My report

1
NEW DELHI INSTITUTION OF
MANAGEMENT
FINAL REPORT
ON
“Recruitment and Selection process at Big Bazaar”
BY
NANDITA
ROLL NO. B-035 (SECTION B)
(MBA JULY 2016-18)
(A Project Report Submitted In Partial Fulfilment Of The
Requirements Of The Degree Of Master Of Business Administration
(Full Time) Of Annamalai University).

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DECLARATION
I hereby declare that to the best of my knowledge that the project titled as
“Recruitment and Selection process at Big Bazaar” is undertaken by me for
Future Retail Ltd. (BIG BAZAAR) in partial fulfilment of the award for the
degree of Master of Business Administration (MBA) and has been true and fair
one.
Analysis made is on factual detail and reference and details has been taken from
authenticated sources.
This project is one of my original works and not submitted to any other
Degree/Diploma, fellowship or other similar title and has been done in proper
and genuine way to the best of my knowledge and belief.
NAME : NANDITA
ROLL NUMBER : B-035
BATCH : JULY 2016-2018

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ACKNOWLEDGEMENT
This project is an outcome of the genuine support of many well wishers, friends
and it is because of the cooperation that I received from various ends, that this
report has attained the shape that it deserves.
With my sincere regards, I wish to acknowledge and express my sincere
gratitude to Ms. Priya Arora, Sr. Executive HR, Future Retail Ltd., whose
precise guidance, motivation, and suggestions help me in completing this
project work.
I am also thankful to all the employees of Big Bazaar, who without
any hesitation filled up the questionnaire and helped me to complete this
project.
Finally, I acknowledge my indebtedness to my institutional guide
Prof. Praveen Kaur and other faculty members for their kind cooperation and
guidance to complete this project.

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EXECUTIVE SUMMARY
Human Resource Department helps the organisation in getting those assets that
make the organisation successful i.e. Employees. Recruitment and selection of
employees is the most crucial task that is being performed by the HR Manager
because it is very important to place right person at right job at right time. The
objectives of Human Resource department are Human resource planning,
Recruitment and selection, Training and development, Career planning,
Transfer and promotion, Risk management, Performance appraisal, Employee
engagement activities etc....
In today’s world where technology is upgrading every day, it is crucial to recruit
and select employees according to that.
With reference to this context this project is being executed to study about
“Recruitment and Selection process at Big Bazaar” which includes Objective,
Importance, Process, Sources and factors affecting recruitment process.
It also includes process of selection and types of selection tests and interviews
for selecting candidates along with barriers encountered in that process.
The first part of the report consists about general information about the
company that has been collected through primary and secondarysources.
Second part consists of specialised subject study.
Third part deals with data analysis in which data is gathered through primary
sources like questionnaire and personal interview. Random sampling method is
used to collect data and sample size is taken to be 30.
At the end of the report conclusions and suggestions are provided which helps
in learning about effective and efficient recruitment and selection process to
achieve organisational objectives.

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CONTENTS
INTRODUCTION … 08
ORGANISATION PROFILE ... 09
- Retail Industry … 09
- Challenges in Retail Sector … 12
- Future retail limited (Big bazaar) -A profile … 15
- Mission and vision … 21
- Employee Benefits … 26
- SWOT Analysis … 29
LITERATURE REVIEW ... 31
Recruitment … 31
- Stages … 32
- Sources … 35
- Factors affecting recruitment … 40
- Objectives and importance … 44
Selection … 46
- Steps in selection procedure … 46
- Different types of selection tests … 48
- Different types of interviews … 51
- Barriers to effective selection … 55
RECRUITMENT AND SELECTION AT BIG BAZAAR …57
OBJECTIVES OF STUDY ... 61

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RESEARCH METHODOLOGY ... 62
DATA ANALYSIS ... 63
FINDINGS OF THE STUDY … 75
SUGGESTIONS … 77
CONCLUSIONS … 79
REFERENCES … 80
APPENDIX … 81

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INTRODUCTION
Recruitment (hiring) is a core function of human resource management. It is
the first step of appointment. Recruitment refers to the overall process of
attracting, selecting and appointing suitable candidates for jobs (either
permanent or temporary) within an organization.
The process of searching prospective employees with multidimensional skills
and experience that suits organization strategies in fundamental to the growth of
the organization demands.
Each position of the organization has certain specific contributions to achieve
the organizational objectives. The recruitment process of the organization has
to be strong enough to attract and select the potential candidates with right job
specification. The recruitment process begins with human resource planning and
concludes with the selection of required number of candidates.
The project report is all about recruitment and selection process
that is an important part of any organization. Recruitment highlights each
applicant’s skill, talent and experience. Their selection involves developing a
list of qualified candidates, defining a selection strategy, identifying qualified
candidate, thoroughly evaluating qualified candidate and selecting the most
qualified candidate.
Future Group employs 36,000 people directly from every section of our society.
It said if right personis appointed at right place the half work has been done.
In this project I have tried to cover all the important points that
should be kept in mind while recruiting and selecting candidates for the job and
have conducted a research study through a questionnaire for this.

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ORGANISATION PROFILE
RETAIL INDUSTRY
The Indian retail industry has emerged as one of the most dynamic and fast-
paced industries due to the entry of several new players. It accounts for over 10
per cent of the country’s Gross Domestic Product (GDP) and around 8 per cent
of the employment. India is the world’s fifth-largest global destination in the
retail space.
India’s retail market is expected to nearly double to US$ 1 trillion
by 2020 from US$ 600 billion in 2015, driven by income growth, urbanisation
and attitudinal shifts. While the overall retail market is expected to grow at 12
per cent per annum, modern trade would expand twice as fast at 20 per cent per
annum and traditional trade at 10 per cent. India’s Business to Business (B2B)
e-commerce market is expected to reach US$ 700 billion by 2020. Online retail
is expected to be at par with the physical stores in the next five years.
India is expected to become the world’s fastest growing e-
commerce market, driven by robust investment in the sector and rapid increase
in the number of internet users. Various agencies have high expectations about
growth of Indian e-commerce markets. Indian e-commerce sales are expected to
reach US$ 120 billion by 2020 from US$ 30 billion in FY2016. Further, India's
e-commerce market is expected to reach US$ 220 billion in terms of gross
merchandise value (GMV) and 530 million shoppers by 2025, led by faster
speeds on reliable telecom networks, faster adoption of online services and
better variety as well as convenience.
India’s direct selling industry is expected to reach a size of Rs 23,654 crore
(US$ 3.54 billion) by FY 2019-20, as per a joint report by India Direct Selling
Association (IDSA) and PHD. Indian exports of locally made retail and lifestyle
products grew at a compound annual growth rate (CAGR) of 10 per cent from
2013 to 2016.
The size of modern retail in India is expected to double to Rs 171,800 crore
(US$ 25.7 billion) from Rs 87,100 crore (US$ 13 billion) in three years driven
by Omni-channel retail.
The Indian retail trading has received Foreign Direct Investment (FDI) equity
inflows totalling US$ 935.74 million during April 2000–December 2016,
according to the Department of Industrial Policies and Promotion (DIPP).

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With the rising need for consumer goods in different sectors
including consumer electronics and home appliances, many companies have
invested in the Indian retail spacein the past few months.
Shopping in India has witnessed a revolution with the change in the consumer
buying behaviour and the whole format of shopping also altering. Industry of
retail in India which has become modern can be seen from the fact that there
are multi- stored malls, huge shopping centres, and sprawling complexes
which offer food, shopping, and entertainment all under the same roof.
India retail industry is expanding itself most aggressively;
as a result a great demand for real estate is being created. Indian retailers
preferred means of expansion is to expand to other regions and to increase the
number of their outlets in a city.
GOVERNMENTINITIATIVES
The Government of India has taken various initiatives to improve the retail
industry in India.
 Government of India has allowed 100 per cent Foreign Direct Investment
(FDI) in online retail of goods and services through the automatic route,
thereby providing clarity on the existing businesses of e-commerce
companies operating in India.
 The Government of Andhra Pradesh signed pacts worth Rs 1,500 crore
(US$ 222.36 million) in a wide range of sectors including retail and steel
and gas with Wal-Mart India, Future Group, Arvind Lifestyle Brands Ltd.
and Spencer’s Retail, during the Partnership Summit in Visakhapatnam,
while also unveiling a retail policy aimed to attract retail businesses to
invest in the state.
 The Ministry of Urban Development has come out with a Smart National
Common Mobility Card (NCMC) model to enable seamless travel by
metros and other transport systems across the country, as well as retail
purchases.

