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8/8/2019 Project Report - St
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Project Report
On
Recruitment and Selection process at
Reliance Communications
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PREFACE
We are feeling immense pleasure and deep satisfaction in presenting this work. This
project forms a compulsory part of our MBA curriculum which is completed in the form
of Project report and this opportunity given to us by Reliance Communication, Lucknow.
In any company there are many issues and topics which need research or study. Keeping
this thing in mind we have chosen this topic of Recuruitment and Selection Process for
study. Through our project Reliance Communication was benefited because through the
report which we provided to the company, they can guess the Recruitment and Selection
issues of their process and they can find out the ways to improve the HR system.
This study was conducted through a survey. For this we prepared a questionnaire which
contains questions related to recruitment and selection process. We were taking the
responses of staff , job seekers Job agencies.
We personally visited different location to conduct personal interviews. We also
took the content from website of the company annual reports and circulars. The sample
size for this project was 100. Finally after analyzing different responses, we have given
some recommendations to the company. This is our serious attempt to study this topic and
presenting it our level best.
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ACKNOELEDGEMENT
Perseverance and motivation have always played a key role in the success of any venture.
At this level of understanding it is often difficult to understand the wide spectrum of
knowledge without proper guidance and advice.
This report has been made possible through direct and indirect support of various persons
for whom we wish to express our gratitude and appreciation.
First of all we would express our thanks to our supervisor Miss. Pallavi without whose
guidance and support this project would have been impossible .We are also grateful to the
entire staff of Reliance Communication , who directly or indirectly contributed towards the
completion of this project .
We are full of thanks for our teachers for their blessing and encouragement.
However, we accept sole responsibility for any possible error that might be there in this
report.
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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)
(ix) Tabulation, Findings and Interpretations....(55)
(x) Limitations of the study..(74)
(xi) Recommendations (75)
(xii) Appendices.(78)
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(xiii) Bibliography ....(97)
SYNOPSIS
The objec ti ve o f the projec t was to s tudy and analyze the r ecru i tment and
selection process of Reliance Communication Ltd. The study included analyzing
previous recruitment sources and methods, changes implemented in the past and
their e ffect s, the se lect ion process and thereby the success of the both the
recrui tment and selection process. The ent ire s tudy was concentrated around
recruitment and selection; hence the following would be pursued :
Studying the posts to be filled
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 Recrui tment and
Selection process
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INTRODUCTION
With a strong population of over 1.1 Bil l ion, India has become one of the most
dynamic and promising telecom markets of the world. In recent times, the country
has emerged as one of the fastest growing telecom markets in the world. During
2003-2007, the country wi tnessed the number of phones increasing more than
t rip le and to ta l t e le-densi ty rose f rom 5 .1% to 18 .2%, according to Indian
Telecom Analysis (2008-2012), a new research report by RNCOS:
Key Findings
The total telecom subscr ipt ion 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
Mill ion as compared to 6.9 Mill ion on March 31, 2006 registering a growth of
34.8%.
By fiscal 2010, Indian will require around 330,000 telecom network towers. To
meet th is enormous need, the t el ecom operators a re r esort ing to ne twork
infrastructure sharing.
This sector thus, has a huge manpower requirement and the at tr i t ion rate is also
on the higher side. Hence, the role of HR department is crucial and cri t ical for an
organizations success in this sector.
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Reliance Anil Dhirubhai Ambani Group, an offshoot of the Reliance Groupfounded by Shri Dhirubhai H Ambani (1932-2002), ranks among Indias top threeprivate sector business houses in terms of net worth. The group has businessinterests that range from telecommunications (Reliance Communications Limited)to financial services (Reliance Capital Ltd) and the generation and distribution ofpower (Reliance En ergy Ltd).
Reliance ADA Groups f lagship company, Reliance Communications, is India's
larges t pr ivate sector informat ion and communicat ions company, wi th over 40
mill ion subscribers . I t has es tabl ished a pan-India, high-capacity , integrated
(wireless and wirel ine) , convergent (voice, data and video) digi tal network, to
offer services spanning the entire infocomm value chain.
Other major group companies Rel iance Capi tal and Rel iance Energy are
widely acknowledged as the market leaders in their respective areas of operation.
Reliance Capital
Reliance Capital i s one of Indias leading and fas tes t growing pr ivate sector
f inancial services companies, and ranks among the top 3 private sector f inancial
services and banking companies, in terms of net worth.
The company has interest s in asse t management and mutual funds , l if e and
general insurance, private equity and proprietary investments, s tock broking and
other activities in financial services.
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Reliance Energy Limited
Reliance Energy Limited, incorporated in 1929, is a fully integrated utilityengaged in the generation, transmission and distribution of electricity. It ranks
among Indias top listed private companies on all major financial parameters,including assets, sales, profits and market capitalization.
I t is Indias foremost private sector ut i l i ty with aggregate est imated revenues of
Rs 9,500 crore (US$ 2.1 bi l l ion) and total assets of Rs 10,700 crore (US$ 2.4
billion).
Reliance Energy Limited distr ibutes more than 21 bil l ion units of electr ici ty to
over 25 mill ion consumers in Mumbai, Delhi , Orissa and Goa, across an area that
spans 1,24,300 sq. kms. I t generates 941 MW of elect r ici ty , through i t s power
stations located in Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa.
The company is currently pursuing several gas, coal, wind and hydro-based power
generat ion pro jec ts in Maharashtra , Uttar Pradesh , Arunachal Pradesh and
Uttaranchal wi th aggregate capaci ty of over 12,500 MW. These projects are at
various stages of development.
Reliance Energy Limited is vigorously part icipating in emerging opportunit ies in
the areas of trading and transmission of power. It is also engaged in a portfolio of
services in the power sector in Engineering, Procurement and Construction (EPC)
through a network of regional offices in India.
Reliance Health
In a country where heal thcare i s fas t becoming a booming indust ry , Rel iance
Heal th i s a focused heal thcare serv ices company enabling the provi sion of
s ol ut ion t o I nd ians , a t a ff or dabl e p ri ces. The company a ims a t p rovi di ng
integrated heal th services that wi l l compete wi th the bes t in the wor ld. I t a lso
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plans to venture into diversified fields like Insurance Administration, Health care
Delivery and Integrated Health, Health Informatics and Information Management
and Consumer Health.
Rel iance Hea lt h a ims a t r evol ut ioni zi ng hea lt hcar e i n I nd ia by enabl ing a
h ea lt hc ar e e nv ir on me nt t ha t i s b ot h a ff or da ble a nd a cc es sib le th ro ug h
partnerships with government and private businesses.
Reliance Media & Entertainment
As part of the Reliance - ADA Group, Reliance Entertainment is spearheading theGroups foray into the media and entertainment space. Reliance Entertainments
core focus is to build significant presence for Reliance in the Entertainment eco-
system: across content and distribution platforms.
The key content ini t iat ive are across Movies, Music, Sports , Gaming, Internet &
mobi le por tals , leading to di rect oppor tuni t ies in del ivery across the emerging
digital distribution platforms: digital cinema, IPTV, DTH and Mobile TV.
Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest
entert ainment companies in India, which has in teres ts in f ilm process ing ,
production, exhibition & digital cinema.
Rel iance Enter tainment has made an entry into the FM Radio bus iness through
Adlabs Radio www.big927fm.com Having won 45 stat ions in the recent bidding,
BIG 92.7 FM is already Indias largest private FM radio network with 12 radio
stations across the country.
