49644907 HR Recruitment and Select Big Bazaar 1

8/14/2019 49644907 HR Recruitment and Select Big Bazaar 1

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THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENTNEW DELHI

NTERNSH P REPORTON

RECRUITMENT & SELECTION PRACTICES

AT BIG BAZAAR

Submitted by:

TUSHAR DAHIYAID No. D0911SSIIPM10516G(DEL-7/DA-1390

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ACKNOWLEDGEMENT

I am fortunate to have got an opportunity to undergo the

internship at Big Bazaar.The project has been very useful for me in

understanding the various pragmatic aspects of the management

function practice in the real world.

I express my deep sense of gratitude to Mr. ARUN KUMAR MEHTA,

(Recruite!t A"#i$%r,for their counsel through out my training. I

would also lie to express my gratitude to all the members of

!onnaught "lace branch for their assistance and constant motivation.

#bove all$ I give my special thans to all my faculty members who

have supported me. I am very thanful to all of them who have

guided me for my project.

(TUSHAR DAHI'A

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EECUTI-E SUMMAR'

*ecruitment is not a magical process of having people sign up$ but is

one of the most critical aspects of operating your program.

*ecruitment should be a strategic process that connects candidates

who need what you have to offer and who possess the sills and

aptitude to accomplish your goal and objectives.

The recruitment and selection unit is dedicated to recruiting and

selecting 4ualified candidates for appointment. This process includes

administering all testing phases from the written examination up

until applicants are appointed. The recruitment and selection process

should ensure fairness and consistency throughout the entire

process. It should be administered in such a way that only those

applicants who meet various job related standards are offered

positions of appointment. The recruitment and selection units should

actively recruit and participate in event that will foster a diverse

applicant pool. *ecruiting from a pool of targeted leads can decrease

member attrition.

The objective of my study was to understand the recruitment and

selection practices. In this report$ I have tried to include all the

issues related to recruitment and selection process which I could

gather after reading various articles on 5uman *esource.

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INTRODUCTION

In this information age$ the importance of human capital and human

asset cannot do ignored6 rather it is that line of business that could

lead any organization to attain heights. This is the factor that maes

difference between one organization and another. -etting the right

person at the right place and then retaining him is the main area of

concern in today7s corporate world. 5ence$ the emphasis is being laid

to device policies and programs in such a manner that it leads to

retention of the desired manpower and thus contributes towards

organizational development. &ach organization is now thriving to

attain the best person i.e. the nowledgeable worer and leverage

their wisdom towards the achievement of the organizational

objectives. 8obody wants to have the third best or the second best$

but to have the best person in the organization it becomes very

difficult to retain them.

!ertain great leaders who have made their mar in corporate world

by their actions say that every organization can ac4uire the same

machinery$ the same infrastructure etc. But what maes the

difference in one organization to another is the manpower it possess

which cannot be copied down.

!onsidering the aspect of sourcing$ no organization should ever thin

that once it has ac4uired the best talent created favorable conditions

to retain them they would not re4uire going in for sourcing activities.

5ence this should be ept in mind that sourcing is a continuous

process$ an outgoing one and will have its existence till the

organization functions. The talent that we have ac4uired and retained

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is through its sourcing only. 9nless and until a person is sourced

from outside$ how will the organization get the best. To have the

best it is essential to ac4uire it from outside. There has been

tremendous change in the technology and for the organization to

survive in this changing scenario6 it has become very essential that

they eep up with the pace with the changes in the technology$ the

change in the culture etc.

Taing for example no organization can even thin of operating

without the use of information technology$ now it becomes very

difficult and costly affair to train the people within the organization at

different level to learn how to mae use of this technology. 5ence

sourcing is done and the best talent is ac4uired so that the person

not only taes case of changing technical needs of the organization

but also be able to mae other employee learn from him.

#fter having determined the number and inds of personnel re4uired

the human resource and personnel manager proceeds with

identification of sources of recruitment and finding suitable

candidates for employment. Both internal and external sources of

manpower are used depending upon the types of personnel needed.

The selection procedure starts with the receipt of applications for

various jobs from the interested candidates. Totally unsuitablecandidates are rejected at the screening stage. :an power planning

gives an assessment of the number and type of people re4uired in

the organization.

The next tas of the personnel manager is to find out capable and

suitable persons who may be woring in the organization itself while

others will have to be sought from outside the organization. It

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involves )er$u*"i!+ andi!"uci!+suitable persons to apply for and

see jobs in the organization.

*ecruitment refers to the attempt of getting interested applicants

and providing a pool of prospective employees so that the

management can select the right person for the right job from this

pool. *ecruitment is a )%$iti#e process as it attracts suitable

applicants to apply for available jobs. The process of recruitment;

. I"e!ti/ie$ t0e "i//ere!t $%urce$ %/ *!)%1er $u))23.

4. A$$e$$e$ t0eir #*2i"it3.

5. C0%%$e$ t0e %$t $uit*62e $%urce %r $%urce$.

4. I!#ite$ *))2ic*ti%!$ /r% t0e )er$)ecti#e c*!"i"*te$ /%r

t0e #*c*!t 7%6$.

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RECRUITMENT AND SELECTION

*ecruitment is the process by which hiring departments develop a

viable applicant pool from which hiring and promotion decisions are

made. But prior to recruitment$ position description is necessary

while selection includes all the activities$ from the initial screening

interview to physical examination if re4uired$ that exist for the

purpose of maing effective selection decisions.