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 IKEA, the world’s largest furniture retailer, bought its first piece of land
in India in Hyderabad, the joint capital of Telangana and Andhra Pradesh,
for building a retail store. IKEA’s retail outlets have a standard design
and each location entails an investment of around Rs 500–600 crore (US$
74–89 million).
 The Government has approved a proposal to scrap the distinctions among
different types of overseas investments by shifting to a single composite
limit, which means portfolio investment up to 49 per cent will not require
government approval nor will it have to comply with sectorial conditions
as long as it does not result in a transfer of ownership and/or control of
Indian entities to foreigners. As a result, foreign investments are expected
to increase, especially in the attractive retail sector.
ROAD AHEAD
E-commerce is expanding steadily in the country. Customers have the ever
increasing choice of products at the lowest rates. E-commerce is probably
creating the biggest revolution in the retail industry, and this trend would
continue in the years to come. Retailers should leverage the digital retail
channels (e-commerce), which would enable them to spend less money on real
estate while reaching out to more customers in tier-2 and tier-3 cities.
Both organised and unorganised retail companies have to work together to
ensure better prospects for the overall retail industry, while generating new
benefits for their customers.
Nevertheless, the long-term outlook for the industry is positive, supported by
rising incomes, favourable demographics, entry of foreign players, and
increasing urbanisation.

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CHALLENGES FACED BY THE INDIAN
RETAIL SECTOR
The challenges facing the Indian organized retail sector are various and these
are stopping the Indian retail industry from reaching its full potential. The
behaviour pattern of the Indian consumer has undergone a major change. This
has happened for the Indian consumer is earning more now, western
influences, women working force is increasing, desire for luxury items and
better quality. Now they want to eat, shop, and get entertained under the same
roof. All these have lead the Indian organized retail sector to give more in
order to satisfy the Indian customer.
The biggest challenge facing the Indian organized retail sector is
the lack of retail space. With real estate prices escalating due to increase in
demand from the Indian organized retail sector, it is posing a challenge to its
growth. With Indian retailers having to shell out more for retail space it is
affecting their overall profitability in retail.
Trained manpower shortage is a challenge faced by the organized retail sector
in India. The Indian retailers have difficulty in finding trained person and also
have to pay more in order to retain them. This again brings down the Indian
retailers profit levels.
The Indian government have allowed 51% foreign direct
investment (FDI) in the Indian retail sector to one brand shops only. This has
made the entry of global retail giants to organized retail sector in India
difficult. This is a challenge being faced by the Indian organized retail sector.
But the global retail giants like Tesco, Wal-Mart, and Metro AG are entering
the organized retail sector in India indirectly through franchisee agreement
and cash and carry wholesale trading. Many Indian companies are also
entering the Indian organized retail sector like Reliance Industries Limited,
Pantaloons, and Bharti Telecoms. But they are facing stiff competition from
these global retail giants. As a result discounting is becoming an accepted
practice.

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To achieve and maintain a foothold in an existing market, a prospective retail
establishment must overcome the following hurdles:
 The majority of its marketing challenges deal with the perceptions and
thought-processes ofconsumers shopping in retail stores. The changing
customer needs and desires require retailers to continuously innovate with
the productmix as well as offers and promotions.
 With the evolution of retail sector, IT adaptation is increasing
continuously. Modern retailers are relying on IT systems to manage the
rapidly changing business scenarios and diverse customer needs. The
sectoris now focusing on IT optimization and effectiveness.Small
regional modern players in the retail sectorhave started investing in the
point of sales, barcodesoftware, etc. According to Cisco India, "Of the
total investments made by the Indian retail companies, approximately 4 to
10% is invested in IT and within this approximately 30 to 40% is meant
for networking infrastructure.
 Indian retailing is still dominated by the unorganized sector and there is
still a lack of efficient supply chain management. India must
concentrate on improving the supply chain management, which in turn
would bring down inventory cost, which can then be passed on to the
consumer in the form of low pricing.
 India's huge size and socio economic and cultural diversity means there
is no established model or consumption pattern throughout the country.
Manufacturers and retailers will have to devise strategies for different
sectors and segments which by it would be challenging.
 It is one of the primary challenges the companies would have to face.
Frauds, including vendor frauds, thefts, shoplifting and inaccuracy in
supervision and administration are the challenges that are difficult to
handle.

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 Online shopping also include number of frauds on delivery, exchange of
defective goods, shipping, payment of cash, credit card fraud,
spyware, scam etc.
 Increasing costof operations in Tier 1 cities as the land price inflation
rates are very high. Lack of quality power and transportation in many
places increases the costof overall costof operations.
 Lack of quality talent pooland increasing attrition challenges the
industry faces. The attrition rate in the industry stands at 25 to 35 %.
 Policy uncertainty at macro level which needs clarity and political will.

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FUTURE RETAIL LIMITED (BIG BAZAAR)
Future Retail is the flagship company of Future Group, India’s retail pioneer
catering to the entire Indian consumption space. Through multiple retail
formats, they connect to a diverse and passionate community of Indian buyers,
sellers and businesses. The collective impact on business is staggering: Over
330 million customers walk into stores each year and choose products and
services supplied by over 30,000 small, medium and large entrepreneurs and
manufacturers from across India. This number is set to grow.
Future Group’s vision is to, “Deliver Everything, Everywhere, Every time
to Every Indian Consumer in the most profitable manner.” The group
considers ‘Indian-ness’ as a core value and its corporate credo is - Rewrite
rules, Retainvalues.
This manifesto encourages them to explore unexplored areas and write new
rules to create new opportunities and successes. Their focus in striving for a
glorious future which gives them strength and the ability to learn, unlearn and
re-learn their ability to evolve.
“Future” – the word which signifies optimism, growth, achievement, strength,
beauty, rewards and perfection. Future encourages them to explore areas yet
unexplored, write rules yet unwritten; create new opportunities and new
successes.
The motto of Future Group, to not to wait for the Future to unfold itself but
create future scenarios in the consumer space and facilitate consumption
because consumption is development. Thereby, it will effect socio-economic
development for their customers, employees, shareholders, associates and

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partners. Their customers will not just get what they need, but also get them
where, how and when they need. They are not just posting satisfactory results,
they are writing success stories.
Kishore Biyani is the Founder and Group Chief Executive Officer of Future
Group. In 2001, Kishore Biyani led the creation of Big Bazaar, a uniquely
Indian hypermarket network that connects thousands of small and large
manufacturers to millions of customers. Big Bazaar today is counted among the
most trusted brands in the services sector in India. Since then, a number of retail
chains have become part of Future Group.
Mr. Kishore Biyani
Some of these include, Central, Brand Factory, EasyDay, Nilgiris, Aadhaar,
HomeTown, eZoneonline.in and fabfurnish.com. Collectively, these are
spread over 18.5 million square feet of retail space in over 240 cities and
towns in India and on various digital platforms. Apart from Pantaloon Retail,
the group’s presence in the retail space is complemented by group companies,
Indus League Clothing, which owns leading apparel brands like Indigo
Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that
operates Bolwing Co, Sports Bar and Brew Bar ,
The group’s joint venture partners include French retailer ETAM group, US-
based stationary products retailer, Staples and UK-based Lee Cooper. Group
Company, Planet Retail, owns and operates the franchisee of international
brands like Marks & Spencer, Next, Debenhams and Guess in India. The
group’s Indian joint venture partners include, Manipal Healthcare,
Talwalkar’s, Blue Foods and Liberty Shoes.

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Future Group is also home to a large number of consumer goods brands in the
fashion, food, home and personal care space and these are backed by a presence
across the entire value chain, including design and product development,
sourcing of fabric and agricultural produce, manufacturing and distribution.
Future Group stores attracted over 400 million customer visits.
Future Capital Holdings, the group’s financial arm, focuses on asset
management and consumer credit. It manages assets worth over $1 billion that
are being invested in developing retail real estate and consumer-related brands
and hotels. The group has launched a consumer credit and financial
supermarket format, Future Money and soon plans to offer insurance products
through a joint venture with Italian insurance major, General.
The group is currently developing over 50 malls and consumption centres
across the country and has formed a joint venture company focusing on mall
management with Singapore-based CapitaLand, one of Asia’s largest property
companies.