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Reliance Communications Limited
The flagship company of the Reliance ADA Group, Reliance CommunicationsLimited, is the realization of our founders dream of bringing about a digital
revolution that will provide every Indian with affordable means of communicationand a ready access to information.
The company began operations in 1999 and has over 20 million subscribers today.
I t offers a complete range of integrated telecom services. These include mobile
and f ixed l ine telephony, broadband, nat ional and internat ional long distance
services, data services and a wide range of value added services and applications
aimed at enhancing the productivity of enterprises and individuals.
Apart from these some other businesses are:
Reliance Mutual Fund Reliance Life Insurance
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Reliance Portfolio ManagementService
Reliance General Insurance
http://www.reliancemutual.com/http://www.reliancelife.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttps://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.reliancemutual.com/http://www.reliancelife.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttps://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.html8/8/2019 Project Report - St
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Its Structure
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Companys Values
Shareholder Interest
They value the t rus t of shareholders , and keep thei r interes ts paramount in
every business decision we make, every choice they exercise.
People Care
They possess no greater asset than the quali ty of their human capital and nogreater priori ty than the retention, growth and well-being of their vast pool of
human talent
Consumer Focus
They rethink every business process, product and service from the standpoint
of the consumer so as to exceed expectations at every touch point.
Excellence in Execution
They believe in excellence of execution in large, complex projects as much
as small everyday tasks. If something is worth doing, it is worth doing well.
Team Work
The who le i s g reat er t han t he s um of i ts par ts ; i n t he ir r ap id ly -chang ing
knowledge economy, organiza tions can prosper only by mobi li z ing d iverse
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competencies, ski ll s e ts and expert ise; by imbibing the spi ri t of th inking
together -- integration is the rule, escalation is an exception.
Proactive Innovation
They nurture innovation by breaking si los, encouraging cross-fert i l izat ion of
ideas & f lexib il ity of roles and functions. They crea te an envi ronment of
accountabil i ty, ownership and problem-solving based on part icipative work
ethic and leading-edge research
Leadership by Empowerment
They bel ieve leadership in the new economy is about consensus building,
about giving up control; about enabling and empowering people down the l ine
to take decisions in their areas of operation and competence.
Social Responsibility
They believe that organizations, l ike individuals , depend on the support of the
community for their survival and sustenance, and must repay this generosity in
the best way they can.
Respect for Competition
They respect competi t ion because theres more than one way of doing things
r ight . They can learn as much f rom the success of others as f rom thei r own
failures
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An Overview
The 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 Indias largest private
sector company virtually from scratch, had stated as early as 1999: Make thetools of information and communication available to people at an affordable cost.They will overcome the handicaps of illiteracy and lack of mobility.
It was with this belief in mind that Reliance Communications (formerly Reliance
Infocomm) s tart ed l ay ing 60 ,000 route k ilomet res of a pan- India f ibre opti c
backbone. This backbone was commissioned on 28 December 2002, the auspicious
occasion of Dhirubhais 70th bir thday, though sadly after his unexpected demise
on 6 July 2002.
Reliance Communications has a rel iable, high-capacity, integrated (both wireless
and wireline) and convergent (voice, data and video) digital network. It is capable
of delivering a range of services spanning the entire infocomm (information and
communi ca ti on ) val ue cha in , i nc ludi ng i nf ra st ruct ur e and s er vi ces f or
enterprises as well as individuals, applications, and consulting.
Today, Reliance Communications is revolutionizing the way India communicates
and networks, truly bringing about a new way of life.
Its Businesses
Reliance Communications is the f lagship company of the Anil Dhirubhai Ambani
Group (ADAG) of companies . Lis ted on the Nat ional Stock Exchange and the
Bombay Stock Exchange, i t i s India s l eading in tegra ted t elecommunicat ion
company with over 40 million customers.
Our business encompasses a complete range of telecom services covering mobile
and fixed l ine telephony. I t includes broadband, national and international long
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distance services and data services along with an exhaustive range of value-added
services and applications. Our constant endeavor is to achieve customer delight
by enhancing the productivity of the enterprises and individuals we serve.
Reliance Mobile ( former ly Rel iance India Mobile), launched on 28 December
2002, coinciding with the joyous occasion of the late Dhirubhai Ambanis 70th
birthday, was among the initial initiatives of Reliance Communications. It marked
the auspicious beginning of Dhirubhais dream of ushering in a digital revolution
in India. Today, we can proudly claim that we were instrumental in harnessing the
true power of information and communication, by bestowing it in the hands of the
common man at affordable rates.
We endeavor to further extend our efforts beyond the tradit ional value chain by
developing and deploying complete telecom solutions for the entire spectrum of
society.
HR Department In Reliance Communications
In my book, we have no greater asset than the quali ty of our intel lectual capital ,
and no greater priori ty than the growth and retention of our vast pool of talent
Anil Dhirubhai Am bani
At Reliance - Anil Dhirubhai Ambani Group, they recognize the cri t ical role that
their people play in the success and growth of each of their businesses. I t is the
ski l l and ini t iat ive of thei r workforce that sets them apar t f rom thei r peers in
todays knowledge-driven economy. I t is their commitment and dedication that
lends them the competitive edge, and helps them stay ahead of the curve.
Their s t rong team of profess ionals i s among the youngest in the country , and
consists of some of the most dynamic, motivated and qualif ied individuals to be
found anywhere in the world. Fi rs t -rate management graduates , highly t rained
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engineers, top-notch f inancial analysts and razor sharp accountants they have
on their rolls some of the brightest minds in the business.
The Departments Mission
Thei r t ransparent HR policies and robust processes are driven by a s ingle
overarching object ive: To at t ract , nur ture, grow and retain the bes t leadership
talent 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 Group
The Departments Promise
In order to achieve their objective, they offer their people:
Growth opportunities to expand leadership capabilities
True meritocracy and freedom to choose career paths
Opportunities to develop and hone leadership and functional capabilities
An entrepreneurial environment where people can pursue their dreams
Competitive compensation
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In addit ion, they follow a well-defined Rewards & Recognit ions programme that
per iodical ly ident i fies except ional individual and team achievers among the
various business functions and verticals in the Group.
The Departments Expectations
Reliance ADAG encourages i ts employees to take leadership, at al l levels of
the organizat ion, and par t icipate in accelerat ing growth of thei r bus inesses to
build a formidable enterprise. Leaders in Reliance - ADAG are expected to:
Always keep the customers needs in mind and constantly innovate
Execute flawlessly and with speed
Sus ta in and s tr engt hen t he g roups s pi ri t o f ent repr eneurs hi p taki ng
ownership and accountability for their actions
Leverage synergies to learn and build on the diverse experiences and skil l sets
of their various businesses and teams
Create a true meritocracy with a pervasive commitment to transparent systems
and processes
Do all this with unquestionable Integri ty to ensure total compliance with the
laws of the land.
RELIANCE HR SERVICES PRIVATE LIMITED
Ani l Amban i wan ts t o go one -up on t he l ikes o f HR consu lt ing g iant s l ike
Manpower . The ADAG chairman wants to expand the scope of recent ly-formed
group company Rel iance HR Services-whose present mandate i s to handle in-
house staff ing requirements-to one which is capable of meeting similar needs of
other companies so that it can emerge as a highly lucrative cash cow.