POSITION DESCRIPTION

# complete$ accurate and current position description is the

foundation for planning and conducting the recruitment effort. It

should be

N%! "i$crii!*t%r38 ne should never express a preference for

certain age$ race or national origin. In very rare case sex canconstitute a bonafide occupational 4ualification.

-*2i"8 This means they are inherently job related and predict

successful performance of the job.

De/e!$i62e8This means they are recognized as legitimate in the

field attached to the position.

O67ecti#e *!" Me*$ur*62e8 It should be as objective andmeasurable as possible. The more subjective 4ualification the greater

the need to predetermine how it will be 4ualitatively assessed.

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RECRUITMENT

*ecruitment refers to the process of sourcing$ screening$ andselecting people for a job or vacancy within an organization. Though

individuals can undertae individual components of the recruitment

process$ mid and large size organizations generally retain

professional recruiters.

The recruitment process in India is designed in such a way that each

candidate gets the desired profile according to its own choice. "lace

the candidate from the right profile$ the best job recruitment

agencies$ the solution is the end of most Indian job recruitment

agencies.

The job recruitment agencies in India involves identifying those

posts$ preparing the job description and person specification$

advertising$ management of the response$ the pre4ualification

process$ organizing meetings$ conducting interviews$ maingdecisions$ the appointment and action. This means that a lot of time

and resources must be invested before the right candidate is

selected.

:ost recruitment agencies in India follow three stages in the

recruitment process$ which are essentially short list of application$

preliminary assessment and final interview and selection.

The recruiting India process may include a written test to judge the

particular sills of a candidate. In this case$ the test must be

carefully prepared$ not to deviate from the subject. :uch can be

found on the candidate


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Then the interview$ which is an important and crucial part of the

recruitment process. The person who taes the interview of the

candidate must be well prepared in advance. !oncerns such as the

location of the interview$ the timing$ structure of the 4uestion of

strategy$ the style of taing the interview must be decided in

advance$ so that nothing is excluded$ and all subjects properly

treated.

In addition$ there are a number of things that must be taen into

consideration in the recruitment process. 9ntil the final decision

about a certain candidate is taen$ it is important to eep in regular

contact with the candidate. The decision=maing process should not

tae too long to prevent candidates from taing any other occasion.

#n applicant must be informed once the decision is made. 5e or she

must say the entire process of his appointment clearly with the

details of all documents to be submitted. # record should be ept of

the candidate file for future reference.

The recruitment process must be strong and justified and shall

withstand external scrutiny. nly a good job recruitment agency with

a good understanding of the area and the process can execute the

same success. In India$ most of the recruitment agencies to

understand the needs of clients and candidates and they wor in a

planned way to recruit people.

GUIDING PRINCIPLES O RECRUITMENT

#ppropriate and effective recruitment strategies vary with each

position. The length and scope of the recruitment should be relevant

to the position.

In setting the timeline for your recruitment$ consider the wording

carefully==there are conse4uences to your choice.

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If you specify a recruitment deadline$ you may not consider

any applications received after that date.

If you indicate the position will remain open until filled$ you

must consider any applications received until an offer has been

extended and accepted.

If you indicate >applications received by a certain date will be

assured full consideration$> you can decide whether or not to review

applications received after the specified date. ?hen using this

wording$ it is critical to establish a meaningful date.

*ecruitment activities should include good faith efforts to solicit a

diverse applicant pool and affirm that race$ sex$ age$ disability or

veteran status will not be used to discriminate.

If the position is in a job group that is underutilized$ by women or

ethnic minorities$ additional targeted recruitment efforts should be

undertaen.

#ll advertisements and position announcementsshould be consistent

with each other$ reflect the 4ualifications identified in the position

description.

"rior to recruiting for a position$ ensure that you now what

institutional policies and procedures apply. !ontact your 5*

-eneralist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified

positions$ consult with the appropriate 5* @irector or designee.

RECRUITMENT STRATEGIES AND RESOURCES

5* "ersons will assist search committees and hiring departments in

developing recruitment strategies for each vacancy. -eneral

guidelines for specific types of positions are listed below.

Tenure=trac Aaculty

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http://www.kumc.edu/eoo/glossary.html#underhttp://www.kumc.edu/eoo/recruitment.html#positionannouncement%23positionannouncementhttp://www.kumc.edu/eoo/recruitment.html#positionannouncement%23positionannouncementhttp://www.kumc.edu/eoo/glossary.html#under


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'cope of 'earch; 8ational or regional

*ecruitment *esources;

@iscipline=specific journals$ list=serves$ professional associations

"ersonal contacts with colleagues$ alma maters$ and alumni

associations

"osition announcement mailings to doctoral=degree granting

universities

!hronicle of 5igher &ducation

*ecommended *ecruitment "eriod; #t least ) wees after

appearance of first advertisement6 at least % full wee after

publication of last advertisement

9nclassified staff$ @irector level and above

9nclassified below @irector CevelD and !lassified 'taff

'cope of 'earch; *egional for technical or paraprofessional

positionsD or local

*ecruitment *esources;

"osition announcement mailings to state employment offices$ local

vocational and community colleges.

*ecommended *ecruitment "eriod

9nclassified; #t least ( wees after appearance of first

advertisement6 at least % full wee after publication of last

advertisement

!lassified; !ontact your 5* -eneralist for state re4uirements

POSITION ANNOUNCEMENTS

"urpose of the "osition #nnouncements;

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"rovides applicants$ hiring departments and search committees

with a general idea of the nature of the position$ the terms and

conditions of appointment$ salary range$ reportage$ and re4uired

application materials and application deadline.

