recruiting the best potential people.• To ensure that every applicant and employee is treated equally with dignity and respect. 52
  53. 53. • Unbiased policy.• To aid and encourage employees in realizing their full potential.• Transparent, task oriented and merit based selection.• Weightage during selection given to factors that suit organization needs.• Optimization of manpower at the time of selection process.• Defining the competent authority to approve each selection.• Abides by relevant public policy and legislation on hiring and employment relationship.• Integrates employee needs with the organizational needs.Factors Affecting Recruitment Policy• Organizational objectives• Personnel policies of the organization and its competitors.• Government policies on reservations.• Preferred sources of recruitment.• Need of the organization.• Recruitment costs and financial implications. 53
  54. 54. back to Table of ContentsSelection ProcessSelection is the system of functions and devices adopted in a given company toascertain whether the candidates’ specifications are matched with the jobspecifications and requirements or not. The obvious guiding policy in selectionis the intention to choose the individual candidate who can most successfullyperform the job from the pool of qualified candidates.Selection of personnel to man the organization is a crucial, complex andcontinuing function. The ability of an organization to attain its goals effectivelyand to develop in a dynamic environment largely depends upon the effectivenessof its selection programme. If right personnel are selected, the remainingfunctions of personnel management become easier, the employee contributionand commitment will be at optimum level and employee-employee relations willbe congenial. If the right person is selected, he is a valuable asset to theorganization and if faulty selection is made, the employee will become aliability to the organization. 54
  55. 55. Selection Procedure • JOB ANALYSIS: Job analysis forms the basis for selecting the right candidate. It includes a detailed study of the positions 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. • RECRUITMENT : It refers to the process of searching for prospective employees and stimulating them to apply for jobs in an organization. • DEVELOPMENT OF BASIS FOR SELECTION : This involves the selection of appropriate candidates from the applicants’ pool by adopting suitable techniques for screening. • APPLICATION FORM : This is also known as application blank. This technique is utilized for securing information from the prospective candidates. • WRITTEN EXAMINATION : Application form is followed by written examination for the short listed candidates for assessing the candidate’s ability, aptitude, reasoning and knowledge in various disciplines. 55
  56. 56. • PRELIMINARY INTERVIEW : Preliminary interview is to solicit necessary information from the prospective applicants and to assess the applicant’s suitability to the job.• TEST : Test is essentially an objective and standardized measure of sample of behavior from which inferences about future behavior and performance of the candidate can be drawn. Tests can be of following type: o Aptitude Test : This test measure whether an individual has the capacity or latent ability 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 tests are conducted to measure the value of a specific achievement when an organization wishes to employ experienced candidate. o Situational Test : This test evaluates a candidate in a real life situation o Interest Test : These tests are inventories of the likes and the dislikes of the candidate in relation to the job, work, occupations, hobbies and recreational activities. 56
  57. 57. o Personality Test : These tests prove deeply to discover clues to an individual’s value system. o Multi-Dimensional Testing : Organizations develop such tests in order to find out whether the candidates possess a variety of skills or not, candidate’s ability to integrate the multi-skills and potentiality to apply them based on situational and functional requirement .• INTERVIEW: In this step, the interviewer matches the information obtained about the candidate through various means to the job requirements and to the information obtained through his own observation during the interview. Tests can be of following types:-o Background information interviewo Job and probing interviewo Stress interviewo Group discussion interviewo Panel interviewo Decision making interview• MEDICAL EXAMINATION : Certain jobs require certain physical qualities like clear vision, percept hearing, unusual stamina, tolerance of hard working conditions, clear tone etc. medical examination reveals whether or not a a candidate possesses these qualities. 57