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COMPANY’S FOUNDERS
Managing director – Kishore biyani
Kishore Biyani is the Managing Director of Future Retail Ltd and the Group
Chief Executive Officer of Future Group. Considered a pioneer of modern retail
in India, Kishore Biyani’s leadership has led Future Retail’s emergence as
India’s leading retailer operating multiple retail formats that cater to the entire
basket of Indian consumers.
Kishore Biyani led the company’s foray into organized retail with the opening
of the Pantaloons family store in 1997. This was followed in 2001 with the
launch of Big Bazaar, a uniquely Indian hypermarket format that democratized
shopping in India. It blends the look and feel of the Indian bazaar with aspects
of modern retail like choice, convenience and quality. This was followed by a
number of other formats including Food Bazaar, Central and Home Town.
2006 marked the evolution of Future Group that brought together the multiple
initiatives taken by group companies in the areas of Retail, Brands, Space,
Capital, Logistics and Media.
Kishore Biyani advocates ‘Indianness’ as the core value driving the group and
the corporate credo ‘Rewrite Rules, Retain Values.’
Regularly ranked among India’s most admired CEOs, he is the author of the
book “It Happened in India”. He has won numerous awards from government
bodies and the private sector in India and abroad and is on the board of a
number of bodies, including the National Innovation Foundation in India and
the New York Fashion Board.

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Rakesh Biyani - Joint Managing Director
Mr. Rakesh Biyani is a Joint Managing Director of Future Retail Limited. He
has been associated with the company for over 20 years.
In his executive role as the Joint Managing Director, Mr. Rakesh Biyani leads
the management and expansion of the company’s flagship formats, Central, Big
Bazaar and Food Bazaar. Rakesh Biyani is actively involved in Category
Management; Retail stores operations and Information Technology.
Rakesh has done an Advanced Management Program course from Harvard and
is a commerce graduate from HR College, Bombay.
S Doreswamy- Non-Executive Independent Director
S Doreswamy is a Non-executive Independent Director of the Company. He has
vast experience in banking and finance. He retired as Chairman and Managing
Director of Central Bank of India. He is on the Boards of various public
companies including Ceat Ltd., Hexaware Technologies Ltd., and Sakthi Sugars
Ltd.
He holds a Bachelors degree in Science and Law.
Anil Harish- Non-Executive Independent Director
Anil Harish is a Non-executive Independent Director of the Company. He is a
partner at D.M. Harish & Co., Advocates & Solicitors. He specializes in Income
Tax, FEMA and property matters. He is on the Board of a number of public
limited companies like Hotel Leela Ventures Ltd. and Mahindra Life space
Developers Ltd. among others.
He holds an LLM degree from the University Of Miami, USA.

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Bala Deshpande - Non-Executive Independent Director
BalaDeshpande is a Non-executive Independent Director of the Company. She
has multi-industry exposure and has worked with FMCG companies like Best
foods, Cadburys Ltd. and ICI. She was also nominated to the Women
Leadership forum held in Bestfoods, New York. She is on the Board of Info
Edge (India) Ltd.
She holds a Masters degree in Economics and Masters in Management Studies
from the Jamnalal Bajaj Institute of Management, Mumbai.
V. K. Chopra- Non-Executive Independent Director
Vijay Kumar Chopra is a Non-executive Independent Director of the Company.
He has over 31 years of experience in the banking industry. He was Chairman
and Managing Director of SIDBI and Corporation Bank. His last assignment
was with SEBI as Whole-time Member. He is on the Board of a number of
public limited companies like Rolta India Ltd. and Havells India Ltd. among
others.
He is a fellow member of the Institute of Chartered Accountants of India (ICAI)
by profession and is a Certified Associate of Indian Institute of Bankers
(CAIIB).

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FUTURE GROUP MISSION
 Future Group share the vision and belief that their customers and stakeholders
shall be served only by creating and executing future scenarios in the
consumption spaceleading to economic development.
 There will be the trendsetters in evolving delivery formats, creating retail
realty, making consumption affordable for all customer segments – for classes
and for masses.
 They shall infuse Indian brands with confidence and renewed ambition.
 They shall be efficient, cost-conscious and committed to quality in whatever
we do.
 They shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.

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9 CORE VALUES
 Indianness
Believing in the Indian way and in oneself.
 Leadership
In thought and in business.
 Respect & Humility
In dealing with everyone within & outside the organization.
 Introspection
For continuous learning, self-development and personal excellence.
 Openness & Adaptability
Open to new ideas, knowledge and proactive in meeting challenges emerging
from changing business scenarios.
 Valuing and Nurturing Relationships
With customers, business associates, stakeholders, communities and society.
 Simplicity & Positivity
To foster innovation, speed and imagination.
 Flow
Learn and be inspired from the universal laws of nature.

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FUTURE GROUP CONGLOMERATE
Future Group has six business pillars:
Future Retail
All the retail lines of business like food fashion and home will come under this
vertical.
Future Brand
Custodian of all the present and future brands that are either developed or
acquired by the group
Future Space
It will have a presence in property and mall management.
Future Capital
It will provide consumer credit and micro finance services, including marketing
of MFs (Mutual Funds) and insurance policies, and management of real estate
and consumer fund.
Future Media
It will focus on revenue generation through effective selling of retail media
spaces.
Future Logistic
To drive efficiencies across businesses via better storage and distribution

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BIG BAZAAR KEY FACTS
Year of Launch : 2001
No of Stores : 214
No of Cities with presence : 90
A total retail spacecovered : 16 million square feet
Core Value Model : Customer Connectivity experimenting with
products and services Savings Lowest Price
Focus of Marketing Initiatives : Engage the customers by adapting to local
culture Focus onthe lowest price guarantee in
all the campaigns
Key Driver of Footfall : Large ProductMix
Growth rate : 19%-22%
Forthe last 12 years Big Bazaar is the brand associated with value for money
and convenience. Launched in the year 2001, Brand Big Bazaar wanted to bring
affordability, variety and hygiene within the reach of the common man. The big
Bazaar growth story is an ideal example of the expansion of the hypermarket
format in the Indian subcontinent.

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Today, Big Bazaar provides a platform for over 15,000 small, medium
and large producers and manufacturers to sell their products to Indian
consumers. Price is the main value proposition for Big Bazaar. Prices are
usually 5 to 60 percent lower than the market price.
The Average Size of Big Bazaar store is 50,000 square feet and the Big Bazaar
family centre is 80,000-120,000 sq. ft.
Food and groceries account for 40% of Big Bazaar‘s revenue, whereas fashion
and apparel make up for about 30% of the overall revenue. The remaining 30%
comes from the other units such as electronics.
Departments at Big Bazaar (Vasant Square Mall)
 B.B Fashion
 Luggage
 Food Bazaar
 G.M. Home care
 Footwear
 Kids
 Toys
 Home Fashion
 Home Ware
 Customer Service Department
 Cashiering
 Supportgroup

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BENEFITS PROVIDED TO EMPLOYEES BY
FUTURE RETAIL LIMITED (BIG BAZAAR)
 Provided fund(PF)
 Employee state Insurance (ESI)
 EDC card
 Uniforms and shoes
 Locker facility
 Fun zone
Performance Enhancing reward kit (PERK)
 Target driven
 Team lead incentives
Perk sheets for team members (weeklyincentives) :
Achievement 91%-99% 100%-109% 110% and above
Incentive per
week
100 200 300
Perk sheetfor team leaders (weeklyincentives):
Achievement 91%-99% 100%-109% 110% and above
Incentive per
week
125 250 400

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Policies for further education
1. Seekho policy
Eligibility:
 All employees at head office, zonal office & store of future retail ltd. Are
eligible for this policy
 The applicant must have completed 1 year with future retail ltd. On the
date of application.
 The applicant has to be rated excellent in the last appraisal.
Programs offered:
 MBA retail/PGPRM
2. Shishya policy
Eligibility:
 All employees at head office, zonal office & stores of Future retail ltd.
Are eligible for this policy
 The applicant must have completed 1 year with future retail ltd. On the
date of application.
 The applicant has to be rated excellent in the last appraisal.
Programs offered:
 Graduation
Objectives:
 To encourage karta culture.
 To provide an opportunity to the employees to develop and enhance their
skills & knowledge through various educational and learning programs,
which will contribute to their role or help them in their carrier
advancement.
 To assist confirmed employees to finish their education.