'erves as a convenient mailer or flyer to advertise the position by

direct mail.

-eneral -uidelines for @eveloping "osition #nnouncements;

9se the recommended format$ which is either printed on

company7s own letterhead. Cimit the announcement to one page$

using the reverse side of the page$ if necessary.

"rovide enough information to give applicants ade4uate

understanding about the nature of the position. Identify re4uired and

preferred 4ualifications so that you solicit 4ualified applicants and

stimulate interest in the position.

"rovide notification of the company


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#lso nown as an employment agencies$ recruitment agencies have

historically had a physical location. # candidate visits a local branch

for a short interview and an assessment before being taen onto the

agency7s boos. *ecruitment !onsultants then endeavor to match

their pool of candidates to their clients< open positions. 'uitable

candidates are with potential employers.

*emuneration for the agency


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sectors$ who want to e=enable entirely or partly their recruitment

process in order to improve business performance.

The online software provided by those who specialize in online

recruitment helps organizations attract$ test$ recruit$ employ and

retain 4uality staff with a minimal amount of administration.

nline recruitment websites can be very helpful to find candidates

that are very actively looing for wor and post their resumes online$

but they will not attract the >passive> candidates who might respond

favorably to an opportunity that is presented to them through othermeans. #lso$ some candidates who are actively looing to change

jobs are hesitant to put their resumes on the job boards$ for fear that

their current companies$ co=worers$ customers or others might see

their resumes.

5eadhunters

5eadhuntersare third=party recruiters often retained when normalrecruitment efforts have failed. 5eadhunters are generally more

aggressive than in=house recruiters. They may use advanced sales

techni4ues$ such as initially posing as clients to gather employee

contacts$ as well as visiting candidate offices. They may also

purchase expensive lists of names and job titles$ but more often will

generate their own lists. They may prepare a candidate for the

interview$ help negotiate the salary$ and conduct closure to thesearch. They are fre4uently members in good standing of industry

trade groups and associations. 5eadhunters will often attend trade

shows and other meetings nationally or even internationally that may

be attended by potential candidates and hiring managers.

5eadhunters are typically small operations that mae high margins

on candidate placements sometimes more than )2F of the

candidate7s annual compensationD. @ue to their higher costs$

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headhunters are usually employed to fill senior management and

executive level roles$ or to find very specialized individuals.

?hile in=house recruiters tend to attract candidates for specific jobs$

headhunters will both attract candidates and actively see them out

as well. To do so$ they may networ$ cultivate relationships with

various companies$ maintain large databases$ purchase company

directories or candidate lists$ and cold call.

In=house recruitment

Carger employerstend to undertae their own in=house recruitment$

using their 5uman *esourcesdepartment. In addition to coordinating

with the agencies mentioned above$ in=house recruiters may

advertise job vacancies on their own websites$ coordinate employee

referral schemes$ andEor focus on campus graduate recruitment.

#lternatively a large employer may choose to outsource all or some

of their recruitment process *ecruitment process outsourcingD.

THE RECRUITMENT PROCESS

These are the main recruiting stages.

'ourcing

'ourcing involves %D advertising$ a common part of the recruiting

process$ often encompassing multiple media$ such as the Internet$

general newspapers$ job ad newspapers$ professional publications$

window advertisements$ job centers$ and campus graduate

recruitment programs6 and (D recruiting research$ which is the

proactive identification of relevant talent who may not respond to job

postings and other recruitment advertising methods. This initial

research for so=called passive prospects$ also called same=

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http://en.wikipedia.org/wiki/Cold_callinghttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Employee_referral_schemehttp://en.wikipedia.org/wiki/Employee_referral_schemehttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Cold_callinghttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Employee_referral_schemehttp://en.wikipedia.org/wiki/Employee_referral_schemehttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertising


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generation$ results in a list of prospects who can then be contacted

to solicit interest$ obtain a resumeE!H$ and be screened.

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'creening K selection

'uitability for a job is typically assessedby looing for sills$ e.g.communication$ typing$ and computer sills. Lualifications may be

shown through resumes$ job applications$ interviews$ educational or

professional experience$ the testimony of references$ or in=house

testing$ such as for software nowledge$ typing sills$ numeracy$ and

literacy$ through psychological testsor employment testing.

In some countries$ employers are legally mandated to provide e4ual

opportunityin hiring.

nboarding

# well=planned introduction helps new employees become fully

operational 4uicly and is often integrated with the recruitment

process.

PITALLS O RECRUITMENT

!andidates can sometimes be subject to undue pressure to accept a

job or position by an overly zealous recruiter or personnel person.

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http://en.wikipedia.org/wiki/Jobhttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Jobhttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunity


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SELECTION

This is the process of choosing individuals who have relevant4ualifications to fill vacant positions. The process begins when a

hiring department identifies the need to fill a position$ and ends when

a person is hired to meet that need. ?hat happens in the middle of

the process includes job analysis$ position description development$

recruitment$ testing$ and screening$ corresponding with applicants$

!redentials verification$ bacground investigations$ interviewing$

reference checing$ physical examinations$ and the offer.

@iscriminatory hiring practices could result in significant costs for the

!ompany. Individuals acting on behalf of the organization who fail to

follow nondiscrimination policies may face personal liability. "oorly

designed or executed selection processes will generally fail to identify

the right person for the job$ result in missed opportunities or delays

in accomplishing the mission of the organization$ and lead to

discrimination claims. Impolite or incompetent interviewers$

unnecessarily long waits$ and lac of follow=up may cause

unfavorable impressions of the !ompany.