  58. 58. • REFERENCE CHECK : At this step candidates are required to give the names of references in their application forms. This is done in order to verify the information provided by the candidate.• JOB OFFER : After taking the final decision, the organization has to intimate this decision to the successful as well as unsuccessful candidates. Those selected are offered the job and the candidate has to communicate his/her acceptance to the offer. He/she can also approach the organization for the modification of the job letter and in case things are not working out the offer is rejected by the candidate.• EMPLOYMENT : The Company may modify the terms and conditions of employment as requested by the candidate and thereby place them on the job. 58
  59. 59. 59
  60. 60. RECRUITMENT AND SELECTION PROCESS AT RELIANCE HR SERVICES PRIVATE LIMITEDRecruitment is the process of identifying that the organization needs to employsomeone up to the point at which application forms for the post have arrived atthe organization. Selection then consists of the processes involved in choosingfrom applicants a suitable candidate to fill a post. Recruiting individuals to fillparticular posts within a business can be done either internally by recruitmentwithin the firm, or externally by recruiting people from outside. The recruitmentand selection process at Reliance HR Services Private Limited begins withmanagement determining the exact need of the posts to be filled. There are a 60
  61. 61. number of posts which have to be filled, for example ASM, SE, SA, FSA, TLetc. for the different businesses. Then, the management shortlists the resume ofthe candidate whose attributes match with the job description and specificationrequired for the job. The organization get many resumes of unsolicitedapplicants on a daily basis which they shortlist according to the qualificationand experience for a particular post. As the candidate visits to submit hisresume he is asked to fill in the first page of Interview Record Sheet as shownin Appendix 1, which he takes along with him in the interview room.The recruitment process at Reliance starts with the enquiry/ walk-inmanagement of the candidate when he submits his resume, which consists ofregistration of the candidates and eligibility verification of the candidate’sname, phone number, age, qualification and experience. It also consists oftaking two references of peers and providing job brief and information regardingcompensation, career progression and expectation setting in the company.Then, after the formalities, a preliminary interview/ screening is conducted bythe personnel of the HR department who screen and shortlist the candidates onthe following attributes: • Job Understanding • Willingness to work • Compensation clarity 61
  62. 62. • Functional Knowledge Validation • Target Orientation • Energy Level • Sample salesThen, the screened candidates go through testing and evaluation stage . Whereselection tests are a valid method of assessing a candidate (i.e. effectivelymeasures the job criteria, is relevant, reliable, fair and unbiased – alsoconsidering the predictive capacities of tests), they are an extremely useful tooland are recommended for use. The candidates undergo a selection test and thosewho manage to score more than the cut off make it to the next round. A sampleof Sales and Service Employability Aptitude Test is given in Appendix 2 whichthe candidate has to take if he has applied for any position in the salesdepartment. The RME evaluates the tests and also validates the cut offs forthem. The evaluation sheets are then attached with the interview record sheet ofthe respective candidate before going in for the final interview.As per the plan the final interview of the candidate will be with the personnelsof the Client company. But just now it is looking after the HR process of onlyReliance ADAG’s group companies. Thus, at last the candidate goes through thefinal interview with the management personnels of the department and businessfor which the candidate has applied for. The selected candidates are then madeto complete the joining formalities and the rejected ones are given feedback. A 62
  63. 63. list of selected, on hold and rejected candidates is also maintained by theorganization for future use. The Recruitment Process 63
  64. 64. E (R eg istraback to Table of ContentsReliance HR Services Private Limited’s PSourcing Process (Jo b U n 64
  65. 65. Und (Client’s Pr Profile,Understanding of Client Requirement 1. Client’s Businesses - Understanding the client’s business Profile and it’s expectation. (Sourcin 2. Candidate’s Profile - Understanding the candidate’s age, qualification, experience, and language. 3. Compensation - Understanding the salary and incentive pattern. 65
  66. 66. 4. Benefits - Understanding the PF (Provident Fund), ESIC (Employee State Insurance) and other allowances. 5. Location - Understanding the mobility and conveyance factors.Resource Planning 66
  67. 67. S o u rc ing C h a n ne ls • C am p u s • C • R e fe rra ls •back to Table of Contents Coordination with Clients T D a ta b a s e 1. Sharing of Sourcing plan D 67 E