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GROWTH OPPOURTUNITIES
Hierarchy followed in big bazaar:
Area manager
Store manager
Assistant Store manager
Assistant department manager/department manager
Team leader
Team member
WORKING HOUR POLICY
Store works in 3 shifts:
- 9:00 to 18:15
- 10:00 to19:15
- 13:15 to 22:30
Each shift is of 9.15 hours
Lunch break is of 30 minutes
2 tea breaks is of 15 minutes each for a full work day
Weekly off = 1, mutually agreed by the SM/ASM/DM an any day between
Monday & Friday
Every employee is required to mark their attendance through their finger
punching.

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SWOT ANALYSIS
STRENGTH:
 High brand equity enjoyed by big bazaar.
 A vast variety of stuff available under one roof.
 Everyday low prices, which attract customers
 Maximum percent of footfalls converted in sales.
 Huge investment capacity.
 Biggest retail chain in India.
SWOT
Strength
Weakne
ss
Opportu
nities
Threats
Strength is defined as any internal asset,
technology, motivation, finance, business
links, etc. That can help to to exploit
opportunities and to fight off threats.
A threat is a challenge
of an unfavourable trend
or of any external
circumstances which will
unfavourably influence
the position of the
system.
Weakness is an internal
condition which hampers
the competitive position
of organization or
hampers the exploitation
of opportunities.
Opportunity is any external circumstances
or characteristic which favours the demand
of the system or where the system is
enjoying a competitive advantage.

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 It offers a family shopping experience, where entire family can visit
together.
 Available facilities such as online booking and delivery of goods.
WEAKNESS
 Unable to meet store opening targets on time
 Falling revenue per sq. ft.
 General perception : ‘low price=low quality’
 Overcrowded during offers
 Long lines at billing counters which are time consuming.
 A number of branded products are still missing from big bazaar’s line of
products.
OPPORTUNITY
 A lot of scopein Indian organized retail as it stands at approximately 4%.
 Increasing mall culture in India.
 More people these days prefer to visit big stores where they can find large
variety under one roof.
THREATS
 Competition from other value retail chains suchas spencer, reliance,
hyper city, D mart.
 Unorganized retail also appears to be threats to big bazaar’s business. A
large population still prefers to visit local convenient stores for daily
purchases.
 Changing government policies.
 International players looking for an India.

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

32
STAGES OF RECRUITMENT
The five steps involved in recruitment process are as follows:
(i) Recruitment Planning
(ii) Strategy Development
(iii) Searching
(iv) Screening
(v) Evaluation and Control.
JOB VACANCY
JOB ANALYSIS
ATTRACTING
CANDIDATES
SCREENING
CANDIDATES
INTERVIEWING
CANDIDATES
SELECTING AND
APPOINTING
CANDIDATES
INDUCTION AND
TRAINING
EMPLOYEE
EVALUATION

33
1. Recruitment Planning:
The first step involved in the recruitment process is planning. Here, planning
involves to draft a comprehensive job specification for the vacant position,
outlining its major and minor responsibilities; the skills, experience and
qualifications needed; grade and level of pay; starting date; whether temporary
or permanent; and mention of special conditions, if any, attached to the job to be
filled ”.
2. Strategy Development:
Once it is known how many, with what qualifications of candidates are
required, the next step involved in this regard is to devise a suitable strategy for
recruiting the candidates in the organisation.
The strategic considerations to be considered may include issues like whether to
prepare the required candidates themselves or hire it from outside, what type of
recruitment method to be used, what geographical area be considered for
searching the candidates, which source of recruitment to be practiced, and what
sequence of activities to be followed in recruiting candidates in the organisation.
3. Searching:
This step involves attracting job seekers to the organisation. There are broadly
two sources used to attract candidates.
These are -
 Internal
 External
4. Screening:
Though some view screening as the starting point of selection, we have
considered it as an integral part of recruitment. The reason being the selection
process starts only after the applications have been screened and shortlisted.
The techniques used for screening candidates vary depending on the source of
supply and method used for recruiting. Preliminary applications, de-selection

34
tests and screening interviews are common techniques used for screening the
candidates.
5. Evaluation and Control:
Given the considerable cost involved in the recruitment process, its evaluation
and controlis, therefore, imperative.
The costs generallyincurred in a recruitment process include:
(i) Salary of recruiters
(ii) Costof time spent for preparing job analysis, advertisement
(iii) Administrative expenses
(iv) Costof outsourcing or overtime while vacancies remain unfilled
(v) Costincurred in recruiting unsuitable candidates
In view of above, it is necessary for a prudent employer to try to answer certain
questions like: whether the recruitment methods are appropriate and valid? And
whether the recruitment process followed in the organisation is effective at all
or not? In case the answers to these questions are in negative, the appropriate
control measures need to be evolved and exercised to tide over the situation.

35
SOURCES OF RECRUITMENT
VACANCY
Sources of
Recruitment
Internal
Source
External
Source
• Transfers
• Promotion
• Employee Referral
• Advertisement
• Educational Institution
• Existing Employees
Recommendation
• Employment Exchange
• Labour Contract
• UnsolicitedApplicants

36
INTERNAL SOURCES OF RECRUITMENT
Best employees can be found within the organisation. When a vacancy arises in
the organisation, it may be given to an employee who is already on the pay-roll.
Internal sources include promotion, transfer and in certain cases demotion.
When a higher post is given to a deserving employee, it motivates all other
employees of the organisation to work hard. The employees can be informed of
such a vacancy by internal advertisement.
1. Transfers
Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige. The
numbers of persons do not increase with transfers.
2. Promotions
Promotions refer to shifting of persons to positions carrying better prestige,
higher responsibilities and more pay. The higher positions falling vacant may be
filled up from within the organisation. A promotion does not increase the
number of persons in the organisation.
A person going to get a higher position will vacate his present position.
Promotion will motivate employees to improve their performance so that they
can also get promotion.
3. Employee Referral
The present employees of a concern are informed about likely vacant positions.
The employees recommend their relations or persons intimately known to them.
Management is relieved of looking out prospective candidates.
The persons recommended by the employees may be generally suitable for the
jobs because they know the requirements of various positions. The existing
employees take full responsibility of those recommended by them and also
ensure of their properbehaviour and performance.

37
Advantages:
1. Economic-Less costly.
2. Suitable-Candidates already oriented towards organization.
3. Reliable-Organization has better knowledge about internal candidates.
4. Improves morale
Disadvantages:
1. Politics play greater role.
2. It limits the choice to a few employees only.
3. Old conceptof doing things.
EXTERNAL SOURCES OF RECRUITMENT
All organisations have to use external sources for recruitment to higher
positions when existing employees are not suitable. More persons are needed
when expansions are undertaken.
1. Advertisement
It is a method of recruitment frequently used for skilled workers, clerical and
higher staff. Advertisement can be given in newspapers and professional
journals. These advertisements attract applicants in large number of highly
variable quality.
2. Educational Institutions
Direct recruitment from educational institutions for certain jobs (i.e. placement)
which require technical or professional qualification has become a common
practice. A close liaison between the company and educational institutions helps
in getting suitable candidates. The students are spotted during the course of their
studies. Junior level executives or managerial trainees may be recruited in this
way.

38
3. RecommendationFrom Existing Employees
The present employees know both the company and the candidate being
recommended. Hence some companies encourage their existing employees to
assist them in getting applications from persons who are known to them.
In certain cases rewards may also be given if candidates recommended by them
are actually selected by the company. If recommendation leads to favouritism, it
will impair the morale of employees.
4. Employment Exchanges
Employment exchanges in India are run by the Government. For unskilled,
semi-skilled, skilled, clerical posts etc., it is often used as a source of
recruitment. In certain cases it has been made obligatory for the business
concerns to notify their vacancies to the employment exchange. In the past,
employers used to turn to these agencies only as a last resort. The job-seekers
and job-givers are brought into contact by the employment exchanges.
5. Labour Contractors
This method of recruitment is still prevalent in India for hiring unskilled and
semi-skilled workers in brick kiln industry. The contractors keep themselves in
touch with the labour and bring the workers at the places where they are
required. They get commission for the number of persons supplied by them.
6. Unsolicited Applicants
Thosepersonnel who casually come to the company for employment may also
be considered for the vacant post. It is most economical method of recruitment.
In the advanced countries, this method of recruitment is very popular.