THE COST O SELECTION

The cost of selecting performers who are inade4uate performers or

who leave the organization before contributing to profits is a major

cost of doing business. The cost incurred in hiring and training any

new employee is expensive sometimes in the thousands of dollars. In

%10)$ the average cost per hire for exempt employees was more

than M3,226 nearly M3/22 if there was relocation. These cost

incurred by the organization suggest that hiring is very expensive

activity and that any efforts the organization can mae toward

minimizing turnover and hiring costs can pay dividends. Thus proper

selection of personnel is obviously an area where effectiveness

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choosing competent worers who perform well in their positionD can

result in large savings.

GUIDING PRINCIPLES O SELECTION

The selection process exposes the organization or company to

liability. 'eeing training from 5* for anyone who participates in the

process before beginning.

"rovide reasonable accommodation in the application process to

persons with disabilities.

9se a nondiscriminatory$ valid$ and consistently applied selection

criteriaEprocess. 9se of a rating guide is recommended. This is a

form used to rate applications for a position based on the re4uired

and preferred 4ualification as defined in the position description.

*ating guides simplify the paper screening process$ ensure that

applications are being evaluated against the same criteria$ and

provide documentation which will be used to defend any challengedoutcome.

nce it is determined that an individual does not meet the

established minimum 4ualifications$ she must be eliminated from

further consideration. If you are unclear whether or not an applicant

possesses the minimum 4ualifications$ it is appropriate to conduct a

verification phone interview. Nou may also as applicants to include a

cover letter detailing how they meet the established 4ualifications as

part of the application process.

Be able to justify every selectionEnonselection decision with

appropriate documentation e.g.$ the position description$

applicationsEresumes$ rating guides$ selection criteria$ interview

4uestions$ and reference checsD. This documentation should be

forwarded to 5* -eneralist after the search is completed.

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#void prohibited pre=employment in4uiries and interview

contaminants.

!onduct reference checs as part of the selection process.

*emember that every applicant is a potential complainant.

PROHIBITED PRE8EMPLO'MENT IN9UIRIES

Caws governing interviewing and selection are not intended to

restrict an employer


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#void stereotyping applicants

#void giving too much weight to a few characteristics

Try to put the applicant at ease during the interview

!ommunicate clearly with the applicant

COMMON INTER-IEW CONTAMINANTS

A&&CI8-' == fre4uently carry more clout than fact. If you lie a

candidate$ you may attach attributes to her that don


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:I8@ '&T == your bacground$ attitudes$ motives$ values$ aspirations

and biases

!5&:I'T*N or rapport between two people can contaminate the

interview == the basis of your personal reaction to a candidate must

always be evaluated in terms of the position re4uirements

REERENCE CHECKS

8early 02F of what is needed

o be nown about candidates can be learned through good

investigative techni4ues. #lthough privacy legislation has had an

impact on the reliability of reference checs$ they remain a viable

means of verifying applicant information. #ppropriate checs are also

necessary to defend against charges of negligent hiring. Jeep the

following guidelines in mind;

btain permission from candidates.

Inform candidates that reference checs and validation of credentials

will be part of the selection process.

# candidate may have valid reasons for setting some limits$ and

these limitations should be respected.

The bottom line is that the candidate must allow some access to

people familiar with their wor$ or withdraw their candidacy.

If access is significantly candidate=controlled$ sheEhe must

understand that less restricted checs will be made before any offer

is extended.

Intentionally choose whom to contact. !onsider the following

guidelines;

!all the references identified by the candidate.

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'ee permission to call persons who should now the candidate

e.g.$ current department chair$ departmental head$ supervisor$ vice

president$ colleagues$ etc.D.

!omplete enough calls for a full picture of the candidate to

emerge.

#pply the following guidelines for determining what in4uiries to

mae;

#ll information considered in the selection process must be

related to job performance.

*e4uest the same information regarding all applicants.

#void asing references prohibited pre=employment in4uiries.

Aocus on gaining information about the nowledge$ abilities$

sills and wor behaviors identified as being important to the

position.

#ddress significant gaps or missing elements in the candidatenegative> comments from

references.

Coo for patterns of strength and limitations$ and for

indications of fit between the person and the position.

8ot every comment should be given e4ual weight. #ttempt to

evaluate the reference


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correspondence contributes to the applicant


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the community$ individuals with whom the candidate will meet$

itinerary$ travel and lodging arrangements$ and other information

which helps the candidate prepare for the campus visit.

#ppreciation for interview and rejection. Individuals who have

been invited to campus for an interview but are not offered the

position should receive such a letter as a professional courtesy.

Cetter of offer. nce a hiring decision has been made and

discussed either in person or by telephone with the finalist$ it should

be confirmed in writing. The individual should confirm his or her

acceptance in writing.

5iring departments should contact their 5* -eneralist for

assistance in writing these letters.

-uidelines

@epending on the type of position$ a hiring department may decide

to use a search committee to manage the recruitment and selection

process. The committee


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!ommittees for positions at the &xecutive level may be significantly

larger.

# search committee chair should be appointed. !hairs should be

selected for their ability to provide leadership to the committee$ a

demonstrated understanding of the recruitment and selection

process$ and their commitment to ensure a legally defensible

process.