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The company which came into being on Apr i l 1 , 2008 intends to close 2008-09
with a turnover of Rs. 300-500 crore. Amitabh Ghosh, CEO of Rel iance HR
Services Private Limited wants to move out from merely meeting internal needs of
group to cover thi rd-par t ies also f rom 2009-10. Thus , the company intends to
handle both domestic and global corporations.
The company recently employs 20,000, who are seconded to various ADAG firms.
In the next f ive years the company intends to employ 5 lakh professionals for the
group i t sel f. Rel iance HR Services Pr ivate Limited current ly operates out of
office premises of various ADAG companies. The offices of the company would
be spread all over the country in the manner shown below:
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Organization Structure - Location
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LocationHead
Field
Recruiter
Resource
Management
Executive
MIS ExecutivePayroll
ExecutiveCompliance
Officer
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RECRUITMENT AND SELECTION PROCESS
According 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 job
seekers.
Recruitment is a l inking activi ty- bringing together jobs to f i l l and those seeking
jobs. A good recruitment program should at tract the qualif ied & not unqualified.
Recrui tment i s a cost ly af fa ir . There are l egal impl ica tions of incompetent
selec tion negl igent h ir ing . Organiza tions must cons ider r ecru i tment as a
strategic war to at tract talent , and must develop and implement aggressive talent
acquis it ion s tr ategies in order to dominate the l abor market within a g iven
industry. With the impending ret irement of the baby-boomer generation and the
lack of availabil i ty of high quali ty senior-level talent , many companies consider
talent acquisition to be the most important business challenge facing them today.
Recrui tment of candidates i s the funct ion preceding the select ion, which helps
c re at e a p oo l o f p ro sp ec tiv e e mp lo ye es f or t he o rg an iz at io n s o th at th e
management can select the r ight candidate for the r ight job from this pool. The
main object ive of the recrui tment process i s to expedi te the select ion process .
Recruitment is a continuous process whereby the f irm attempts to develop a pool
of qualif ied applicants for the future human resources needs even though specific
vacancies do not exis t . Usual ly , the recrui tment process s tar ts when a manger
initiates an employee requisition for a specific vacancy or an anticipated vacancy.
Purpose & Importance Of Recruitment:
A ttrac t an d en co urag e more an d more can did ates to a pp ly in the
organization.
Create a talent pool of candidates to enable the selection of best candidates
for the organization.
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D et er mi ne p re se nt a nd f ut ur e r eq uir em en ts o f t he o rg an iz at io n i n
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.
Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
Help reduce the probabil i ty that job applicants once recruited and selected
will leave the organization only after a short period of time.
M ee t th e o rg an iz at io ns l eg al a nd s oc ia l o bli ga tio ns r eg ar di ng t he
composition of its workforce.
Begin identi fy ing and prepar ing potenti al job appl icant s who wil l be
appropriate candidates.
Increase organizat ion and individual ef fect iveness of var ious recrui ting
techniques and sources for all types of job applicants.
So, those people who are involved in the process have a h igh l evel of
responsibilities.
Managements Role in Recruitment
Recrui tment planning is anticipat ing and us ing al l available f lexibil i ties and
st rategies to maintain the workforce. Human Resources Responsibil i ties along
with the c iv i li an Recruitment Team can help through thi s process by further
explaining strategies and helping to find easier ways to accomplish them.
Responsibilities include:
Determining a vacancy exists.
Choosing the right strategies to fill the position.
Defining and captur ing the need (understanding the pos it ion, i t s funct ions ,
duties, responsibilities, and skill requirements.)
Initiating the final action.
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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 organizat ion
can predict by studying trends in internal and external environment.
UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.
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The Recruitment Process
1 Determinethe exact need Implement the decision
2 Obtainapproval Allow timefor response
3 Combine / updatejob description
and job specificationScreen responses
4 DetermineKPAs of the job Draw up a candiddateshortlist
5 Consultthe recruitmen t policy
& pr ocedureProvidefeedback to applicant
6 Choosethe recruitment source(s) Proceed to selection
7 Decideon a recruitment method Evaluatethe r ecruitment effo
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SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for i ts recruitment
processes from two kinds of sources: internal and external sources. The sources
within the organization i tself ( l ike transfer of employees from one department to
o ther , p romoti ons) t o f il l a pos it ion a re known as t he i nt er na l s ources o f
recruitment. Recruitment candidates from all the other sources ( l ike outsourcing
agencies etc.) are known as the external sources of recruitment.
SOURCES OF RECRUITMENT
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Internal Sources Of Recruitment
1. TR AN SFE RS
The employees are transferred from one department to another according to
their efficiency and experience.
2 . P RO MO TI ON S
The employees are promoted f rom one depar tment to another wi th more
benefits and greater responsibility based on efficiency and experience.
3. Others are Upgrading and Demotion of present employees according to their
performance.
4. Retired and Retrenched employees may also be recruited once again in case
of shortage of qualif ied personnel or increase in load of work. Recruitment
such people save t ime and cos t s of the organiza t ions as the people are
already aware of the organizational culture and the policies and procedures.
5 . T he d ep en de nt s a nd r el at iv es o f D ec ea se d e mp lo ye es a nd D is ab le d
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 s taff to work harder within the
organization.
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4. From the f irm's point of view, the strengths and weaknesses of an insider
will have been assessed. There is always a risk attached to employing an
outsider who may only be a success 'on paper'.
The disadvantages of recruiting from within are that:
1. You will have to replace the person who has been promoted
2. An insider may be less l ikely to make the essential cri t icisms required to
get the company working more effectively
3. Promotion of one person in a company may upset someone else.
External Sources Of Recruitment
External recruitment makes i t possible to draw upon a wider range of talent , and
provides the oppor tuni ty to br ing new exper ience and ideas in to the bus iness .
Disadvantages are tha t i t i s more cost ly and the company may end up with
someone who proves to be less effective in practice than they did on paper and in
the interview situation.
There are a number of stages, which can be used to define and set out the nature
of particular jobs for recruitment purposes:
Job analysis i s t he p rocess o f exami ni ng j obs i n o rder t o i dent if y t he key
requirements of each job. A number of important questions need to be explored:
the title of the job to whom the employee is responsible for whom the employee is
responsible a simple description of the role and duties of the employee within the
organization.
Job analysis is used in order to:
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1. Choose employees ei ther from the ranks of your exist ing staff or from the
recruitment of new staff.
2. Set out the training requirements of a part icular 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 profi le the experiences of employees in their work tasks
(information which can be used as evidence for staff development and
promotion).
5. Ident i fy areas of r i sk and danger at work.
6. Help in set ting 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 t raining manuals. Informat ion can be leaned di rect ly
from the person carrying out a task and/or f rom thei r supervisory s taf f .
Some large organiza tions specif ica lly employ ' job analys ts '. In mos tcompanies, however, job analysis is expected to be part of the general skills
of a training or personnel officer.
Job description
A j ob des cr ip ti on wil l s et out how a par ti cu la r employee wil l f it i nt o t he
organization. It will therefore need to set out:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
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a s imple descr ip tion of the role and duti es of the employee within the
organization.
A job descript ion could be used as a job indica tor for appli cants for a job.
Alternatively, i t could be used as a guideline for an employee and/or his or her
line manager as to his or her role and responsibility within the organization.