39
Advantages:
1. Benefited of new skills and talents.
2. Recruiter has a wide range of candidates to choosefrom.
3. New employees may be selected at least at the least terms and conditions
of the organization.
4. Improve morale.
5. It can result in successionof promotion.
Disadvantages:
1. It is costly method.
2. It may cause morale problem for internal candidates.
3. It requires longer orientation time.
4. Lack of co-operation

40
FACTORS AFFECTING RECRUITMENT
The recruitment function of the organization is affected and governs by mix of
internal and external forces. The internal forces or factors are factors that can be
controlled by the organization. And the external forces are those cannot be
controlled by the organisation.
The internal and external forces affecting recruitment function are as follows:
Factors affecting recruitment
Internal factors
 Recruitment policy
 Human resource
planning
 Size of the firm
 Cost of recruitment
 Growth and expansion
External factors
 Supply and demand
 Labor market
 Image /goodwill
 Political-legal-social
Environment
 Unemployment rate
 Competitors

41
INTERNAL FACTORS
1. RECRUITMENT POLICY :
The recruitment policy of an organization specifies the objectives of
recruitment and provides a framework for implementation of recruitment
programme. It may involve organizational system to be developed for
implementing recruitment programmes and procedures by filling up
vacancies with best qualified people.
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.
2. HUMAN RESOURCEPLANNING :
Effective human resource planning helps in determining the gaps present
in the existing manpower of the organization. It also helps in determining
the number of employees to be recruited and what qualification they must
possess.
3. SIZE OF THE FIRM :
The size of the firm is an important factor in recruitment process. If the
organization is planning to increase its operations and expand its
business, it will think of hiring more personnel, which will handle its
operations.

42
4. COST:
Recruitment incur cost to the employer, therefore, organizations try to
employ that source of recruitment which will bear a lower cost of
recruitment to the organization for each candidate.
5. GROWTHAND EXPANSION :
Organization will employ or think of employing more personnel if it is
expanding its operations.
EXTERNAL FACTORS:
1. SUPPLY AND DEMAND :
The availability of manpower both within and outside the organization is
an important determinant in the recruitment process. If the company has a
demand for more professionals and there is limited supply in the market
for the professionals demanded by the company, then the company will
have to depend upon internal sources by providing them special training
and development programs.
2. LABOUR MARKET :
Employment conditions in the community where the organization is
located will influence the recruiting efforts of the organization. If there is
surplus of manpower at the time of recruitment, even informal attempts at
the time of recruiting like notice boards display of the requisition or
announcement in the meeting etc will attract more than enough
applicants.
3. IMAGE / GOODWILL :
Image of the employer can work as a potential constraint for recruitment.
An organization with positive image and goodwill as an employer finds it
easier to attract and retain employees than an organization with negative
image. Image of a company is based on what organization does and
affected by industry. For example finance was taken up by fresher
MBA’s when many finance companies were coming up.

43
4. POLITICAL-SOCIAL-LEGAL ENVIRONMENT :
Various government regulations prohibiting discrimination in hiring and
employment have direct impact on recruitment practices. For example,
Government of India has introduced legislation for reservation in
employment for scheduled castes, scheduled tribes, physically
handicapped etc. Also, trade unions play important role in recruitment.
This restricts management freedom to select those individuals who it
believes would be the best performers. If the candidate can’t meet criteria
stipulated by the union but union regulations can restrict recruitment
sources.
5. UNEMPLOYMENT RATE :
One of the factors that influence the availability of applicants is the
growth of the economy (whether economy is growing or not and its rate).
When the company is not creating new jobs, there is often oversupply of
qualified labour which in turn leads to unemployment.
6. COMPETITORS :
The recruitment policies of the competitors also affect the recruitment
function of the organisations. To face the competition, many a times the
organisations have to change their recruitment policies according to the
policies being followed by the competitors.

44
OBJECTIVES OF RECRUITMENT
1. To attract with multi dimensional skills and experience that suite the
present and future organization strategies.
2. To induct outsider with new perspective to lead the company.
3. To infuse fresh blood at all levels of organization.
4. To develop an organizational culture that attracts competent people to the
company.
5. To search or headhunt people whose skill fit the company’s values?
6. To seek out non-conventional development grounds of talent.
7. To devise methodology for assessing psychological traits.
8. To search for talent globally not just within the company.
9. To design entry pay that competes on quality but not on quantum.
10. To anticipate and find people for position that doesn’texists yet.
Recruitment represents the first contact that a company makes with
potential employees. It is through recruitment that many individuals come to
know about the company and eventually decide whether they wish to work for
it.
The recruitment process should inform qualified individuals about the job
so that applicant can make comparison with their qualification and interest.

45
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 poolof job candidates at minimum cost.
 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.

46
SELECTION
Selection is a negative process and involves the elimination of candidates who
do not have the required skills and qualification for the job proposed. Also it is a
process of differentiating between applicants in order to identify and hire those
with greater likelihood of success in job.
According to YODER, “the hiring process is of one of many ‘go-to-go’ gauges.
Candidates are screen by the employers and the short listed applicants go on
the next hurdle while the unqualified ones are eliminated.”
The objective of selection decision is to choose the individual who can most
successfully perform the job from the pool of qualified candidates. It is the
system of function and devise adopted in a given company to ascertain whether
the candidate’s specifications are matched with the job specifications and
recruitment or not.
Selection process or activities typically follow a standard patter, beginning with
an initial screening interview and concluding with final employment decision.
The traditional selection process includes: preliminary screening interview,
completion of application form, employment test, comprehensive interview,
background investigation, physical examination and final employment decision
to hire.
A selection procedure is concern with securing relevant information about the
applicant. This information is secured in a number of steps and stages the
objective of selection process is to determine whether an applicant needs the
qualification for a specific job and to choose the applicant who is most likely to
perform in that job.
The hiring procedure is not a single act but it is essentially a series of methods
or steps or stages by which additional information is secured about the
applicant. At each stage facts may come to light, which leads to rejection of the
applicant. A procedure may be considered to a series of successive hurdle or
barriers which an applicant must cross.

47
Not all selection process includes this entire hurdle. The complexity of process
usually increases with the level and responsibility of the position to be fulfilled.
A well organised selection procedure should be design to select sustainable
candidates for various jobs. Each steps of selection process should help in
getting more and more information about the candidate. There is no idle
selection procedureappropriate for all cases.
STEPS IN SELECTION PROCEDURE

48
 SCREENING OF APPLICATION
Prospective employees have to fill up some sort of application form. These
forms have variety of information about the applicants like their personal bio-
data, achievements, experience; etc. such information is used to screen the
applicant who is finding to be qualified for the consideration of employment.
 SELECTION TEST
Many organizations holds different kinds of selection test to know more about
the candidates or to reject the candidates who cannot be called for interview etc.
Some of the selection tests are listed below –
1) Ability tests
Assist in determining how well an individual can perform tasks related to the
job. An excellent illustration of this is the typing tests given to a prospective
employer for secretarial job, also called as “ACHEIVEMENT TESTS”. It is
concerned with what one has accomplished. When applicant claims to know
something, an achievement test is taken to measure how well they know it.
Trade tests are the most common type of achievement test given. Questions
have been prepared and tested for such trades as asbestos worker, punch-press
operators, electricians and machinists.
2) Aptitude test
Aptitude tests measure whether an individual has the capacity or latent ability to
learn a given job if given adequate training. The use of aptitude test is advisable
when an applicant has had little or no experience along the line of the job
opening. Aptitudes tests help determine a person’s potential to learn in a given
area. An example of such test is the general management aptitude tests
(GMAT), which many business students take prior to gaining admission to a
graduate business school programme. Aptitude test indicates the ability or
fitness of an individual to engage successfully in any number of specialized
activities. They cover such areas clerical aptitude, numerical aptitude,
mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity.
These tests help to detect positive negative points in a person’s sensory or
intellectual ability. They focus attention on a particular type of talent such as
learning or reasoning in respectof a particular field of work.