The committee should receive a formal charge$ which establishes the

scope of its responsibilities. #t a minimum$ the charge shouldindicate whether or not the committee is responsible for conducting

interviews$ and whether its recommendations to the hiring official

shall be in raned or unraned order. Typically$ a !ompany7s search

committee responsibilities include all or some of the following;

5elping develop the position announcement$ including the

identification of minimum and preferred 4ualifications$ timeline and

recruitment plan

!ompleting recruitment and selection activities for classified

and unclassified staff positions

"lacing advertisements or conducting personal outreach

@eveloping the selection procedure$ including rating guides

receiving applications$ corresponding with applicants$ sending

applicant information forms$ and maintaining the applicant record

'creening applications$ conducting reference checs$

determining a long or short list of finalists

:aintaining re4uired search documentation

!oordinating campus visits for interviews andEor conducting

interviews

:aing recommendations to the hiring official

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#ppointing one of the members$ or using departmental staff$ to

act as search committee secretary

PRACTICAL CONSIDERATIONS

@isagreements about the outcome of a selection procedure often

arise because the process for reviewing applicant materials was not

agreed upon prior to the beginning of the process. !ommittee

members$ including the committee secretary$ should discuss and

agree upon the following practical considerations;

?hen will review beginP 9nless an inordinate number of

applications are expected$ it is recommended that the review process

begin after the date$ which was advertised.

?ill initial review of applications for minimum 4ualifications be

done by the committee chair$ secretary$ or all committee membersP

?ill committee members review every application$ or will

applications be divided into groups that are initially reviewed by only

part of the committeeP

?ill the committee use a rating formP # rating guide is highly

recommended$ because it can be used to defend against &&

challenges to the selection decision. In designing the rating guide$

the committee must decide whether they will use numerical scoring

and whether it will be weighted or unweightedD$ 4ualitative scoring

for example$ poor$ average$ strongD$ or a combination of the two.

5as the committee developed a plan for corresponding with

applicants$ including the language for standard lettersP 'ample

letters are available from your 5* -eneralist.

5as an effective system been planned for filing and retrieving

application materialsP

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?here will committee members review the filesP ?ill they need

to come to the search committee secretary or chair officeP If so$ is

there ade4uate space and privacy for the reviewP ?ill members be

allowed to tae copies of the application materials for review

elsewhereP If so$ has there been ade4uate precaution taen to

ensure confidentiality and security of the materialsP ?ho will need

access to online applicationsEresumes for classified and unclassified

positionsP

5as the committee established reasonable timelines forcompleting its reviewP

'earch committees who have 4uestions about these$ or other

practical considerations$ can contact their 5* -eneralist and advice.

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OB;ECTI-ES O RECRUITMENT AND SELECTION

%. 5ire the right person

(. !onduct a wide and extensive search of the potential positive

candidates

). *ecruit staff members who are compatible with the

organization7s environment or culture

3. 5ire individuals by using a model that focuses on learning and

education of the whole person

+. "lace individuals in positions with responsibilities that will

enhance their personal development

RECRUITMENT AND SELECTION POLIC' STATEMENT

&very position vacancy will be filled based upon a thorough position

analysis regardless of the level of the position or the extent of the

search. The diversity goals of the institution$ division of affairs$ andthe unit will be addressed in all recruitment and selection processes.

9nits may use different processes for recruitment depending upon

the circumstances surrounding the need to fill the position$ but must

tae steps to ensure that the values of the profession are applied in

all procedures that are used. IT *ecruitment and selection committee

members should be properly trained to assume the important

responsibilities of recruitment and selection.

'upervisors should adhere to any institution=wide recruitment and

selection programs. This cannot$ however$ substitute for an

understanding of procedures and processes from a student affairs

perspective.

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*ecruitment and selection should be planned$ implemented$ and

evaluated to ensure that each potential employee is provided e4ual

opportunities to compete for the position.

COMPAN' PROILE

Big Bazaar is not just another hypermaret. It caters to every need

of a family. ?here Big Bazaar scores over other stores is its value for

money proposition for the Indian customers. #t Big Bazaar$ one can

get the best products at the best prices O that is what they

guarantee. ?ith the ever increasing array of private labels$ it has

opened the doors into the world of fashion and general merchandise

including home furnishings$ utensils$ crocery$ cutlery$ sports goods

and much more at prices that will surprise you. #nd this is just the

beginning. Big Bazaar plans to add much more to complete the

shopping experience. Aood is the main shopped for category in this

store.

P*re!t C%)*!3


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Q Ceisure and &ntertainment

Q ?ellness and Beauty

Q Boos and :usic

Big Bazaar$ which has about %+2 outlets across the country$ is also

promoting small retailers by partly having the shop=in=shop concept.

The selected retailers put up their counters and sell through the

outlet. The small retailers also lower their prices as they gain through

bul sales.

Cife at Big Bazaar is pretty self=sufficient. If you were trapped in

there for a wee$ you could live a good life. But to appreciate the

nuances of home economics$ one should try comparing prices. The

clothes especially deserve an independent feature of their own.

The Big Bazaar is the discount store which offers a wide range of

products under one roof. The products include apparels and non=

apparels such as utensils$ sports goods and footwear. The Aood

Bazaar provides a range of food and grocery products ranging from

fresh fruits and vegetables$ staples$ A:!- products and ready=to=

coo products. The !entral offers a chain of stores including boos

and music stores$ global brands in fashion$ sports and lifestyle

accessories$ grocery store and restaurants.

Ser#ice$


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%. -*riet3


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more the arrangement and assortment of goods in the store is

the greatest. 5ence at times customers find it hard to find what

they re4uire$ this leads to dissatisfaction of customer.

2. L%1er =u*2it3 %/ +%%"$


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Through &=mail sources viz 8auri.com etc.

Through !ontractors E'uppliers etc.