Job specification
A job specification goes beyond a mere description - in addit ion, i t highlights the
mental and physical at t r ibutes required of the job holder . For example, a job
specification for a trainee manager's post in a retail store included the following:
'Managers at al l levels would be expected to show responsibil ity. The company is
looking for people who are tough and t a lented . They should have a f la ir for
business, know ho w to sell, and to w ork in a team.
Job analysis , description, and specification can provide useful information to a
business in addit ion to serving as recruitment inst ruments . For example, s taf f
appra is al i s a means o f mon it or ing s ta ff per fo rmance and i s a f ea tu re o f
promotion in modern companies. In some companies, for example, employees and
their immediate l ine managers discuss personal goals and targets for the coming
time period (e.g. the next six months). The appraisal will then involve a review of
performance during the previous six months, and sett ing new targets . Job detai ls
can serve as a useful basis for establishing dialogue and targets . Job descriptions
can be used as reference points for arbitrating in disputes as to 'who does what' in
a bus iness . Se lec tion involves procedures to identi fy the mos t appropr ia te
candidates to f i l l posts . An effective selection procedure wil l therefore take into
consideration the following:
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keeping the costs of selection down making sure that the skills and qualities being
sought have been identi fi ed, developing a process for identi fy ing them in
candidates making sure that the candidates selected, wil l want the job, and will
stay with the company.
Keeping the cos ts of select ion down wil l involve such factors as holding the
interviews in a locat ion, which is access ible to the interviewing panel , and to
those being interviewed. The interviewing panel must have available to them all
the necessary documentations, such as application forms available to study before
the interviews take place. A short l is t must be made up of suitable candidates, so
t ha t t he i nt er vi ews do not have t o t ake p lace a s econd t ime, w it h new j ob
advertisements being placed.
The ski ll s r equired should have been identi fi ed through the process of job
analysis , description and specification. I t is important then to identify ways of
testing whether candidates meet these requirements. Testing this out may involve:
interviewing candidates asking them to get involved in simulated work scenarios
ask ing t hem t o p rovi de s ampl es o f p revi ous wor k get ti ng t hem t o f il l i n
personali ty and intel l igence tests giving them real work simulations to test their
abilities.
The external sources Of Recruitment are:
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 i t has a wide
reach.
2. EDUCATIONAL INSTITUTES
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Various management institutes, engineering colleges, medical Colleges etc. are
a good source of recruit ing well qualif ied executives, engineers, medical s taff
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
re cr uit me nt o f e xe cu ti ve s a nd s pe cia li st s. I t is a ls o k no wn a s R PO
(Recruitment Process Outsourcing)
4. EMPLOYMENT EXCHANGES
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 recrui ted through cont rac tor s who maintain c lose
contacts with the sources of such workers. This source is used to recruit labor
for construction jobs.
6. UNSOLICITED APPLICANTS
Many job seekers visi t the office of well-known companies on their own. Such
callers are considered nuisance to the daily work routine of the enterprise. But
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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
organizat ion can refer thei r f r iends and relat ives for some posi t ion in thei r
organizat ion. Also, the off ice bearers of t rade unions are of ten aware of the
suitabil i ty of candidates. Management can inquire these leaders for suitable
jobs . In some organizat ions these are formal agreements to give pr ior i ty in
recruitment to the candidates recommended by the trade union.
8. RECRUITMENT AT FACTORY GATE
Unskilled workers may be recruited at the factory gate these may be employed
whenever a permanent worker i s absent . More ef f icient among these may be
recruited to fill permanent vacancies.
Apar t f rom these there are some other sources which are nowadays commonly
used by the organizations. These sources are
Headhunting
Third party recruitment
Recruitment Process Outsourcing (RPO)
E-Recruitment
HEADHUNTING i s a f requently used name when refer ring to thi rd party
recrui ters , but there are s ignificant di fferences . In general, a company would
employ a head-hunter when the normal recruitment efforts have fai led to provide
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a viable candidate for the job. Head-hunters are generally more aggressive than
in-house recrui ters and wi ll use, advanced sales techniques such as init ial ly
pos ing a s c li en ts t o gener at e names o f employees and t he ir pos it ions and
personally visi t ing candidate offices. They can also purchase expensive l is ts of
names and job t i t les . They will prepare a candidate for the interview, negotiate
salary, and conduct closure to the search. In general , in house recruiters wil l do
their best to at tract candidates for specif ic jobs while head-hunters wil l act ively
seek them out, ut i l izing large databases, internet s trategies, purchasing company
direc tor ies or l is ts of candidates , ne tworking , and of ten cold ca ll ing . Many
companies go to great efforts to make i t diff icult for head-hunters to locate their
employees.
THIRD PARTY RECRUITMENT firms are usually distinguished by the method in
which they bil l a company. Outside recruitment agencies charge a placement fee
when the candidate they recruited has accepted a job with the company that has
agreed to pay the fee. Fees of these agencies general ly range f rom a s t raight
contingency fee to a fully retained service which is s imilar to placing an at torney
on retainer. All recruitment agencies are defined by the placement of a candidate
to a particular job within a company.
RECRUITMENT P ROCESS O UTSOURCING (RP O ) is a form of business process
outsourcing (BPO) where an employer outsources or t ransfers al l or par t of i t s
r ecru i tment ac tivi t ies to an external serv ice provider. RPO may involve the
outsourcing of al l or just part of recruitment functions and process. The external
service provider may serve as a vi rtual recruit ing depar tment by providing a
complete package of skil ls , tools , technologies and activi t ies . The RPO serviceprovider is "the" source for in-scope recruitment activity.
On the o ther hand, occasional r ecrui tment support , for example t emporary,
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 for
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cer tain types of recrui tment act ivi ty di fferent iat ing. The bigges t dist inct ion
between RPO and other types of s taff ing is Process. In RPO the service provider
assumes ownership of the process , whi le in other types of s taf f ing the service
provider is part of a process controlled by the organization buying their services.
e-RECRUITMENT covers a range of Web-based application tools used for the
provis ioning ( typical ly) of human resources . These applications assis t in the
recruitment of suitable candidates for vacant posit ions. Some applications do this
by semi-automating the enti re recruitment and hi ring process. E-recrui tment
appl ica tions (or sof tware packages tha t a re web-enabled) typica lly enable
recru i tment t eams to crea te job post ings, manage job appl ica tion responses ,
schedule interviews and manage o ther r ecru itment t asks. This dramat ica lly
reduces the l abor and money spent improves the qual ity and quanti ty of the
applicant pool.
Recruitment Policy Of a Company
In todays rapidly changing business environment, a well def ined recruitment
p ol ic y i s n ec es sa ry f or o rg an iz at io ns to r es po nd t o i ts h um an r es ou rc erequirements in t ime. Therefore , i t i s important to have a c lear and concise
recruitment policy in place, which can be executed effectively to recruit the best
talent pool for the select ion of the r ight candidate at the r ight place quickly .
Creat ing a suitable recrui tment pol icy is the f i rs t s tep in the ef ficient hi ring
process. A clear and concise recruitment policy helps ensure a sound recruitment
process.
I t s peci fi es t he obj ec ti ves o f r ec ru it ment and p rovi des a f ramework f or
implementation of recruitment programme. I t may involve organizational system
to be developed for implement ing recrui tment programmes and procedures by
filling up vacancies with best qualified people.
