Copy of Manmeet Research Report

8/6/2019 Copy of Manmeet Research Report

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RESEARCH REPORT

ONTHE RECRUITMENT AND SELECTION PROCESSAT

RELIANCE COMMUNICATIONS LTD.,LUCKNOW

Submitted inPartial

Fulfillment of Master of Business Administration from G.B.Technical University

Lucknow

Under the Valuable guidance of Mr.KK.Mishra HOD(MBA)

Submitted To: Submitted By:Mr.KK.Mishra Manmeet Kaur HOD(MBA) MBA IV Semester

0914170028

SAGAR INSTITUDE OF TECHNOLOGY &MANAGEMENT

BARABANKI .

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ACKNOWLEDGEMENT

Research Repor t i s the mos t v i t a l pa r t o f an MBA course , I the re fore ,

c on si de r m ys el f f or tu na te to r ec ei ve t hi s R es ea rc h r ep or t y et t he

opportunity could not have been uti l ized without the guidance and support

of many individuals who although held varied posit ions, but were equally

instrumental for successful completion of my research report.

I would l ike to express grati tude to the respected Director Prof. Mr. J.K

Jauhari and Assoc ia te P ro f. Mr K .K Mishra(HOD) MBA f or t he ir

valuable inputs and direction that rendered success to the project.

I owe a deep intellectual debt to all of them who through their r ich &varied

contribution have greatly improved my understanding of various concepts

of my report .

.

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PREFACE

This research report covers the process of RECRUITMENT AND SELECTION in

RELIANCE COMMUNICATION LIMITED. The report covers purpose and importance

of recruitment and selection, management role in recruitment, sources of recruitment,

recruitment policy of company, Components of recruitment policy, factors affecting

recruitment policy, selection procedure.

The survey on employees opinion about these processes is also done by the use

Of questionnaire so that the objectives to meet the goals of employee satisfaction and

maximum utilization is achieved.

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TABLE OF CONTENTCertificate from the head of Institute.......

Preface.I

Acknowledgement..II

Executive Summary...III

CHAPTER I

Company profile..

i. Reliance capital.

ii. Reliance Energy Limited.

iii. Reliance Health.

iv. Reliance Media & Entertainment.

v. Reliance Communication Limited.

vi. Its Structure.

vii. Company Vision.

viii. Chairman Message.

ix. An Overview.

x. Its Business.

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xi. HR Department in Reliance Communication.

xii. Reliance HR Services Private Limited.

xiii. Organization Structure.

CHAPTER II

Project profile..

i. Recruitment & Selection Process.

ii. Purpose & Importance of recruitment.

iii. Management Role in Recruitment.

iv. Recruitment Process.

v. Sources of Recruitment.

vi. Recruitment Policy of Company.

vii. Components of Recruitment Policy.

viii. Factors affecting Recruitment Policy.

ix. Selection Process.

x. Selection procedure.

xi. Recruitment & Selection Process at Reliance HR Services.

xii. Data Base Recruitment.

xiii. Data base Generation.

xiv. Field Recruitment.

xv. Advertisement Based Recruitment.

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CHAPTER III

Research methodology..

i. Definition

ii. Research Statement.

iii. Nature of Research.

iv. Research Problem.

v. Universe of study.

vi. Sample unit.

vii. Sample Size..

viii. Data collection.

ix. Data Analysis.

CHAPTER IV

Analysis..

i. Are you aware of application blank.

ii. What was your satisfaction regarding filling application blank.

iii. Did you find recruitment process to be.

iv. Over satisfaction regarding selection process.

v. Likeliness of Recommendation.

vi. Is recruitment or selection adequately advertised

vii. Satisfied with application form standard

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viii. Process based towards experience rather than qualification

ix. Was information regarding Parametetersfor judging are provided

x. Did you apply for change in interview time or request feedback.

xi. If yes, was the request dealt up to your satisfaction

xii . Did the recruiter you were engaged with keep you updated

on the status of your selection process?

CHAPTER V

Finding and suggestion .

Limitation

Conclusion

Bibliography

Appendix

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EXECUTIVE SUMMARYOBJECTIVES

To study the existing Recruitment &Selection Process of Reliance

Communication Lucknow

To find out the satisfaction of employees with the existing Recruitment &

Selection Process of Reliance Communication Lucknow.

To compare the existing Recruitment & Selection Process with the standard one.

To formulate an effective Recruitment &Selection Process of Reliance

Communication Lucknow.

RESEARCH METHODOLOGYResearch Statement:

My research is mainly focused on Recruitment &Selection Process of Reliance


Nature of Research:

Explorative & Analytical Research.

Research Problem:

Function of HR Department in relation to Recruitment &Selection Process of Reliance Communication Lucknow.