Through referred cases$ relatives E friends etc

Ge!er*2

#ll recruitment shall be done exclusively on merit basis only &xcept

experienced personnel maximum age for recruitment shall be (0

years of age K :inimum %0 years.

;OB SPECIICATIONS> AGE AT ENTR' LE-EL

&ach person is expected to fulfill the re4uisite job specifications E as

re4uired for the position before his candidature is considered for the

post. #ge re4uirement at entry point with %2S( 4ualification shall be

around (2 years and for -raduate E "ost graduate E "rofessional

Lualification shall be between (% years to (+ years for a fresher. The

upper age limit for recruitment of experienced personnel shall

normally be not more than 3+ years.

AGE O SUPERANNUATION

8ormally the age of superannuation shall be ,2 years for all classes

of employees. In order to streamline the recruitment age and to

ensure that no person is retiring on his birthday$ all employee shall

be retiring only on first day of the next month in which he attains the

age of superannuation.

ETENSIONS IN SER-ICE

In case any employee re4uests for extension of services on attaining

the age of superannuation$ i.e.$ ,2 years$ or management wishes to

retain his service in the interest of the organization$ subject to

medically fitness$ the management at its sole discretion$ may grant

such extension of service for one year at a time$ 5owever$ amanagement may also consider reappointment of a retired employee

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on a contract basis. 5owever such a person shall be entitled to a

consolidated amount and contracted facilitiesE per4uisites only. 5e

shall not be entitled to any other facilityEper4uisite as applicable to

other regular &xecutivesE &mployees of the company of his cadre

RE9UISITION OR RECRUITMENT O PERSONNEL

#ll 5@7s E 'ectional 5eads shall raise a re4uisition in the prescribed

format$ as per sanctioned manpower and duly approved by

competent authority.

STANDARD APPLICATION ORM

!andidates application screened E short listed are re4uired to fill in

the prescribed application form in their own handwriting and submit

the same to 5* @epartment along with a passport size photograph$

photocopies of certificate and testimonials etc$ in support of their

#ge$ Lualification$ &xperience conduct etc

LETTER O APPOINTMENTi!*2i:*ti%! 63 Bu$i!e$$

He*">E?ecuti#e C%ittee>CMD

;%i!i!+ *!" I!"ucti%!

Orie!t*ti%!

P2*cee!t

A))r*i$*2

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RECEIPE OR A SUCESSUL RECRUITMENT

AND SELECTION PROCESS

@evelop a written job description$ which clearly articulates the

essential elements of the job.

&stablish valid$ job=related criteria which are as objective and

measurable as possible.

Aind 4ualified and diverse applicants by casting your

recruitment net far and wide.

&valuate all applicants by the same criteria.

8ever mae prohibited pre=employment in4uiries.

'afe 4uestions are those which are clearly job=related.

&stablish and retain documentation supporting all selection or

rejection decisions.

The process of recruitment and selection of staff occurs within a

student affairs culture shaped by many external and internal forces.

'uch forces should be considered in every search process. ?hereas

many external forces are common among institutions$ internal forces

that are uni4ue to the institution impact most campuses. These

forces should be considered in the recruitment and selection

procedures.

&very administrator should consider applicable laws whenever

conducting search processes. 5owever$ the overriding institutional

policies should be considered in all circumstances. It is wise to

consult with the campus personnel office before undertaing any

recruitment and selection process. nce the campus personnel office

has been consulted$ the recruitment and selection process may

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begin. Aollowing are %( steps that every effective search process

should include;

. A$$e$$ t0e Nee" %r *!" E$t*62i$0 t0e Pur)%$e %/ t0e

P%$iti%!

The institution


47/94

employees are selected based on personality and chemistry that fit

the defined services and goals.

The division should offer leadership that embraces the concept and

reality of the defined goals and practice them everyday. It should

also simplify operations so the >people element> shines forth and

stamps the institution.

The job description should indicate the need for the position in light

of the institutionthe candidate must possess a "h.@.>. 9se of such statements

creates unnecessary limitations in the event the most successfulcandidate does not meet the 4ualifications that have been described

as a >must.>

#t a minimum a position description should include;

"osition title

!redentials or position specifications

#dministrative location of the position

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"hysical and woring conditions

-oals for the position

?or activities

"rocedures and conditions of employment

Institutional and divisional performance expectations

. A))%i!t *!" E)%1er t0e Se*rc0 C%ittee

The integrated staffing model suggests the use of a search

committee to recruit and select staff. 'earch committees are most

fre4uently the mechanism used to carry out recruitment and

selection processes !omposition of committees varies depending on

the functional area and level of the position. "ersons fre4uently

included in search committees were;

'tudent affairs staff outside the department with the vacancy

'taff from non=student affairs areas of the institution

'tudents

Aaculty members

"rofessional staff in the areaEdepartment with vacancy

'upport staff in the areaEdepartment with vacancy

#ccording to ?inston and !reamer %11/D$ as the level of

responsibilities of the vacant position increases$ the search

committee members should be more widely representative of the

entire campus and outside community. 'earch committee

membership may be comprised of many different constituents. !are$

however$ should be exercised to eep the committee small enough

that it can communicate and function effectively. Carge committees

have difficulty in just scheduling meetings$ such less providingopportunities for everyone


49/94

may impede timely reviews of applications$ which may result in

having highly 4ualified candidates withdraw because they have

received offers from competing institutions.