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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 employment
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people.
To ensure that every appl icant and employee is t reated equal ly wi th digni ty
and respect.
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 publ ic pol icy and legis lat ion on hi r ing and employment
relationship.
Integrates employee needs with the organizational needs.
Factors Affecting Recruitment Policy
Organizational objectives
Personnel policies of the organization and its competitors.
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Government policies on reservations.
Preferred sources of recruitment.
Need of the orga nization.
Recruitment costs and financial implications.
Selection Process
Selection is the system of functions and devices adopted in a given company to
ascertain whether the candidates specif ica tions are matched with the job
specifications and requirements or not . The obvious guiding policy in selection is
the intent ion to choose the indiv idual candidate who can most successful ly
perform the job from the pool of qualified candidates.
Sel ec ti on o f per sonnel t o man t he o rgan izat ion i s a c ruci al , compl ex and
continuing function. The abil i ty of an organization to at tain i ts goals effectively
and to develop in a dynamic environment largely depends upon the effectiveness
of i ts se lec tion programme. I f r ight personnel a re selec ted , the r emaining
functions of personnel management become easier , the employee contribution and
commitment wil l be at optimum level and employee-employee relat ions wil l be
congenial. If the right person is selected, he is a valuable asset to the organization
and i f f au l ty selec tion i s made, the employee wil l become a l iab il ity to the
organization.
Selection Procedure
JOB ANALYSIS: Job analys is forms the basis for selecting the r ight
c an di da te . I t i nc lu de s a d et ai le d s tu dy o f t he p os it io ns f or wh ic h
r ec ru it ment s a re t o be made, i n t he f or m o f J ob Des cr ip ti on and J ob
Specification
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HUMAN RESOURCE PLAN : Under this plan es timates are laid for the
fu ture r equirement of employees . This forms the basi s for the fu ture
recruitment function.
RECRUITMENT : I t refers to the process of searching for prospect ive
employees and stimulating them to apply for jobs in an organization.
DEVELOPMENT OF BASIS FOR SELECTIO N : This invo lves the selection
of appropr iate candidates f rom the appl icants pool by adopt ing sui table
techniques for screening.
APPLICATION FORM : This i s also known as application blank. This
t echn ique i s u ti li zed f or s ecur ing i nf or mati on f rom t he p rospec ti ve
candidates.
WRITTEN EXAMINATION : Application form is followed by writ ten
examinat ion for the shor t l i s ted candidates for assess ing the candidates
ability, aptitude, reasoning and knowledge in various disciplines.
PRELIMINARY INTERVIEW : Preliminary interview is to solicit necessary
information from the prospective applicants and to assess the applicants
suitability to the job.
TEST : Test is essentially an objective an d standardized measure of sample
of behavior from which inferences about future behavior and performanceof the candidate can be drawn. Tests can be of following type:
o Aptitude Test : This test measure whe ther an individual h as the c apacity
or latent abil i ty to learn a given job if adequate training. Apti tude 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
sp ec ific a ch iev emen t wh en a n o rg an iza tion w ishe s to e mploy
experienced candidate.
o Situational Test : This test evaluates a candidate in a real life situation
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o Interest Test : These tests are inventories of the likes and the dislikes of
the candidate in r elat ion to the job , work , occupat ions, hobbies and
recreational activities.
o Personali ty Test : These t es ts prove deeply to d i scover c lues to an
individuals value system.
o Multi-Dimensional Te sting : Organizations develop such tests in order to
f ind out whether the candidates possess a variety of ski ll s or not,
candidates abil i ty to integrate the mult i-skil ls and potential i ty 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 interview
o Job and probing interview
o Stress interview
o Group discussion interview
o Panel interview
o Decision making interview
MEDICAL EX AMINATION : Certain jobs require certain physical qu alities
l ike c lear v is ion , percept hear ing , unusual s tamina , to lerance of hard
working condit ions, clear tone etc. medical examination reveals whether or
not a a candidate possesses these qualities.
REFERENCE CHECK : At this s tep candidates are required to give the
names of references in thei r appl icat ion forms. This i s done in order to
verify the information provided by the candidate.
JOB OFFER : Af ter t ak ing the f ina l deci sion , the organiza tion 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
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for the modification of the job let ter and in case things are not working out
the offer is rejected by the candidate.
EMPLOYMENT : The Company may modify the terms and condi t ions of
employment as reques ted by the candidate and thereby place them on the
job.
RECRUITMENT AND SELECTION PROCESS
AT RELIANCE HR SERVICES
PRIVATE LIMITED
Recruitment is the process of identifying that the organization needs to employ
someone up to the point at which application forms for the post have arr ived at
the organizat ion. Select ion then consis ts of the processes involved in choosing
from applicants a suitable candidate to f i l l a post . Recruit ing individuals to f i l l
par t icular pos ts wi thin a bus iness can be done ei ther internal ly by recrui tment
within the f irm, or externally by recruit ing people from outside. The recruitment
and selec tion process a t Reli ance HR Services Priva te Limited begins with
management determining the exact need of the pos ts to be f i l led. There are anumber of posts which have to be f i l led, for example ASM, SE, SA, FSA, TL etc.
for the different businesses. Then, the management short l is ts the resume of the
candidate whose a tt ributes match wi th the job descrip tion and specif ica tion
required for the job. The organization get many resumes of unsolici ted applicants
on a daily basis which they shortlist according to the qualification and experience
for a part icular post . As the candidate visi ts to submit his resume he is asked to
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f i l l in the f irst page of Interview Record Sheet as shown in Appendix 1, which he
takes along with him in the interview room.
The recruitment process at Reliance starts with the enquiry/ walk-in management
of the candidate when he submits his resume, which consists of registration of the
candidates and el igibi l i ty ver i f icat ion of the candidates name, phone number ,
age, qual i f icat ion and exper ience. I t a lso consis ts of taking two references of
peers and providing job br ief and informat ion regarding compensat ion, career
progression and expectation setting in the company.
Then, after the formalities, a preliminary interview/ screening is conducted by the
personnel of the HR department who screen and short l is t the candidates on the
following attributes:
Job Understanding
Willingness to work
Compensation clarity
Functional Knowledge Validation
Target Orientation
Energy Level
Sample sales
Then, the screened candidates go through test ing and evaluation stage . Where
selec tion t es ts a re a va lid method of assess ing a candidate ( i. e . e ffec t ive ly
measures t he j ob c ri te ri a, i s r el evan t, r el iabl e, f ai r and unb iased a ls o
considering the predict ive capacit ies of tests) , they are an extremely useful tool
and are recommended for use. The candidates undergo a selection test and those
who manage to score more than the cut off make it to the next round. A sample of
Sales and Service Employabil i ty Apti tude Test is given in Appendix 2 which the
candidate has to take if he has applied for any posit ion in the sales department.
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The RME eva luat es t he t es ts and a ls o val idat es t he cut o ff s f or t hem. The
eva luat ion s heet s a re t hen a tt ached wit h t he i nt er vi ew r ecor d s heet o f t he
respective candidate before going in for the final interview.
As per the plan the final interview of the candidate wil l be with the personnels of
the Cl ient company . But jus t now i t i s looking af t er the HR process of only
Reliance ADAGs group companies. Thus, at last the candidate goes through the
final interview with the management personnels of the department and business
for which the candidate has applied for . The selected candidates are then made to
complete the joining formali t ies and the rejected ones are given feedback. A l is t
of selected, on hold and rejected candidates is also maintained by the organization
for future use.