Universe of study:

Lucknow.

Sample Unit:

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Employees of Reliance Communication Lucknow.

Data Collection:

Primary & Secondary Data.

Data Analysis:

Pie Chart & Bar Charts.

Bibliography:

CR.Kothari.

WWW.Reliance Communication .com.

FINDINGS

A bo ut 8 0% o f r es po nd en t f ee l th at d ur in g t hi s p ro ce ss mo re

relevance is given to experience than qualification.

Al mo st 4 6% o f r esp on de nt s a re a gr ee in g t ha t Re cr ui tm en t &

Selection Process are adequately advertised.

About 73% of respondent are satisfied with application standard &

27% are not satisfied.

About 65% of respondent who were appear ing for an interview are

unaware of judging parameters.

Almost 75% of them are sa t isf ied that there request are deal t by

company.

Usually updates on status are been shown

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SUGGESTIONS

1. Ensure an up-to-date job description which contains informationrelated to :

Specific tasks and activities required for a job

The knowledge, skil ls and abil i ties required for effective performance

by the job incumbent2. Evaluate the recrui tment s tra tegy to determine i ts eff iciency. For

example: Conduct a cost-benefit analysis in terms of the number of applicants

referred, interviewed, selected, and hired

Compare the effectiveness of applicants hired from various sources.

3 . Con tinuat ion o f t he Employe e R ef er ra l S cheme and t o mon it or a nd

expand the scheme dependent on i ts success . But o ther sourcesshould a l so be Incorpora ted to b r ing h igh qual i ty o f t alen t to the

company.

4 . More i nforma tion about j ob o pening s sho uld be c ir cu la te d a t w eb -

wor lds a l l over the count ry and the cand ida tes cou ld be sc reened

throu gh v ideo con fe renc ing a t t he web -wor ld s i ts el f so t ha t t he

candidates dont have to come all the way to another city for the first

round.

.

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CHAPTER-

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Reliance Anil Dhirubha i Ambani Group , an o ff shoot o f the Re liance

Group founded by Shri Dhirubhai H Ambani (1932-2002) , ranks among

Indias top three pr ivate sector business houses in terms of net worth .

The group has business in teres ts that range f rom te lecommunications

(Reliance Communications Limited) to financial services (Reliance CapitalLtd) and the generation and distribution of power (Reliance Energy Ltd).

Reliance ADA Groups flagship company, Reliance Communications, is

India 's largest private sector information and communications company,

with over 40 mill ion subscr ibers . I t has es tabl ished a pan-India, h igh-

capacity, integrated (wireless and wireline), convergent (voice, data and

video) digi tal network, to offer services spanning the enti re infocomm

value chain.

Other major group companies Reliance Capital and Reliance Energy

are widely acknowledged as the market leaders in their respective areas

of operation.

Reliance Capital

Reliance Capi ta l i s one o f India s l ead ing and fas tes t g rowing pr iva tesector f inancial services companies , and ranks among the top 3 pr ivate

sector financial services and banking companies, in terms of net worth.

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The company has in teres ts in asset management and mutual funds, l i fe

and general insurance, private equity and proprietary investments, stock

broking and other activities in financial services.

Reliance Energy Limited

Reliance Energy Limited, incorporated in 1929, is a fully integrated uti l i ty

engaged in the generation, transmission and distribution of electrici ty. I t

ranks among Indias top l is ted pr ivate companies on a l l major f inancial

parameters, including assets, sales, profits and market capitalization.

I t i s Ind ia s foremos t p r iva te sector u ti li ty with aggrega te es timated

revenues of Rs 9,500 crore (US$ 2.1 billion) and total assets of Rs 10,700crore (US$ 2.4 billion).

R el ia nc e E ne rg y L im ite d d is tr ib ut es m or e t ha n 2 1 b il li on u ni ts o f

electricity to over 25 million consumers in Mumbai, Delhi, Orissa and Goa,

ac ross an a rea tha t spans 1 ,24 ,300 sq . kms . I t genera tes 941 MW of

e lect r ici ty, through i ts power s ta tions located in Maharashtra , Andhra

Pradesh, Kerala, Karnataka and Goa.

The company is current ly pursuing several gas , coal , wind and hydro-

b as ed p ow er g en er at io n p ro je cts i n M ah ar as htr a, U tt ar P ra de sh ,

Arunachal Pradesh and Utta rancha l with aggrega te capac ity o f over

12,500 MW. These projects are at various stages of development.

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R el ia nc e E ne rg y L im ite d i s v ig or ou sl y p ar ti ci pa ti ng i n e me rg in g

opportunit ies in the areas of trading and transmission of power. I t is also

engaged in a por t fo l io o f se rv ices in the power sec tor in Engineer ing ,

Procurement and Construction (EPC) through a network of regional offices

in India.