  68. 68. a. Walk-in dates b. Campus Interview dates c. Up country travel 2. Coordination with ASMs, CMP heads for: a. Walk-in interviews b. Campus Interviews c. Referral SchemesSourcing Activity (Tools) 1. Campus Interviews 2. Referral Schemes 3. Recruitment from Database 4. Field Recruitment 5. Job Portal & Head Hunting 6. Advertisements 7. Job FairsCampus Recruitment 1. Minimum two campuses are covered in a month. 2. List of UG, PG, Engineering, MBA Colleges , Coaching centers, Spoken English Institutes, Computer Institutes, Study centers with contact details and student strength to be maintained. 68
  69. 69. 3. Target is majorly on Post Graduate Colleges (MA, MCOM, MSC etc.) 4. Only Tier 3 or Up country MBA Institutes are targeted. 5. Posters are pasted on Notice boards, library, Placement office, Canteens and hostels. 6. Appointments for campus recruitment are fixed well in advance. 7. Referrals from campus can taken for: a. Candidates b. Other institutes c. Ex-students d. Coaching Centers e. Study Centers f. Hostels and LodgesInternal Referrals-“SAARATHI” 1. List of SA’s, SE’s and ASM’s with email addresses. 2. List of email address of employees in CMP locations. 3. Posters of advertisement in Reliance offices, Web stores. 4. Drop boxes at CMP locations and Web stores. 5. Rewards and recognition on weekly/ fortnightly basis. 69
  70. 70. Database Recruitment 70
  71. 71. Tele C alling71
  72. 72. Database Generation Cam puses (Degree Colleges, Priv Institutes, Study Cente 72
  73. 73. Field Recruitment Competitors, DSAs & DS Tele Calling on 20 resum per day Job Portal and Head Hunting1. Job posting for SA’s/ SE’s on Naukri.com and other portals.2. Headhunting for SE’s/TL/FSA from competitors. 73
  74. 74. 3. A target of two SE’s/TL/FSA per week from competitors. Advertisement Based Recruitment M essage/ Com m unicatio (Eng/Local Language) 74
  75. 75. METHODOLOGY FOLLOWED The research methodology adopted during this project was divided intothree parts: • Questionnaire Design • Field Study or Survey, and • Compilation and Analysis of dataAll the three parts were carried out under the guidance of the in-charge projectguide complying with the organizational standards. A Questionnaire meets the research objectives only it meets the two basiccriteria i.e. Relevance and Accuracy. Keeping these criteria in mind aQuestionnaire was designed to extract all the relevant information from therespondents. Majority of the questions were closed ended to extract exact 75
  76. 76. information from the respondents. The concerned department examined thequestionnaire and a pilot survey was successfully carried out to gauge itsresponse and effectiveness. Only after the successful pilot run was the actualstudy conducted. Field Study or Survey is a method of data collection. For the Field Study,a list of respondents was created with definite criteria in mind. The criteriaincluded the various departments, roles, demographics and experience to give anoverall representation to the sample. A few extra people were also listed tomanage any contingency. The questionnaire was circulated among therespondents and instructions for filling up were also provided, a sufficientperiod of time was given to them for responding. Later the questionnaires werecollected for further processing. Any study is incomplete if the data gathered is not collated and ameaningful inference is not deduced from it. Compilation and Analysis wascarried out after the survey was duly completed. The compilation was doneaccording to the desired format, using requisite tools. All standards were met incarrying out this part of the project. Necessary checks were put in place tocheck for the authenticity and consistency of the information gathered. Sampling Frame- The sampling frame is the list of ultimate samplingentities, which may be people, households, organizations, or other units ofanalysis. It is the list of element from which sample may be drawn. The 76
  77. 77. sampling frame of the project included all the employees presently working inReliance Communication Ltd., Lucknow. Target Population- The target population for our study comprises of allthe employees presently working in any of the office of RelianceCommunication Ltd all over India. Sample Size- The sample size of a statistical sample is the number ofobservations that constitute it. A sample size of 50 was taken. Sampling Method- The method of convenient sampling is used to studyand analyze the recruitment and selection process of Reliance CommunicationLtd.. A convenience sample of 50 respondents was decided upon, withrespondents making up a good representation of the overall organizational mix.Convenience sampling is used in exploratory research where the researcher isinterested in getting an inexpensive approximation of the truth. As the nameimplies, the sample is selected because they are convenient. TABULATION, FINDINGS AND INTERPRETATION 77