The Recruitment Process
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(Regi
Reliance HR Services Private LimitedsSourcing Process
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(ClientPro
Understanding of Client Requirement
1. Cl ients Businesses - Unders tanding the cl ients bus iness Profi le and i t s
expectation.
2. Candidate s Prof il e - Unders tanding the candidates age, qual if ica tion,
experience, and language.
3. Compensation - Understanding the salary and incentive pattern.
4. Benef i ts - Unders tanding the PF (Provident Fund), ESIC (Employee State
Insurance) and other allowances.
5. Location - Understanding the mobil i ty and conveyance factors.
Resource Planning
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S ou rc ing C han nels
C a m p u s
Referrals
Coordination with Clients
1. Shar ing of Sourc ing p lana . W alk -i n da te s
b. Campus Interview dates
c . Up count ry tr avel
2. Coordinat ion wi th ASMs, CMP heads for :
a . Walk- in interv iews
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b . Campus Interv iews
c . Ref er ra l Schemes
Sourcing Activity (Tools)
1. Campus Interviews
2. Referral Schemes
3. Recruitment from Database
4. Field Recruitment
5. Job Portal & Head Hunting
6. Advertisements
7. Job Fairs
Campus Recruitment
1. Minimum two campuses are covered in
a month.
2. List of UG, PG, Engineering, MBAColleges , Coaching centers , Spoken Engl ish Inst itutes , Computer
Inst i tutes, Study centers with contact detai ls and student strength to be
maintained.
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
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b.Other institutes
c. Ex-students
d. Coaching Centers
e. Study Centers
f . Hostels and Lodges
Internal Referrals-SAARATHI
1. List of SAs, SEs and ASMs with email addresses.
2. List of email address of employees in CMP locations.
3. Posters of advert isement in Reliance offices, Web stores.
4. Drop boxes at CMP locat ions and Web s tores .
5. Rewards and recognit ion on weekly/ fortnightly basis .
Database Recruitment
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Tele Callin
Database Generation
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Tele Callin on 20 r
Competitors, DSAs
Field Recruitment
Job Portal and Head Hunting
1. Job posting for SAs/ SEs on Naukri .com and other portals .
2. Headhunting for SEs /TL/FSA from compet i tors.
3. A target of two SEs/TL/FSA per week from competi tors .
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Advertisement Based Recruitment
Message/ Communication
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METHODOLOGY FOLLOWED
The research methodology adopted during this project was divided into three
parts:
Questionnaire Design
Field Study or Survey, and
Compilation and Analysis of data
All the three parts were carried out under the guidance of the in-charge project
guide complying with the organizational standards.
A Questionnaire meets the research objectives only i t meets the two basic
c ri te ria i .e . R el ev an ce a nd A cc ur ac y. K ee pi ng t he se c ri te ria in m in d a
Ques tionnai re was designed to extrac t a ll the r elevant information f rom the
respondents . Majori ty of the ques tions were c losed ended to extrac t exact
information f rom the respondent s. The concerned department examined the
ques tionnai re and a p ilot survey was successful ly carr ied out to gauge i ts
response and effect iveness . Only af ter the successful pi lot run was the actual
study conducted.
Field Study or Survey is a method of data collection. For the Field Study, a
l is t of r espondents was crea ted with defini te c r it er i a in mind. The cr it er ia
included the various departments, roles, demographics and experience to give an
overa ll r epresentat ion to the sample. A few extra people were a lso l is ted to
manage any contingency. The questionnaire was circulated among the respondents
and instructions for f i l l ing up were also provided, a sufficient period of t ime was
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given to them for responding. Later the questionnaires were collected for further
processing.
A ny s tu dy i s i nc om ple te if th e d at a g at he re d i s n ot c ol la te d a nd a
meaningful inference i s not deduced f rom i t. Compi lat ion and Analysis was
carr ied out a ft e r the survey was duly comple ted . The compilat ion was done
according to the desired format, using requisi te tools . All s tandards were met in
carrying out this part of the project . Necessary checks were put in place to check
for the authenticity and consistency of the information gathered.
Sampl ing Frame- The sampl ing f rame i s the l is t of u lt imate sampling
enti ti es , which may be people, households , organiza tions , or o ther unit s of
analysis . I t is the l is t of element from which sample may be drawn. The sampling
frame of the project included al l the employees present ly working in Rel iance
Communication Ltd., Lucknow.
Target Population- The target population for our study comprises of al l the
employees presently working in any of the office of Reliance Communication Ltd
all over India.
Sample Size- T he s am ple s iz e o f a statistical sample is th e n umb er o f
observations that constitute it . A sample size of 50 was taken.
Sampling Method- The method of convenient sampling is used to study and
analyze the recruitment and selection process of Reliance Communication Ltd.. Aconvenience sample of 50 respondent s was decided upon, with r espondents
making up a good representat ion of the overall organizational mix. Convenience
sampl ing is used in exploratory research where the researcher i s interes ted in
gett ing an inexpensive approximation of the t ru th . As the name impl ies , the
sample is selected because they are convenient.
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TABULATION, FINDINGS AND INTERPRETATION
After due col lat ion of data gathered, the ent i re data was subjected to the
analysis phase, data was tabulated and meaningful results were derived from it .
Appropriate tools used to draw graphs and charts to display the results collected
from the survey.
F rom th e samp le size o f 50 qu estion na ire s d istribu ted o nly 3 0
questionnaires were recovered. A total of f ifteen questions were incorporated in
the questionnaire, which spanned from basic information to very relevant business
information. Start ing from the f irst question onwards the results are displayed in
the form of charts and the deduced result is mentioned below it.
The f irst question was an open-ended question asking the posit ion for the
person apply for in the organiza tion . I t was jus t to make candidate a l it tl ecomfortable and attentive.
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0 2 4 6 8 10 12 14 16 18
Newspaper
Advertisments
Personal Referrals
Employment Agencies
Direct Application
Website
Source of Information about new j
opening at Reliance
Series1 2 0 18 3 8 0
NewspaperAdvertisme
ts
Personal
Referrals
Employmen
Agencies
Direct
ApplicationWebsite
Recrui t ing t a lent i s see ing a new high as organiza t ions are spending a lo t to
at t ract the r ight talent . Organizat ions are us ing a hos t of innovat ive and at the
same t ime run-of-the-mill methods to hire employees. But in order to be effective
and innovative, the compromise has been sett led on the high cos ts . Personal
refer ra l i s the most e f fec tive and cheapes t mode of r ecrui tment. Companies
encourage their employees to refer people for different posit ions. I t ensures that
they at t ract the bes t talent and also gives an empowering s ignal to employees
about their engagement within the country.
Now as the study suggests that more than half the respondents had come to know
about the job openings at Rel iance through Personal Referrals , we can eas i ly
conclude that the employees at Reliance are happy with the organization and in
t ur n a re a tt ract ing mor e t al en t t o t he o rgan izat ion. Secondl y, we can a ls o
conclude that the information dissemination internally is very good. It also shows
t ha t t he number o f peopl e w it h per sona l r ef er ra ls get ti ng s el ec ted i n t he
organizat ion is the highes t in number . Thus, the organizat ion is successful in
saving a lot of cost on recruitment.