Reliance Health

In a country where heal thcare i s fas t becoming a booming indust ry,

Rel iance Heal th is a focused heal thcare services company enabl ing the

provision of solution to Indians, at affordable prices. The company aims atproviding integrated health services that will compete with the best in the

wor ld . I t a lso p lans t o ven tu re i nto d iver si fi ed f ie ld s l ike Ins ur ance

Admin is tr at ion, Hea lt h c ar e Del ivery and Int eg ra ted H ea lt h, Hea lt h

Informatics and Information Management and Consumer Health.

Reliance Health aims at revolutionizing healthcare in India by enabling a

healthcare environment that i s both affordable and access ible through

partnerships with government and private businesses.

Reliance Media & Entertainment

A s p ar t o f t he R el ia nc e - AD A G ro up , Re li an ce E nt er ta in me nt is

spearheading the Groups foray into the media and entertainment space.

Rel iance Enter ta inments core focus is to bui ld s ignif icant presence for

Reliance in the Entertainment eco-system: across content and distribution

platforms.

The key conten t ini ti at ive a re ac ross Movies , Music , Spor ts , Gaming,

Internet & mobile portals, leading to direct opportunities in delivery across

the emerging digital distr ibution platforms: digital cinema, IPTV, DTH and

Mobile TV.

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Reliance ADA Group acquired Adlabs Fi lms Limited in 2005, one of the

la rgest en te r ta inment companies in Ind ia , which has in te res ts in f ilm

processing, production, exhibition & digital cinema.

Rel iance Enter ta inment has made an entry in to the FM Radio business

through Adlabs Radio www.big927fm.com Having won 45 stations in the

recent bidding, BIG 92.7 FM is a l ready Indias largest pr ivate FM radio

network with 12 radio stations across the country.

Reliance Communications Limited

The flagship company of the Reliance ADA Group, Reliance

Communica t ions L imi ted , i s the real i za t ion of our founder s d ream of

b r ing ing about a d ig i ta l r evo lut ion tha t wil l p rov ide every Indian with

affordable means of communication and a ready access to information.

Th e c omp any b ega n ope ra ti ons in 1 999 a nd h as ov er 2 0 millio n

subsc ri be rs t oday. I t o ff er s a com pl et e r ange o f i nt eg ra ted t el ecom

serv ices . These inc lude mobi le and f ixed l ine t elephony, b roadband,

nat ional and international long dis tance services, data services and a

wide range of value added services and applications aimed at enhancing

the productivity of enterprises and individuals.

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Apart from these some other businesses are:

Reliance Mutual Fund Reliance Life Insurance

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Reliance Portfolio ManagementService

Reliance General Insurance
http://www.reliancemutual.com/http://www.reliancelife.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttps://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.reliancelife.co.in/http://www.reliancemutual.com/http://www.reliancelife.co.in/http://www.reliancegeneral.co.in/insurance/home.htmlhttps://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttps://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4F


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Its Structure

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Companys Values

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Shareholder Interest

T he y v al ue t he t ru st o f s ha re ho ld er s, a nd k ee p t he ir i nt er es ts

paramount in every business deci sion we make , every choice they

exercise.

People Care

They possess no greater asset than the quali ty of their human capital

and no greater pr ior i ty than the re tent ion, growth and wel l -being of

their vast pool of human talent

Consumer Focus

They re th ink every bus iness p rocess , p roduc t and se rv ice f rom the

standpoint of the consumer so as to exceed expectat ions a t every

touch point.

Excellence in Execution

They believe in excellence of execution in large, complex projects as

much as small everyday tasks. If something is worth doing, i t is worth

doing well.

Team Work

The whole is greater than the sum of i ts parts; in their rapidly-changing

knowledge economy, o rganizat ions can prosper on ly by mobi l iz ing

diverse competencies, skil l sets and expertise; by imbibing the spiri t of

thinking together -- integration is the rule, escalation is an exception.

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Proactive Innovation

T he y n ur tu re i nn ov at io n b y b re ak in g s il os , e nc ou ra gi ng c ro ss -

fert i l ization of ideas & flexibil i ty of roles and functions. They create an

environment of accountabil i ty, ownership and problem-solving based

on participative work ethic and leading-edge research

Leade rship by Empowerment

The y b el ieve l eade rship i n t he new e co nomy i s about consens us

building, about g iv ing up cont ro l ; about enab l ing and empower ing

people down the l ine to take decisions in their areas of operation and

competence.

Social Responsibility

They believe that organizations, like individuals, depend on the support

of the community for their survival and sustenance, and must repay

this generosity in the best way they can.