  78. 78. After due collation of data gathered, the entire data was subjected to theanalysis phase, data was tabulated and meaningful results were derived from it.Appropriate tools used to draw graphs and charts to display the results collectedfrom the survey. From the sample size of 50 questionnaires distributed only 30questionnaires were recovered. A total of fifteen questions were incorporated inthe questionnaire, which spanned from basic information to very relevantbusiness information. Starting from the first question onwards the results aredisplayed in the form of charts and the deduced result is mentioned below it. The first question was an open-ended question asking the position for theperson apply for in the organization. It was just to make candidate a littlecomfortable and attentive. 78
  79. 79. Source of Information about new job opening at Reliance Website Direct Application Employment Agencies Personal Referrals Advertisments Newspaper 0 2 4 6 8 10 12 14 16 18 Advertismen Personal Employment Direct Newspaper Website ts Referrals Agencies Application Series1 2 0 18 3 8 0Recruiting talent is seeing a new high as organizations are spending a lot toattract the right talent. Organizations are using a host of innovative and at thesame time run-of-the-mill methods to hire employees. But in order to beeffective and innovative, the compromise has been settled on the high costs.Personal referral is the most effective and cheapest mode of recruitment.Companies encourage their employees to refer people for different positions. Itensures that they attract the best talent and also gives an empowering signal toemployees about their engagement within the country.Now as the study suggests that more than half the respondents had come to knowabout the job openings at Reliance through Personal Referrals, we can easily 79
  80. 80. conclude that the employees at Reliance are happy with the organization and inturn are attracting more talent to the organization. Secondly, we can alsoconclude that the information dissemination internally is very good. It alsoshows that the number of people with personal referrals getting selected in theorganization is the highest in number. Thus, the organization is successful insaving a lot of cost on recruitment.The negative point which comes out of this is that our Websites, Advertisingand Newspaper Ads are not attracting many people. Though, there are directapplications also which are an inexpensive source of recruitment. In this waytoo, they are able to capture the profiles of a significant number of potentialcandidates that help in recruitment process. 80
  81. 81. Rating the Recruitment/Selection Process 18 16 14 12 10 8 6 4 2 0 Highly Highly Efficient Neutral Ineffecient Efficient Ineffecient Series1 5 17 7 1 0The result from the next question justifies it why the personnel referrals aremost important source in Reliance. The respondents who have already beenthrough the Reliance Recruitment/Selection process find it to be efficient exceptfor one person who finds it In-efficient. It also showed that all those 7 who gaveneutral responses were mostly from Finance and Marketing department andmostly all managers. 81
  82. 82. Satisfaction rating with the Recruitment Process 16 14 12 10 8 6 4 2 0 Extremely Extremely Satisfied Neutral Dissatisfied Satisfied Dissatisfied Series1 7 16 4 3 0Before we get on with the analysis of the next part it is important that wedifferentiate between Efficiency and Satisfaction. By definition Efficiency is theeffectiveness or competence of the job whereas Satisfaction refers to theagreement or the contentment with the job.According to the study it is evident that though many people found the processto be efficient though a few were dissatisfied with the process. Thedissatisfaction is shown with the increase in the number from one to three. Thisshould be looked into very seriously and the dissatisfaction be removed before itspreads out of the organization, as more than fifty percent of our recruits arepersonal referrals. It was also seen that out of the three who were dissatisfied 82
  83. 83. two were from finance department. It also means that out of the four employeesfrom the finance department two are dissatisfied and that too all are managers. Likeliness of Recommendation 20 0 Extremely S1 Likely Likely Neutral Unlikely Extremely Unlikely Extremely Extremely Likely Neutral Unlikely Likely Unlikely Series1 12 13 4 1 0Here again we can see that how are employees are referring the organization topotential employees. This goes on to show the satisfaction level of employees isvery high. As satisfied internal customers means satisfied external customersthis is a positive aspect for the organization. 83
  84. 84. Process biased towards Experience than Qualification S trongly Disagree Disagree Neutral Agree Strongly Agree 0 2 4 6 8 10 12 14 16 S trongly S trongly Agree Agree Neutral Disagree Disagree Series1 8 15 3 3 1As a regular complaint from most employees in all big organizations, theresponse remains same here as well, almost eighty percent of people feel thatduring the process more relevance is given to Experience than Qualification.This needs to be looked at and it should be clearly mentioned in the applicationform as well as in the job description as to what would be preferred for aparticular position and job and why. This would not only make the employeesmore satisfied with the process but also make those rejected feel that they arenot cheated. 84