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The negative point which comes out of this is that our Websites, Advert is ing and
Newspaper Ads a re not a tt ract ing many peopl e. Though, t he re a re d ir ec t
applications also which are an inexpensive source of recruitment. In this way too,
t hey a re abl e t o cap tu re t he p ro fi le s o f a s igni fi cant number o f pot en ti al
candidates that help in recruitment process.
0
2
4
6
8
10
12
14
16
18
Rating the Recruitment/Selection Proc
Series1 5 17 7 1 0
Highly
EfficientEfficient Neutral Ineffecient
Highly
Ineffecient
The result from the next question justifies it why the personnel referrals are most
important source in Reliance. The respondents who have already been through the
Reliance Recrui tment/Select ion process f ind i t to be ef ficient except for one
person who finds i t In-efficient. I t also showed that al l those 7 who gave neutral
responses were most ly f rom Finance and Market ing depar tment and most ly al l
managers.
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0
2
4
6
810
12
14
16
Satisfaction rating with the Recruitme
Process
Series1 7 16 4 3 0
Extremely
SatisfiedSatisfied Neutral Dissatisfied
Extremely
Dissatisfied
Before we get on with the analys is of the next part i t i s impor tant tha t we
differentiate between Efficiency and Satisfaction. By definition Efficiency is the
e ff ec ti veness o r compe tence o f t he j ob whereas Sat is fact ion r ef er s t o t he
agreement or the contentment with the job.
According to the study i t is evident that though many people found the process to
be efficient though a few were dissatisfied with the process. The dissatisfaction is
shown with the increase in the number from one to three. This should be looked
into very seriously and the dissatisfaction be removed before it spreads out of the
organization, as more than f if ty percent of our recruits are personal referrals . I t
was also seen that out of the three who were dissatisf ied two were from finance
depar tment . I t a lso means tha t out of the four employees f rom the f inance
department two are dissatisfied and that too all are managers.
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Extremely
LikelyLikely
NeutralUnlikely
Extremely
Unlikely
S 10
20
Likeliness of Recommend
Series1 12 13 4 1 0
Extremely
LikelyLikely Neutral Unlikely
Extremely
Unlikely
Here again we can see that how are employees are referr ing the organization to
potential employees. This goes on to show the sat isfaction level of employees is
very high. As satisfied internal customers means satisfied external customers this
is a positive aspect for the organization.
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0 2 4 6 8 10 12 14 16
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Process biased towards Experienc
Qualification
Series1 8 15 3 3 1
Strongly Agr Agree Neutral DisagreeStrongly
Disagree
As a regular complaint from most employees in all big organizations, the response
remains same here as well , almost eighty percent of people feel that during the
process more relevance is given to Experience than Qualif ication. This needs to
be looked at and i t should be clearly mentioned in the application form as well as
in the job description as to what would be preferred for a part icular posit ion and
job and why. This would not only make the employees more sat is f ied wi th the
process but also make those rejected feel that they are not cheated.
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Is the Recruitment /Selection pr
adequately advertised
12,
4614,
54%
Yes No
With a major percentage of respondents not coming through Newspaper Ads or
websites, it is difficult to say that the Recruitment/Selection process is adequately
advert ised. The results show a contrary picture, with almost half the respondents
agreeing to the advert is ing presence of Reliance. These respondents should again
be quizzed on the places and the content of the advert isement to gain clari ty. Of
the employees agreeing that the process i s adequately adver t ised most of them
were from sales department. And from amongst the employees disagreeing most of
them were from marketing department. As the marketing department themselves
feel that the process is not adequately advert ised some steps should be taken if
need arises.
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Satisfatied with Application Form
standard
18
73%
7
27%
Yes No
Though maj or it y o f t he r es ponden ts a re s at is fi ed wit h t he s tandar d o f t he
Application form and i t s content a few have shown reservation regarding the
same. Another s tudy should be carr ied out to f ind out the dissat is fact ion and
changes t ha t peopl e s uggest t ha t wou ld make t he App li ca ti on f or m mor e
agreeable.
10
18
0
5
10
15
20
Was Information regarding the
parameters for judging during intervie
provided before it
Series1 10 18
Yes No
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Here we can see that Informat ion regarding the parameters was not propagated
and hence almost Sixty f ive percent of the respondents who were appearing for an
interview were unaware of the judging parameters. This is one of a drawback of
the process as the candidates should be proper ly informed on what parameters
they would be rejected or selected so that they can try their best.
Did you apply for a change in intervi
time or request feedback
9, 30%
21, 70%
Yes No
Interest ingly , a lot of people had appl ied for a change in interv iew t ime or
requested feedback during their selection process. Almost 9 out of 30 applied for
a change in the interview process. The f igure below shows the sat isfaction level
of the people who had made these requests.
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If YES, wa
The company should look into the nature of the request which were not sat isf ied
and check i f such things can be avoided in the future. As we can see that on an
average 25% of the reques ts were not sat is fied which is not a good s ign as this
can bring a bad name to the company.
0 2 4 6 8 10 12 14
Very Good
Above Average
Average
Below Average
Poor
Quality of Information provided
a)Regarding the Organization
Series1 8 13 9 0 0
Very Good Above Average Average Below Average Poor
The next se t of ques t ions cons i s t ed of many par t s and judged the amount of
transparency generated by the HR ppersonnels amongst the candidates through the
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rec ru itme nt pro ce ss. T he resp onse to the first p art o f the q uestion is
overwhelming and i t seems everybody was given quali ty information regarding
the orgainzation. The only thing that needs to be looked into is the varying degree
of dissemination of the information and in future, efforts need to be made to see
that the information is uniformly distributed.
0 2 4 6 8 10 12 14 16 18
Very Good
Above Average
Average
Below Average
Poor
Quality of Information provi
b) Regarding the J ob Descrip
S eries1 3 17 8 1 1
Very Good Above Averag Average Below Averag Poor
Now, here we can see a great contrast with respect to the above, though people
were provided adequate informat ion regarding the organizat ion, there was not
enough information regarding the roles that they were about to play in i t . The job
descript ion which cons is ts of the t it le of the job , to whom the employee i s
responsible, for whom the employee is responsible and a simple description of the
role and duties of the employee within the organization should be very clear in
the minds of the candidate before they starting working on the organization.
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0 2 4 6 8 10 12 14 16 18
Very Good
Above A verage
Average
Below Average
Poor
Quality of Information prov
c) Regarding the Departm
Series1 11 17 2 0 0
Very Good Above Averag Average Below Averag Poor
Here the response takes a swing in favour of the informat ion provider as the
respondents feel that they were given adequate information about the department
that they were about to join.
0 2 4 6 8 10 12 14
Very Good
Above Average
Average
Below Average
Poor
Quality of Information provided
d) Regarding Salary and Compensat
Series1 2 11 13 3 1
Very Good Above Average Average Below Average Poor
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The sa lary and compensation s tructure was again a sore in the informat ion
dissemination, with many respondents feeling that the quali ty of the information
provided was average or below average. Since salary is an important information
hence care must be taken to explain it in detail so that all doubts are removed.