#s search committees tend to be ad hoc committees$ members may

not now precisely what is expected of them. The committee


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. Pre)*re t0e P%$iti%! A!!%u!cee!t

This crucial step informs all who are interested in the position

precisely what the search committee is looing for in clear and

unambiguous language. The announcement should include such

information as;

Title

Cocation and demographics of the institution

'upervisor

:ission of institution and division

!ontributions expected by the staff member toward the

accomplishment of these missions

-oals and wor re4uirements of the position

:inimum education

&xperience and nowledge re4uirements

!onditions of employment

@ate for beginning of review process

Individual and office to contact for further information

If stated clearly$ the position announcement can unencumbered the

overall search process by encouraging self=elimination of candidates

who clearly do not fit the announced re4uirements.

. A"#erti$e t0e P%$iti%!

The student affairs division should evaluate all possible avenues for

advertising a position vacancy. Cimited budgets may determine the

means by which a position vacancy is advertised. Therefore$ it is

important to consider carefully which advertising medium is most

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liely to target the audience most important to reach. "ossibilities to

consider are

!ampus resources such as publications$ offices$ employee

referrals$ web=sites$ or electronic bulletin boards

Cocal newspapers

?ord=of=mouth

&mployment agencies

:ass media advertising radio$ television$ etc.D

"rofessional lists

"rofessional journals and web=sites.

"rofessional placement conferences and exchanges.

The !hronicle of 5igher &ducation = The !hronicle of 5igher

&ducation is generally thought to be the most helpful medium in

higher education though it may not be read at all institutions. The

!hronicle is distributed in both paper and electronic form.

&xtra care should be taen to ensure that the announcement reaches

potential minority candidates.

. C%!"uct t0e Se*rc0

The individual and office listed in the position announcement should

receive all applications from candidates. #cnowledgment of the

application should be sent to both the applicant and the search

committee. #ll correspondence and activity should be recorded in a

log to ensure careful tracing of the candidates< materials and status.

#pplicants that the division would normally judge unacceptable

suddenly seem desirable when the need to hire a body$ >any body>$

becomes severe. The division will face a natural temptation to short=

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circuit the standard screening process and hire a replacement

immediately.

ne way to avoid such crisis hiring is to encourage 4ualified

individuals to submit employment applications even when the

division has no current job openings. The applications may be ept

on file for future consideration. #nother way to maintain possible

candidates on file is to as exemplary staff members to refer their

friends who might be looing for wor$ even offering the staff

members rewards for referrals.

. Scree! t0e A))2ic*!t$

'creening of applications should be conducted from the beginning of

the search process$ and reviews should begin immediately following

the announcement. The division should test to ensure that each

applicant fits the profile and hire a person who fits the profile

remembering that good selection reduces turnover$ training and

recruitment costs$ and thereby produces stability$ consistency$ low

operating costs and an ability to increasingly reward desired

behavior.

'election methods that focus both on crucial re4uirements and

organizational culture include;

Interviews

Biographical data

?or samples

'elf=assessment

"ersonality tests

!ognitive abilities

"hysical abilities

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9se of an assessment center

# thorough literature review concerning the screening of

resumes.

# comprehensive employment application is the cornerstone of every

successful pre=employment screening program. It will identify many

undesirable applicants early in the selection process. The completion

of an application form is important for &4ual &mployment

pportunity reasons$ for record eeping$ and for gathering

information from which to mae a good employment decision.

'ome institutions re4uire that all applicants complete an employment

application. Taing a critical loo at the institution


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candidates. ften$ the size of the departmental recruitment budget

will determine both the type and the number of interviews that will

be conducted. :any times$ institution with limited budgets will begin

the interview process by conducting telephone interviews. Telephone

interviews can be held with either an individual or a group of people

as the interviewer. If a group of people interviews the candidate$

arrangements should be made to conduct a conference telephone call

with the candidate.

If an institution is fortunate to have a healthy recruitment budget$

the search committee may wish to invite one or more candidates to

visit the office and participate in the interview process in person. r$

an institution might wish to conduct office interviews after conducting

phone interviews has narrowed the pool of candidates. *egardless of

what method of interviewing is used$ certain arrangements are

necessary prior to the interview;

#rrange and confirm dates and times with candidate

@evelop the interview schedule and confirm with all individuals

who will be involved in the interview process provide a final copy

of the schedule to the candidate$ the interviewers$ and the search

committee membersD

#rrange for escorts to and from all interviews

#rrange overnight accommodations if necessary

#rrange for transportation if necessary

#rrange for a campus host and pic up from airport$ train

station$ etc. if necessaryD

#rrange for any meals provided outside of the interview

schedule if necessary

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@evelop an evaluation tool for all interviewers to use upon

completion of the interview

The candidate should be reimbursed for all travel related

expenses incurred in order to attend the interview unless other

arrangements have been made.

. I!ter#ie1 t0e i!*2i$t$

Interviewing an applicant from a resume can lead the search

committee to overvalue assets and never see liabilities. The purpose

of the applicant


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ne of the most crucial but often neglected steps in the hiring

process is reference checing. *eference checing is often forfeited

when a student affairs division is pressured to hire in a hurry.

#dditionally$ reference checing can be a frustrating exercise that

yields little useful information about a candidate. 8evertheless$ the

desire to save time and avoid legal ramifications should not prevent

any recruitment staff from conducting thorough reference checs on

all prospective new hires.

*eference checs round out the profile of a job applicant by providing

third=party support for first impressions. *eference checs should be

made only for those candidates who have advanced to the finalist

stage and who are under serious consideration for the job.