  85. 85. Is the Recruitment /Selection process adequately advertised 12, 46% 14, 54% Yes NoWith a major percentage of respondents not coming through Newspaper Ads orwebsites, it is difficult to say that the Recruitment/Selection process isadequately advertised. The results show a contrary picture, with almost half therespondents agreeing to the advertising presence of Reliance. These respondentsshould again be quizzed on the places and the content of the advertisement togain clarity. Of the employees agreeing that the process is adequately advertisedmost of them were from sales department. And from amongst the employeesdisagreeing most of them were from marketing department. As the marketingdepartment themselves feel that the process is not adequately advertised somesteps should be taken if need arises. 85
  86. 86. Satisfatied with Application Form standard 7 27% 18 73% Yes NoThough majority of the respondents are satisfied with the standard of theApplication form and its content a few have shown reservation regarding thesame. Another study should be carried out to find out the dissatisfaction andchanges that people suggest that would make the Application form moreagreeable. 86
  87. 87. Was Information regarding the parameters for judging during interview provided before it 18 20 15 10 10 5 0 Yes No Series1 10 18Here we can see that Information regarding the parameters was not propagatedand hence almost Sixty five percent of the respondents who were appearing foran interview were unaware of the judging parameters. This is one of a drawbackof the process as the candidates should be properly informed on what parametersthey would be rejected or selected so that they can try their best. 87
  88. 88. Did you apply for a change in interview time or request feedback 9, 30% 21, 70% Yes NoInterestingly, a lot of people had applied for a change in interview time orrequested feedback during their selection process. Almost 9 out of 30 appliedfor a change in the interview process. The figure below shows the satisfactionlevel of the people who had made these requests. 88
  89. 89. If YES, was the s 2The company should look into the nature of the request which were not satisfiedand check if such things can be avoided in the future. As we can see that on an 25average 25% of the requests were not satisfied which is not a good sign as thiscan bring a bad name to the company. Quality of Information provided a)Regarding the Organization Poor Below Average Average Above Average Very Good 0 2 4 6 8 10 12 14 Very Good Above Average Average Below Average Poor Series1 8 13 9 0 0 89
  90. 90. The next set of questions consisted of many parts and judged the amount oftransparency generated by the HR ppersonnels amongst the candidates throughthe recruitment process. The response to the first part of the question isoverwhelming and it seems everybody was given quality information regardingthe orgainzation. The only thing that needs to be looked into is the varyingdegree of dissemination of the information and in future, efforts need to bemade to see that the information is uniformly distributed. Quality of Information provided b) Regarding the J ob Description P oor Below A verage Average Above A verage V ery G ood 0 2 4 6 8 10 12 14 16 18 Very G ood Above A verage A verage Below A verage P oor S eries1 3 17 8 1 1Now, here we can see a great contrast with respect to the above, though peoplewere provided adequate information regarding the organization, there was notenough information regarding the roles that they were about to play in it. Thejob description which consists of the title of the job, to whom the employee is 90
  91. 91. responsible, for whom the employee is responsible and a simple description ofthe role and duties of the employee within the organization should be very clearin the minds of the candidate before they starting working on the organization. Quality of Information provided c) Regarding the Department P oor B elow A verage A verage A bove A verage V ery G ood 0 2 4 6 8 10 12 14 16 18 V ery G ood A bove Average A verage B elow A verage P oor S eries1 11 17 2 0 0Here the response takes a swing in favour of the information provider as therespondents feel that they were given adequate information about the departmentthat they were about to join. 91
  92. 92. Quality of Information provided d) Regarding Salary and Compensation P oor Below Average Average Above Average Very Good 0 2 4 6 8 10 12 14 Very Good Above Average Average Below Average P oor S eries1 2 11 13 3 1The salary and compensation structure was again a sore in the informationdissemination, with many respondents feeling that the quality of the informationprovided was average or below average. Since salary is an importantinformation hence care must be taken to explain it in detail so that all doubts areremoved. 92