49
Forms of aptitude test:
Mental or intelligence tests:
They measure the overall intellectual ability of a person and enable to know
whether the person has the mental ability to deal with certain problems
Mechanical aptitude tests:
They measure the ability of a person to learn a particular type of mechanical
work. These tests helps to measure specialized technical knowledge and
problem solving abilities if the candidate. They are useful in selection of
mechanics, maintenance workers, etc.
Psychomotororskills tests:
They are those, which measure a person’s ability to do a specific job. Such tests
are conducted in respect of semi- skilled and repetitive jobs such as packing,
testing and inspection, etc.
3) Intelligence test
This test helps to evaluate traits of intelligence. Mental ability, presence of mind
(alertness), numerical ability, memory and such other aspects can be measured.
The intelligence is probably the most widely administered standardized test in
industry. It is taken to judge numerical, skills, reasoning, memory and such
other abilities.
4) Interest Test
This is conducted to find out likes and dislikes of candidates towards
occupations, hobbies, etc. such tests indicate which occupations are more in line
with a person’s interest. Such tests also enable the company to provide
vocational guidance to the selected candidates and even to the existing
employees. These tests are used to measure an individual’s activity preferences.
These tests are particularly useful for students considering many careers or
employees deciding upon career changes.
5) PersonalityTest
The importance of personality to job success is undeniable. Often an individual
who possesses the intelligence, aptitude and experience for certain has failed
because of inability to get along with and motivate other people. It is conducted
to judge maturity, social or interpersonal skills, behaviour under stress and
strain, etc. this test is very much essential on case of selection of sales force,

50
public relation staff, etc. where personality plays an important role. Personality
tests are similar to interest tests in that they, also, involve a serious problem of
obtaining an honest answer.
6) Projective Test
This test requires interpretation of problems or situations. For example, a
photograph or a picture can be shown to the candidates and they are asked to
give their views, and opinions about the picture.
7) Generalknowledge Test
Now a day’s G.K. Tests are very common to find general awareness of the
candidates in the field of sports, politics, world affairs, current affairs.
8) PerceptionTest
At times perception tests can be conducted to find out beliefs, attitudes, and
mental sharpness.etc.
9) GraphologyTest
It is designed to analyze the handwriting of individual. It has been said that an
Individual’s handwriting can suggest the degree of energy, inhibition and
spontaneity, as well as disclose the idiosyncrasies and elements of balance and
control. For example, big letters and emphasis on capital letters indicate a
tendency towards domination and competitiveness. A slant to the right,
moderate pressure and good legibility show leadership potential.
10) Polygraph Test
Polygraph is a lie detector, which is designed to ensure accuracy of the
information given in the applications. Department store, banks, treasury offices
and jewellery shops, that is, those highly vulnerable to theft or swindling may
find polygraph tests useful.
11) MedicalTest
It reveals physical fitness of a candidate. With the development of technology,
medical tests have become diversified. Medical servicing helps measure and
monitor a candidate’s physical resilience upon exposure to hazardous
chemicals.

51
 INTERVIEW
Selection test are normally followed by a personal interview of the candidate. It
is a powerful technique in achieving accurate information. It’s an attempt to
secure maximum amount of information from the candidate. Following are the
various types of interview -
1. Informal Interview
An informal interview is an oral interview and may take place anywhere. The
Employee or the manager or the personnel manager may ask a few almost
inconsequential questions like name, place of birth, names of relatives etc.
either in their respective offices or anywhere outside the plant of company. It is
not planned and nobody prepares for it. This is used widely when the labour
market is tight and when you need workers badly.
2. Formal Interview
Formal interviews may be held in the employment office by the employment
office in a more formal atmosphere, with the help of well structured questions,
the time and place of the interview will be stipulated by the employment office.
3. Non-directive Interview
Non-directive interview or unstructured interview is designed to let the
interviewee speak his mind freely. The interviewer has no formal or directive
questions, but his all attention is to the candidate. He encourages the candidate
to talk by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us
about yourself after you’re graduated from high school”.
4. Depth Interview
It is designed to intensely examine the candidate’s background and thinking and
to go into considerable detail on particular subjects of an important nature and
of special interest to the candidates. For example, if the candidate says that he is
interested in tennis, a series of questions may be asked to test the depth of
understanding and interest of the candidate. These probing questions must be
asked with tact and through exhaustive analysis; it is possible to get a good
picture of the candidate.

52
5. Stress Interview
It is designed to test the candidate and his conductand behaviour by him under
conditions of stress and strain. The interviewer may start with “Mr. Joseph, we
do not think your qualifications and experience are adequate for this position,
and watch the reaction of the candidates. A good candidates will not yield, on
the contrary he may substantiate why he is qualified to handle the job.
This type of interview is borrowed from the Military organisation and this is
very useful to test behaviour of individuals when they are faced with
disagreeable and trying situations.
6. Group Interview
It is designed to save busy executive’s time and to see how the candidates may
be brought together in the employment office and they may be interviewed.
7. PanelInterview
A panel or interviewing board or selection committee may interview the
candidate, usually in the case of supervisory and managerial positions. This type
of interview pools the collective judgment and wisdom of the panel in the
assessment of the candidate and also in questioning the faculties of the
candidate.
8. Sequential Interview
The sequential interview takes the one-to-one a step further and involves a
series of interview, usually utilizing the strength and knowledgebase of each
interviewer, so that each interviewer can ask questions in relation to his or her
subject area of each candidate, as the candidate moves from room to room.
9. Structured Interview
In a structured interview, the interviewer uses preset standardized questions,
which are put to all the interviewees. This interview is also called as Guided or
Patterned interview. It is useful for valid results, especially when dealing with
the large number of applicants.
10. Unstructured Interview
It is also known as un-patterned interview, the interview is largely unplanned
and the interviewee does most of the talking. Unguided interview is
advantageous in as much as it leads to a friendly conversation between the

53
interviewer and the interviewee and in the process, the later reveals more of his
or her desire and problems. But the Un-patterned interview lacks uniformity and
worse, this approach may overlook key areas of the applicant’s skills or
background. It is useful when the interviewer tries to probe personal details of
the candidate it analyse why they are not right for the job.
 CHECKING OF REFERENCES
Many employers request names, addresses, and telephone numbers of
references for the purpose of verifying information and perhaps, gaining
additional background information on an applicant. Although listed on the
application form, references are not usually checked until an applicant has
successfully reached the fourth stage of a sequential selection process. When the
labour market is very tight, organisations sometimes hire applicants before
checking references.
Previous employers, known as public figures, university professors, neighbours
or friends can act as references. Previous employers are preferable because they
are already aware of the applicant’s performance. But, the problem with this
reference is the tendency on the part of the previous employers to over-rate the
applicant’s performance just to get rid of the person.
Organisations normally seek letters of reference or telephone references. The
latter is advantageous because of its accuracy and low cost. The telephone
reference also has the advantage of soliciting immediate, relatively candid
comments and attitude can sometimes be inferred from hesitations and
inflections in speech.
 PHYSICAL EXAMINATION
After the selection decision and before the job offer is made, the candidate is
required to undergo a physical fitness test. A job offer is, often, contingent upon
the candidate being declared fit after the physical examination. The results of
the medical fitness test are recorded in a statement and are preserved in the
personnel records. There are several objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries any
infectious disease.

54
Secondly, the test assists in determining whether an applicant is physically fit to
perform the work.
Thirdly, the physical examination information can be used to determine if there
are certain physical capabilities, which differentiate successful and less
successfulemployees.
Fourth, medical check-up protects applicants with health defects from
undertaking work that could be detrimental to them or might otherwise
endanger the employer’s property.
Finally, such an examination will protect the employer from workers
compensation claims that are not valid because the injuries or illness were
present when the employee was hired.
 APPROVAL BY APPROPRIATE AUTHORITY
On the basis of above steps, suitable candidates are recommended for selection
by the selection committee or personnel department. Though such a committee
or personnel department may have authority to select the candidates finally,
often it has staff authority to recommend the candidates for selection to the
appropriate authority.
 PLACEMENT
After all the formalities are completed, the candidates are placed on their jobs
initially on probation after the induction process.