?hen calling a reference$ be friendly and courteous. #s if it is a

good time to tal then put the person at ease by mentioning

something or someone you both have in common. #fter developing

rapport$ begin with basic 4uestions about the applicant. This will yield

essential information while breaing the ice. #s for confirmation of

employment dates$ title$ job duties$ salary and the name of the

previous employer. 8ext$ segue into a brief description of the

experience and sills you have been looing for and as the

reference to comment on the applicant


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supervisors. #dditionally$ re4uest a fact about each contact$ such

as membership in professional associations$ which can be used as

an icebreaer when calling.

The position supervisor should call all references personally.

That person nows best which sills and personality traits will be

optimal for the position.

#s open=ended 4uestions in order to elicit broad information.

'ome people may be fortunate and contact a reference that is

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58/94

nce a 4ualified candidate or candidates has been recommended to

the hiring supervisor$ the supervisor should strongly consider the

recommendation that has been presented. The supervisor may

accept a hiring recommendation or charge the search committee to

continue the search.

'hould a hiring recommendation be accepted$ the supervisor should

contact the preferred candidate and mae the job offer. 'ome

important issues that should be addressed in the job offer are;

'tarting salary

'tarting date

Cength of contract

&mployee benefits

:oving expenses if applicableD

Civing accommodations if applicableD

#ny other points of negotiation

The candidate should be given sufficient time to either accept or

reject the offer. 5owever$ the hiring authority should not compromise

the availability of other candidates if the candidate of choice declines

the offer by allowing too much time to pass between the offer and

the decision.

If the candidate accepts the position$ the offer and conditions of

hiring should be sent to the candidate in writing as soon as possible.

If the candidate declines the position$ the hiring supervisor should

mae the offer to the next candidate of choice or should reconvene

the search committee to mae other arrangements.

nce an individual has been secured for the position$ all other

candidates should be notified immediately. They should be informed

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of the closure to the search and thaned for their interest in the

position. It is proper eti4uette to notify those candidates who were

interviewed$ either by telephone or in person$ personally.

Ainally$ the search committee should be dissolved with

acnowledgments of their time and service. #ppropriate

announcements should be made regarding the outcome of the search

process.

A#%i"i!+ Et0ic*2 Bre*c0e$ W0e! C%!"ucti!+ * C*!"i"*te

Se*rc0

It is important to act ethically at all times when conducting a

candidate job search$ not only out of respect for each candidate$ but

also to protect the integrity of the institution. It is not uncommon for

hard feelings to develop between candidate and institution as a result

of thoughtless acts or misbehavior on the part of those involved in

the search process. It is important for institutions to avoid any

disrespect or malfeasance on the part of the institution to help

ensure success for current as well as future candidate searches.

Aollowing are some behaviors that if adopted$ will help ensure a

legitimate and respectable job search;

Train all search committee members to understand and

recognize the necessary credentials for the particular position.

#cnowledge receipt of all application materials.

@o not mae offers that are not honest. Aor example$ do not

tell a candidate the position will be offered to him or her unless it

has been agreed upon by the entire search committee and the

hiring authority.

8ever misrepresent the position in any way.

:aintain confidentiality throughout the entire job search.

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"rovide the candidate with professional materials

representative of the company.

!onduct open searches. If there is an internal candidate or

candidates for the position$ announce this to all other candidates.

8ever mislead a candidate as to his or her status in the search

process.

ISSUES O RELIGION IN RECRUITMENT AND SELECTION

*eligion should not be a factor in advertising vacant positions

in cases of public universities. It is however permissible in private

institutions. In this case$ state this explicitly in the advertisement

especially if it is a factor in selection.

'earch committee members should be trained on the protocol

and legal situations.

'earch committee members should not mae attempts to

deduce religious denomination based on affiliations or

organizations listed on the resume.

Be forthright with all institution policies related to religion.

In position advertisements attempt to list as much descriptive

information on the local community as possible.

'tate all terms of employment in hiring offer.

Cist all institutional policies related to dress and appropriate

attire. This is important for employees who may want wear

traditional or native attire to wor.

Be sure that hiring practices are consistent across the board.

There have been court cases where employees may not have been

hired because of their religious denomination.

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ISSUES O GENDER IN RECRUITMENT AND SELECTION

@o not discard applicants who stopped out to provide care for

a child$ or for maternity leave.

!onsider the dynamics of the interview O is the candidate being

interviewed in an environment that is representative of the office

environment.

9nderstand 4uestions that cannot be ased regarding family$

children$ pregnancy$ etc.

"rovide medical insurance that covers the full range of medical

needs of women employees$ including reproductive health care.

"rovide paid sic=leave policies for employees7 illness and

illness of spouses$ lifetime partners$ dependent children$ and

elderly parents.

"rovide life insurance$ disability and pension programs that are

nondiscriminatory on the basis of gender.

5ave clear and vigorously enforced sex$ race and sexual

orientation discrimination and sexual harassment policies and

include a statement about these policies in the advertisement of

the position.

Before attempting to diversify a staff and mae it more gender

e4uitable$ one must tacle issues such as$ gender stereotyping6

discrimination in hiring$ pay$ and promotions6 family issues6 and

sexual orientation discrimination. There are five areas critical to

this process;

%. pen communication

(. # commitment to creating an inclusive environment

). !lear preconceived expectations based on gender

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3. # neutral supervisor who can observe different styles and facilities

communication when a conflict arises.

+. Training O sexual harassment as well as gender issues training It

is thought that /+=02F of sexual harassment complaints could be

prevented by understanding gender differences

CERTAIN DOS AND DONT IN RECRUITMENT AND SELECTION

DOS

49644907 HR Recruitment and Select Big Bazaar 1

Documents