  93. 93. Quality of Information provided e) Regarding J ob Responsibilities P oor B elow A verage A verage A bove A verage V ery G ood 0 2 4 6 8 10 12 14 V ery G ood A bove A verage A verage B elow A verage P oor S eries 1 5 14 8 3 0Taking a cue from the response we can conclude that a little more effort isrequired to make every single candidate applying for the job be aware of theresponsibilities expected out of him/her. This needs to be looked into as untilthe candidates properly knows what their job is all about they would not be ableto perform hundred percent and this can later lead to dissatisfied employees andthus a high attrition rate, which is a major problem facing the telecom sector inIndia. 93
  94. 94. Quality of Information provided f) Regarding Work Location P oor Below Average Average Above Average Very Good 0 2 4 6 8 10 12 14 16 18 20 Very Good Above Average Average Below Average P oor S eries1 7 19 3 1 0It seems as if everybody knew about the job location that they were beinginterviewed for, hence a very high percentage of people were satisfied with theinformation provided. Care must also be taken that any changes in the worklocation at a future date should also be communicated in advance. 94
  95. 95. Quality of Information provided g) Regarding Reporting Hierarchy P oor Below Average Average Above Average Very Good 0 2 4 6 8 10 12 14 Very Good Above Average Average Below Average P oor S eries1 8 14 6 2 0It is almost an identical situation as the earlier question except that there is asmall tilt towards the average to below average side. A lot of care must be takento explain the hierarcy and the reporting structure to the candidate as it helpshim understand more about the organizational structure and his position in it. 95
  96. 96. Quality of Information provided h) Regarding Growth Oppurtunities Poor Below Average Average Abov Av e erage Very Good 0 2 4 6 8 10 12 14 Very Good Abov Av e erage Average Below Average Poor Series1 2 9 14 5 0Since this parameter is an important one in making a decision to join a norganization or nat, we should ensure that the applicant is well aware of all thegrowth oppurtunities in the organization. Here probably, some people weredissatisfied with the quality of the information provided. Today everyone wantsto grow professionally and that too in very less time. Reliance which is anorganization with high growth opportunities should inform all candidates aboutit so that they feel satisfied and happy about joining such an organization. 96
  97. 97. Quality of Information Provided i) Regarding Organizational Culture P oor Below A verage Average Above A verage Very Good 0 2 4 6 8 10 12 14 16 18 Very Good A bove Average Average Below A verage P oor S eries1 2 17 7 2 2Here the flow of information is not adequate with around thirty five percentrespondents were either averagely satisfied or below satisfation level. Before anemployee joins the organization it is important he knows about the culturefollowed in it so that he can easily adapt to it. 97
  98. 98. Updates on status of selection process 14 12 10 8 6 4 2 0 Consistently Usually Often S ometimes Never S eries1 8 14 4 3 0In this question we can see that the employees feel that they were usually keptupdated about the status of the selection process. Thus, the organization shouldensure that regular updates are always dispatched to the applicants during theentire process. This would instill more transparency in the system and developmore trust in the organization. 98
  99. 99. Parts of the Recruitm ent Process in which certain Difficulty was experienced 2, 4, 7, 4% 9% 15% 3, 11, 7% 24% 2, 4% 1, 2% 3, 10, 2, 1, 7% 22% 4% 2% Recruitment Brochures/Information Recruiters Application form Test/Interview Scheduling Test/Interview Location Written Examination Oral Interview Background Examination Process Length Result N otification City/Department service personnelNow for this part of the questionnaire the intention was to capture the potentialproblems with the process that were faced by the applicants. The largest chunkbelonged to the Test and Interview scheduling. Most of the employees felt thatthe test/ interview was not properly scheduled and the recruitment process wasvery lengthy. These aspects should be considered so that the candidates don’t 99
  100. 100. feel any inconvenience during the process. Apart from this 8 of the employeesalso felt that the recruitment brochures/ information was not up to date and thiscan also be improved upon.The last question in the questionnaire was an open ended one which asked theircomments on the whole recruitment and selection process. The responses wereas follows:• Some told that the basic eligibility qualification for almost all jobs should be raised to post-graduation• The recruitment process should be more smooth, flexible and less time-taking• The recruitment process should be advertised more to attract more talent• Experience should not be an important criterion for all jobs and thus the freshers should be promoted easily to get a job easily• During the recruitment process, proper and timely feedback should be given at each stage• Compensation schemes should be explained more comprehensively to the employees• Other sources of recruitment should also be incorporated and the company should not completely rely on personal referrals.• The designation and job profile should be made more clear for different departments ande businesses. 100