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BARRIERS TO EFFECTIVE SELECTION
The main objective of selection process is to hire people having
competence and commitment towards the given job profile. But due to some
reason the main purpose of effectively selecting candidates is defeated. These
reasons are:
1. Perception: Many a times the interviewer selects a candidate according to
the perception he has or he made up while talking or looking at the
individual. This way he does not see through the caliber or the efficiency
of the individual and many times it leads to the selection of the wrong
candidates.
Reasons for perceptual distortions are –
2. Fairness: During the selection process the interviewer does not select the
individual on the basis of his knowledge and hence the right type of the
candidates is not selected.
3. Pressure: The people from the HR department and also have a lot of
pressure from the top management and from other top class people for
Stereotyping
Halo Effect
Projection
ExpectancyEffects
PrimaryEffect: FirstImpression
RecencyEffect
Perceptual Defense
Attributions

56
selecting the candidates they want. This way the purpose of effective
selection process is defeated as they have to select that individual whether
or not he is capable of the job that is being offered.
4. Validity: Validity, as explained earlier, is a test that helps predict job
performance of an incumbent. A test that has been validated can
differentiate between the employees who can perform well and those will
not. However, a validated test does not predict job success accurately. It
can only increase possibility of success accurately. It can only increase
possibility of success.
5. Reliability: A reliable method is one which will produce consistent results
when repeated in similar situations. Like a validated test, a reliable test
may fail to predict job performance with precision.

57
RECRUITMENT AND SELECTION
AT BIG BAZAAR
• Manpower planning
• Recruitment Generation
• Internal Fitment (Job Rotation)
• Recruitment (CVs screened by HR Department)
• Selection Procedures (Initial interview by HR
Manager then by Store Manager)
• Joining and Induction
• Placement
• Appraisal

58
 MANPOWER PLANNING
Manpower Planning which is also called as Human Resource Planning consists
of putting right number of people, right kind of people at the right place, right
time, doing the right things for which they are suited for the achievement of goals
of the organization.
 REQUIREMENT GENERATION
Requirement generation basically occurs when any employee of the
organisation gets promoted or leaves the organisation. In this way vacancy
arises and the recruitment process initiates.
 INTERNAL FITMENT
The practice of moving employees between different tasks to promote
experience and variety and increasing their versatility, so that they can be
flexible and productive at work and their interests remains in the organisation,
This practice is known as Job Rotation and, is helpful for the management
because these employees can be used as a temporary/permanent substitute for
other employee’s absence for the time being.
 RECRUITMENT
In Recruitment basically we attract and identify job seekers so as to build a pool
of qualified candidates for the job who would prove to be worthy for the
organisation.
Source of Recruitment
Most of the times following sources are adopted –
 Employee Reference
 Walk-Ins
 Transfers

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 SELECTION PRECEDURES
First of the Resumes of candidates are screened and it is being checked weather
the candidate is qualified for the job or not. After screening process qualified
candidates are selected and called upon for the 1st round of interview. For the
position of team member and fashion associate 2 rounds of face to face
interviews are conducted. 1st round is being taken by the HR Manager and the
2nd round by the Store Manager. After clearing the 2nd round the candidate is
selected and further procedures are carried out.
 JOINING AND INDUCTION
After selection, the duties and responsibilities associated with the job is
explained to the candidate to avoid any kind of confusion.
A Joining Docket is being asked to be filled by the candidates that enlist their
family details, address, previous employer details, education details, code of
conduct, med claim and insurance details with their nominee’s information,
etc….
Along with these photocopies of following documents are required to be
submitted at the organisation for record keeping -
5 passportsize photographs
Blood report
Pan card
Aadhar card
10th mark sheet
12th mark sheet
Passbookfront page
After explaining about the Job, Induction process is carried out in which we
explain following things –

60
About the company
9 values of future group
Different departments at the store
Per piece incentive and PERK (department target)
The department in which they are about to work and the team leader to whom
they have to report is explained to them.
Codeof conductand grooming standards that need to be maintained
Provident Fund
ESIC (Medical benefits)
 PLACEMENT
Later the candidates are registered at SPARSH (company’s Database) and their
ESIC is generated,
And training is provided to them about the job responsibilities and task they
need to perform on floor.
 APPRAISAL
Appraisals are awarded to the candidate on the basis of their performance and
their contribution towards their department and store.

61
OBJECTIVES OF THE STUDY
On the basis of issues covered under this study following objectives are set:
PRIMARY OBJECTIES
1. To study the recruitment and selection procedure followed in Future
Retail Ltd. (Big Bazaar).
2. To learn what is process of recruitment and selection that should be
followed for achieving organisational objectives.
SECONDARYOBJECTIVES
1. To study various sources of recruitment followed in Big Bazaar.
2. To search for people whose skill fits into the company’s values.

62
RESEARCH METHODOLOGY
 ResearchDesign:
Descriptive
 Source of data collection:
 Primary data:
Questionnaire and interview
 Secondarydata:
Books and Internet
 Sample unit:
Department Managers and Team Leaders
 Sample size:
30
 Sampling technique:
Random sampling

63
DATA ANALYSIS AND
INTERPRETATION
Q1. Which of these sources of recruitment are used in Big Bazaar?
a) Internal
b) External
c) Both
Options Response Percentage
Internal 6 20
External 8 26.66
Both 16 53.33
Interpretation:
It was found that about 53.33% of the recruitment and selection is done both by
internal and external sources, while as external sources are used more than the
internal sources.
20%
27%
53%
Internal
External
Both

64
Q2. Which of the following methods of recruitment are used?
a) Current employees referral
b) Ex-Employee referral
c) Campus recruitment
d) Advertising
e) Recruitment agencies
f) Job portals
g) Walk-Ins
h) Others
Current employees referral 10 33.33
Ex-Employee referral 3 10
Campus recruitment 2 6.66
Advertising 5 16.66
Recruitment agencies 0 0
Job portals 0 0
Walk-Ins 10 33.33
Others 0 0
33%
10%
7%
17%
0%
0%
33%
0%
Current employees referral
Ex-Employee referral
Campus recruitment
Advertising
Recruitment agencies
Job portals
Walk-Ins
Others

65
Interpretation:
It was found that about 33% of the employees are recruited through current
employee’s referral and walk-ins, however, 17% of the employees are selected
by the advertisement followed by ex-employees referral that is 10% and then by
campus recruitment that is 7%.
Q3. Does external recruitment brings out the desirable employees in the
organisation?
a) Yes
b) No
Yes 26 86.66
No 4 13.33
Interpretation:
It was found that 87% of the employees think that external sources of
recruitment brings desirable employees into the organisation while, other 13%
are of the opinion that sometimes internal sources provide best employees for a
particular position.
87%
13%
Ye
s
No

66
Q4. Does internal hiring helps in motivating the existing employees?
a) Yes
b) No
Yes 10 33.33
No 20 66.66
Interpretation:
It was found that 67% of the employees tend to agree on the point that external
hiring is considered to be good for motivating the employees, Rest 33% think
that external hiring is better for motivating the employees.
33%
67%
Ye
s
No

67
Q5. Does your company follow different recruitment process fordifferent
grades of employees?
a) Yes
b) No
Yes 30 100
No 0 0
Interpretation:
It was found that different recruitment process is adopted for different grades of
employees.
100%
0%
Ye
s
No

68
Q6. What is the basis for selection?
a) Merit
b) Experience
c) Age
d) All of the above
Experience 4 13.33
Merit 3 10
Age 2 6.66
All of the above 21 70
Interpretation:
It was found that all the above listed methods are used for selection of
employees 70% of the time which is followed by merit as of 13%, experience as
of 10% and age that is of 7%. However, experienced people are given more
consideration rather than meritorious freshers.
13%
10%
7%
70%
Experience
Merit
Age
All of the
above

69
Q7. Which sourceyou prefer for recruitment?
a) Internal
b) External
c) Both
Internal 7 23.33
External 4 13.33
Both 19 63.33
Interpretation:
It was found that 64% of the employees prefer both the sources of recruitment
but internal source is preferred as compared to external sources.
23%
13%
64%
Internal
External
Both

70
Q8. Are you satisfied with the recruitment process?
a) Yes
b) No
Yes 27 90
No 3 10
Interpretation:
It was found that about 90 % of the employees are satisfied with the selection
process. However, the remaining are having an opinion that there should be
some changes in the recruitment and selection process ofthe organisation.
90%
10%
Ye
s
No