0 2 4 6 8 10 12 14
Very Good
Above A verage
Average
Below Average
Poor
Quality of Information pro
e) Regarding J ob Responsi
Series1 5 14 8 3 0
Very Good Above Averag Average Below Averag P oor
Taking a cue f rom the response we can conclude tha t a l i t t l e more ef for t i s
required to make every s ingle candidate applying for the job be aware of the
responsibil i ties expected out of him/her. This needs to be looked into as unti l the
candidates properly knows what their job is al l about they would not be able to
perform hundred percent and this can later lead to dissatisfied employees and thus
a high attrition rate, which is a major problem facing the telecom sector in India.
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0 2 4 6 8 10 12 14 16 18 20
Very Good
Above Average
Average
Below Average
P oor
Quality of Information provid
f) Regarding Work Locatio
Series1 7 19 3 1 0
Very Good Above Average Average Below Average Poor
I t s eems as i f everybody knew about the job loca tion that they were be ing
interviewed for , hence a very high percentage of people were sat isf ied with the
information provided. Care must a lso be t aken tha t any changes in the work
location at a future date should also be communicated in advance.
0 2 4 6 8 10 12 14
Very Good
Above A verage
Average
Below Average
Poor
Quality of Information provide
g) Regarding Reporting Hierarc
Series1 8 14 6 2 0
Very Good Above Average Average Below Average Poor
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I t i s almost an ident ical s i tuat ion as the ear l ier ques t ion except that there i s a
small t i l t towards the average to below average side. A lot of care must be taken
to explain the hierarcy and the report ing structure to the candidate as i t helps him
understand more about the organizational structure and his position in it .
0 2 4 6 8 10 12 14
Very Good
Above Average
Average
Below Average
Poor
Quality of Information provided
h) Regarding Growth Oppurtunities
Series1 2 9 14 5 0
Very Good Above Average Average Below Average Poor
Since t hi s par amet er i s an i mpor tant one i n mak ing a dec is ion t o j oi n a n
organization or nat , we should ensure that the applicant is well aware of al l the
growth oppur tunit ies in the organiza tion . Here probably , some people were
dissatisfied with the quality of the information provided. Today everyone wants to
g row p ro fess iona ll y and t ha t t oo i n ver y l es s t ime. Rel iance whi ch i s an
organization with high growth opportunit ies should inform all candidates about i t
so that they feel satisfied and happy about joining such an organization.
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0 2 4 6 8 10 12 14 16 18
Very Good
Above Average
Average
Below Average
Poor
Quality of Information Provid
i) Regarding Organizational Cul
Series1 2 17 7 2 2
Very Good Above Average Average Below Average Poor
Here the f low of informat ion is not adequate wi th around thi r ty f ive percent
respondents were ei ther averagely sat isf ied or below satisfat ion level . Before an
employee joins the organiza tion i t i s important he knows about the culture
followed in it so that he can easily adapt to it .
0
2
4
6
8
10
12
14
Updates on status of selection pr
S eries1 8 14 4 3 0
Cons is tentl Usually O ften Sometimes Never
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In this ques t ion we can see that the employees feel that they were usual ly kept
updated about the status of the selection process. Thus, the organization should
ensure that regular updates are always dispatched to the appl icants dur ing the
entire process. This would inst i l l more transparency in the system and develop
more trust in the organization.
Parts of the Recruitment Process in
which certain Difficulty was experienced
2,
4%
4,
9%
11,
24%
1,
2% 3,
7%
2,
4%
1,
2%
10,
22%
2,
4%
3,
7%
7,
15%
Recruitment Brochures/Information Recruiters Application formTest/Interview Scheduling Test/Interview Location Written ExaminationOral Interview Background Examination Process LengthResult Notification City/Department service personnel
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Now for this part of the questionnaire the intention was to capture the potential
problems with the process that were faced by the applicants . The largest chunk
belonged to the Test and Interview scheduling. Most of the employees felt that the
test / interview was not properly scheduled and the recruitment process was very
lengthy. These aspects should be considered so that the candidates dont feel any
inconvenience dur ing the process . Apar t f rom this 8 of the employees also fel t
that the recruitment brochures/ information was not up to date and this can also
be improved up on.
The last question in the questionnaire was an open ended one which asked their
comments on the whole recruitment and selection process. The responses were as
follows:
Some told that the basic el igibil i ty qualif ication for almost al l 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 c r it er ion for a l l jobs and thus the
freshers should be promoted easily to get a job easily
During the recruitment process, proper and t imely feedback should be given at
each stage
Compensat ion schemes should be explained more comprehensively to the
employees
Other sources of recrui tment should also be incorporated and the company
should not completely rely on personal referrals.
The designation and job prof il e should be made more c lear for d i fferent
departments and businesses.
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LIMITATIONS OF THE STUDY
I t i s a lways t rue that there i s no end to l earn ing and exper imentat ion ,
similarly we can never conclusively say that a study is complete. This study could
also have been more comprehensive but due to pauci ty of t ime, the number of
samples and ques t ions both were l imited to a cer tain extent . St i l l the resul ts
deduced from the study are well supported by the data available.
Had t ime permit ted , the s tudy could have a lso inc luded the analys is of the
interview process and the success of the entire recruitment and selection process
by calculating ratios which were not included.
1. Th e d ata ga th ere d ov er th e en tire sp an o f th is p rojec t may n ot be
completely accurate due to the unpredictability of human nature.
2 . A shor t t ime-f rame of only two months might not be enough to y ie ld the
desi red result s tha t were envi sioned during the commissioning of th is
project.
3. The resul ts would had been bet ter ref lected i f the s tudy would had covered
other locations across the country
4. More representation from several departments at al l levels would had given
a good mix to the respondents pool
5. Since a convenience sample was sought , many potent ial respondents mayhave been missed
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RECOMMENDATIONS
Having cons idered a ll the r esponses avai lable and the i ssues set out above ,
following recommendations can be made:
1 . Though Rel iance f ol lows a s tr ic t p rocess f or r ef er ence check but s ti ll a t
occasions the exist ing format proves to be inefficient . The main fault is thetype of reference check used. Resume check is the only method of background
check adopted by Reliance. Veri fying the informat ion furnished, wi th 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
cr i t ical for the organizat ion. For this purpose Rel iance need to adopt other
methods of background check. These could be of following types:
Criminal check: Here the candidate i s check for any involvement in
unlawful practices. This involves verifying with the local authori t ies that
he/she is not involved in any criminal activities. Else the candidate can also
be asked to g et a certificate ve rifying the same.
Resume check: This i s most common method wherein the informat ion
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 verif ication of the various
cer ti fi ca te s and degrees awarded t o t he candi da te . Thi s per ta ins t o
verification of the educational qualification assured by the candidate.
Drug screening: This is checked by the medium of a medical examination
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Physical exam : Physical check is performed for the posit ions for which
strength and stamina is required. This can again be done by medical check
Psychological test ing: A psychological test is a s tandardized instrument
designed to measure objectively one or more aspects of a total personali ty
by means of samples of verbal or nonverbal r esponses . Psychometr i c
assessments are used to enhance the qual ity and quanti ty of avai lable
information and to promote fairness and equality of opportunity for all.
2. Ensure an up-to-date job descr ipt ion which contains information related to:
Specific tasks and activities required for a job
The knowledge, skil ls and abil i t ies required for effective performance by
the job incumbent
3. Evaluate the recrui tment s t rategy to determine i t s ef ficacy. For example: Conduct a cost -benefi t analys is in t erms of the number of appl icant s
referred, interviewed, selected, and hired
Compare the effectiveness of appli