  101. 101. LIMITATIONS OF THE STUDY It is always true that there is no end to learning and experimentation,similarly we can never conclusively say that a study is complete. This studycould also have been more comprehensive but due to paucity of time, thenumber of samples and questions both were limited to a certain extent. Still theresults deduced from the study are well supported by the data available.Had time permitted, the study could have also included the analysis of theinterview process and the success of the entire recruitment and selection processby calculating ratios which were not included. 1. The data gathered over the entire span of this project may not be completely accurate due to the unpredictability of human nature. 2. A short time-frame of only two months might not be enough to yield the desired results that were envisioned during the commissioning of this project. 101
  102. 102. 3. The results would had been better reflected if the study would had covered other locations across the country 4. More representation from several departments at all levels would had given a good mix to the respondents pool 5. Since a convenience sample was sought, many potential respondents may have been missed RECOMMENDATIONSHaving considered all the responses available and the issues set out above,following recommendations can be made: 102
  103. 103. 1. Though Reliance follows a strict process for reference check but still at occasions the existing format proves to be inefficient. The main fault is the type of reference check used. Resume check is the only method of background check adopted by Reliance. Verifying the information furnished, with the references provided by the candidate himself does this. This method is open to ample amount of manipulation. Candidate may tend to conceal information, which may reflect a negative picture of his background, and the same could be critical for the organization. For this purpose Reliance need to adopt other methods of background check. These could be of following types: • Criminal check : Here the candidate is check for any involvement in unlawful practices. This involves verifying with the local authorities that he/she is not involved in any criminal activities. Else the candidate can also be asked to get a certificate verifying the same. • Resume check: This is most common method wherein the information furnished by the candidate in the resume is cross checked with his/her past employer, or the references provided in the resume. • Education check : Education check demands the verification of the various certificates and degrees awarded to the candidate. This pertains to verification of the educational qualification assured by the candidate. • Drug screening : This is checked by the medium of a medical examination 103
  104. 104. • Physical exam : Physical check is performed for the positions for which strength and stamina is required. This can again be done by medical check • Psychological testing : A psychological test is a standardized instrument designed to measure objectively one or more aspects of a total personality by means of samples of verbal or nonverbal responses. Psychometric assessments are used to enhance the quality and quantity of available information and to promote fairness and equality of opportunity for all.2. Ensure an up-to-date job description which contains information related to : • Specific tasks and activities required for a job • The knowledge, skills and abilities required for effective performance by the job incumbent3. Evaluate the recruitment strategy to determine its efficacy. 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.4. Continuation of the Employee Referral Scheme and to monitor and expand the scheme dependent on its success. But other sources should also be Incorporated to bring high quality of talent to the company.5. More information about job openings should be circulated at web-worlds all over the country and the candidates could be screened through video 104
  105. 105. conferencing at the web-worlds itself so that the candidates don’t have to come all the way to another city for the first round.6. Other statistics should also be calculated from time to time 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 rate of past applicants who were good employees to that of current employees • Recruiting Yield Pyramid /ratio should be calculated: It is the number of candidates who pass a particular recruitment hurdle divided by the no. who attempted the hurdle. Recruiting Yield Pyramid 105
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  107. 107. APPENDICESAppendix 1: Interview Record Sheet Interview Record Sheet For Office use only:Name of candidate 107