71
Q9. Which of the following methods does your company uses during selection
process?
a) Written or aptitude test
b) Group discussion
c) Face to Face interview
d) All of the above
Written or aptitude test 2 6.66
Group discussion 3 10
Face to Face interview 19 63.33
All of the above 6 20
Interpretation:
It was found that 63% of selection is done by face to face interview method
which is followed by group discussion (10%) and Written and aptitude test
(7%).
7%
10%
63%
20%
Written or aptitude
test
Group discussion
Face to Face
interview
All of the above

72
Q10. Do you think innovative techniques like stress test, psychometric test and
personality test should be used for selection?
a) Yes
b) No
Yes 8 26.66
No 22 73.33
Interpretation:
It was found that 27% of the respondents were of the opinion that stress test,
psychometric test and personality tests should be used for the selection, while
the other 73% were satisfied with the existing recruitment and selection process.
27%
73%
Yes
No

73
Q11. Are you satisfied with the selection process?
a) Yes
b) No
Yes 28 93.33
No 2 6.66
Interpretation:
It was found that about 93 % of the employees are satisfied with the selection
process. However, the remaining are having an opinion that there should be
some changes in the recruitment and selection process ofthe organisation.
93%
7%
Ye
s
No

74
Q12. Are you satisfied with your job?
a) Yes
b) No
Yes 26 86.66
No 4 13.33
Interpretation:
It was found that about 87 % of the employees are satisfied with their job but
the rest 13% are not completely satisfied with it.
87%
13%
Ye
s
No

75
FINDINGS FROM THE STUDY
 Approximately 90% respondents are satisfied with the recruitment and
selection process ofthe organization.
 Mostly the candidates are recruited in the organization through current
employee referrals and walk-ins.
 Most of the employees consider external hiring to be beneficial for the
organization as it helps in motivating existing employees and brings
fresh, new and creative ideas for increasing sales.
However, both internal and external sources should be used for hiring
employees in the organization.
 It was also found that Merit, Experience and Age, all are considered
most of the time for recruiting candidates for the organization. However,
experienced people are given more consideration rather than meritorious
freshers.
 It was also found that for recruiting and selecting candidates, face to
face interview is the most prominent method used. (Especially for
recruiting the team members).
 87% of the employees are satisfied with their designation and work load.

76
LIMITATIONS OF STUDY
 The employees were busy with their daily schedule and it was very
difficult for them to take out time for filling out the questionnaires and
answering our questions.
 Personal biasness of various employees may have supplied wrong data.
 Time and money was also an important constraint.

77
SUGGESTIONS
 Every company usually have two levels of employees -
Executives; and
Non executives
In Big Bazaar, executives are more aware of the company’s policies and
procedures and various kinds of important information about the company.
But as far as the non executives are concerned they are not so aware of
company policies and procedures. Therefore, there must be some
communication gaps between the company and non executives of the
company. So being a reputed rather well known organization, all the
employees including executives and non executives should be aware of all
aspects of the company.
 Also company should adopt latest techniques like stress test, psychometric
test and personality test to find the right candidate suitable for the job. As,
in retail industry, sales is what matters the most and salespersons are
subjected to high level of stress and work load. To check whether the
candidate we are hiring is capable of handling that much amount of
pressure or not is very essential and these tests would help in getting
knowledge of that.
 We all know that recruitment is the long time process and it has lots of
drawbacks also. So instead of following traditional recruitment process,
company may adopt few innovative alternatives that in turn minimize long
time consumption in recruitment process.
The probable alternatives are as follows-
 Over time - short term fluctuations could be solved through overtime.
 Sub contract - to meet a sudden increase in the demand for its
products and services the firm may go for sub contracting instead of
increase the capacities immediately.
 Temporary employees.
 Job enrichment.
 Employees leasing.

78
 As far as the external source of recruitment of Big Bazaar is concerned,
external sources like recruitment from educational institutes, job portal and
employment exchange can be taken into consideration because it would
bring newness and creativity to deal with the competitors.
 Number of female employees in Big Bazaar is less as compared to male
employees. For male employees the transfer rate is very high. They always
tend to search for better opportunity. But as far as the female employees
are concerned the transfer rate is low. By recruiting deserving female
employees, company can get efficient and permanent employee that can
add a value to the profitability and productivity of the company.

79
CONCLUSIONS
The human element of organization is the most crucial asset of an organization.
Taking a closer perspective -it is the very quality of this asset that sets an
organization apart from the others, the very element that brings the
organization’s vision into fruition. Thus, one can grasp the strategic
implications that the manpower of an organization has in shaping the fortunes of
an organization.
The main motive of selection process is to establish a match between the
candidate’s goals with the organisation’s goals and objectives. Once the match
is established the candidate will be satisfied at his/her workplace and would also
be productive and efficient because “A satisfied workforce is a stable
workforce” which also ensures that an organization has credible and reliable
performance.
With the above research conducted, I have come to a conclusion that job in
retail industry is quite different from other jobs. It deals with a lot of pressure
and work load in order to meet customer’s demands. Employees here have to be
to be physically as well as mentally strong to be efficient and effective at
workplace. Big Bazaar selects employees both from internal and external
sources to maintain mutual understanding and relationship between employees
as well as introducing creativity and fresh energy into the organisation
respectively. In this way employees gets motivated as well as productive and
that helps in increasing their sense of belongingness towards the organisation
and a match between organisation’s goals and employees goals are established.

80
REFERENCES
BOOKS
Seema Sanghi, (2014) Human ResourceManagement,Vikas Publishing House
Pvt. Ltd., 74-93
K Ashwathapa, (2010) Human Resourceand personnel Management, Tata
McGraw Hill Education, 194-214
INTERNET
https://books.google.co.in
http://www.futureretail.in/about-us/overview-retail.html
https://www.ibef.org/industry/retail-india.aspx
http://www.yourarticlelibrary.com/recruitment/recruitment-process-5-
steps-involved-in-recruitment-process-with-diagram/35261/
https://www.tuturself.com/posts/view?menuId=108&postId=985
http://www.yourarticlelibrary.com/recruitment/sources-of-recruitment-of-
employees-internal-and-external-sources-recruitment/25954/
http://www.yourarticlelibrary.com/human-resources/selection-meaning-
and-steps-involved-in-selection-procedure-with-diagram/32350/
http://www.whatishumanresource.com/pre-employment-tests
http://www.psnacet.edu.in/courses/MBA/HRM/11.pdf

81
APPENDIX
QUESTIONNAIRE
RECRUITMENT AND SELECTION PROCESS IN FUTURE RETAIL
LIMITED (BIG BAZAAR)
This questionnaire survey is purely for academic purpose. Any information collected
through this survey is confidential and would not be shared with anyone other than
the people involved in this.
Name: ........................................................................................................................
Designation: ........................................... Department: ...........................................
Qualification: ....................................................... Age: ..........................................
Answer the following questions: (kindly give your unbiased response).
Q1. Which of these sources of recruitment are used in Big Bazaar?
d) Internal
e) External
f) Both
Q2. Which of the following methods of recruitment are used?
i) Current employees referral
j) Ex-Employee referral
k) Campus recruitment
l) Advertising
m) Recruitment agencies
n) Job portals
o) Walk-Ins
p) Others
Q3. Does external recruitment brings out the desirable employees in the organisation?
c) Yes
d) No

82
Q4. Does internal hiring helps in motivating the existing employees?
c) Yes
d) No
Q5. Does your company follow different recruitment process for different grades of
employees?
c) Yes
d) No
Q6. What is the basis for selection?
e) Merit
f) Experience
g) Age
h) All of the above
Q7. Which source you prefer for recruitment?
d) Internal
e) External
f) Both
Q8. Are you satisfied with the recruitment process?
c) Yes
d) No
Q9. Which of the following methods does your company uses during selection process?
a) Written or aptitude test
b) Group discussion
c) Face to Face interview
d) All of the above
Q10. Do you think innovative techniques like stress test, psychometric test and personality
test should be used for selection?
c) Yes
d) No

83
Q11. Are you satisfied with the selection process?
c) Yes
d) No
Q12. Are you satisfied with your job?
c) Yes
d) No
Would you like to offer any comments or suggestions regarding the organisation’s
recruitment and selection methods?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
………………………………………………………………………………………………….

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