Respect for Competition

They respect competi tion because theres more than one way of

doing things right. They can learn as much from the success of others

as from their own failures

Chairmans Message

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A New Reliance For A New World

If the last century was about meeting human needs, the new millennium isabout matching human aspirations.

We live in a world where the young are reaching higher, dreaming bigger

and demanding more; a world that i s chal lenging the l imits of hope and

possibility.

Nowhere is this more strikingly visible than in India a country that wakes

up every morning a l i t t le younger in age, but infinitely more ambitious inspirit.

I nd ia s d emograph ic t rans it io n i s an ext raordi na ry m om en t i n w or ld

h is to ry. Today, ove r 600 m il li on y oung peopl e, o r mor e t ha n 1 i n 2

Indians, are below the age of 25. In 15 years, this number is set to touch

700 mill ion, making India the largest community of youth anywhere in the

world.

New India shows the impat ience of youth; the desi re for real and rapid

change -- for a quality of life that is second to none.

Transpor ta tion, communicat ions, energy, information, en te r ta inment ,

technology, education, healthcare and personal f inance, New India wants

world-class products and services.

Rel iance Ani l Dhirubhai Ambani Group embodies the spir i t of th is new

resurgent India.

It is the New Reliance for the New World!

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Anil Dhirubhai Ambani

Group Chairman & CEO

An Overview

The Late Dhirubhai Ambani dreamt of a digital India an India where the

common man would have access to affordable means of information and

communica tion. Dhi rubhai , who s ing le -handedly bu il t Ind ias l a rgest

p r iva te sector company v i rtua l ly f rom scra tch , had s ta ted as ear ly as

1999: Make the tool s o f informat ion and communica t ion avai lab le topeopl e a t an a ffordabl e cos t. The y w il l o ve rcom e the h andi ca ps o f

illiteracy and lack of mobility.

I t was with th is bel ief in mind that Rel iance Communicat ions ( formerly

Reliance Infocomm) started laying 60,000 route kilometers of a pan-India

fiber optic backbone. This backbone was commissioned on 28 December

2002, the auspicious occasion of Dhirubhais 70th birthday, though sadly

after his unexpected demise on 6 July 2002.

Reliance Communications has a reliable, high-capacity, integrated (both

wire less and wi re l ine) and convergent (voice, da ta and v ideo) d ig i ta l

network. It is capable of delivering a range of services spanning the entire

i nf oc omm ( in fo rmat ion and com muni ca ti on ) value c ha in , i nc lu di ng

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in frast ruc ture and se rv ices for en te rpr i ses as well a s indiv idua l s,

applications, and consulting.

Tod ay, R el iance Communica ti ons i s r evol ut ioni zing t he way I nd ia

communicates and networks, truly bringing about a new way of life.

Its BusinessesReliance Communicat ions is the f lagship company of the Ani l Dhirubhai

Amb an i Group (ADAG) o f com pani es . L is te d on t he Nat iona l S tock

Exchange and the Bombay Stock Exchange, it is Indias leading integratedtelecommunication company with over 40 million customers.

Our bus in es s encompasses a complet e r ange o f t el ecom s ervi ce s

covering mobile and fixed l ine telephony. I t includes broadband, national

and international long distance services and data services along with an

exhaustive range of value-added services and applications. Our constant

endeavor is to achieve customer delight by enhancing the productivity of

the enterprises and individuals we serve.

Rel iance Mob il e ( fo rmer ly R el ianc e Ind ia Mob il e) , l aunched o n 28

December 2002, coinciding with the joyous occasion of the late Dhirubhai

Ambanis 70 th b ir thday, was among the ini ti a l ini ti a tives o f Rel iance

Communications. It marked the auspicious beginning of Dhirubhais dream

of usher ing in a digi ta l revolut ion in India . Today, we can proudly c la im

that we were instrumental in harnessing the true power of information and

communi ca ti on , by bes towing i t i n t he h ands o f t he common m an a t

affordable rates.

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We endeavor to fur ther extend our effor ts beyond the t radi t ional value

chain by developing and deploying complete te lecom solut ions for the

entire spectrum of society.

HR Department In Reliance CommunicationsIn my book, we have no greater asset than the quali ty of our intellectual

capital , and no greater priori ty than the growth and retention of our vast

pool of talent Anil Dhirubhai Ambani

At Rel iance - Ani l Dhirubhai Ambani Group, they recognize the cr i t icalro le tha t the i r people p lay in the success and growth of each of the i r

businesses. I t is the skil l and init iat ive of their workforce that sets them

apart f rom their peers in todays knowledge-dr iven economy. I t i s thei r

commitment and dedicat ion that lends them the compet i t ive edge, and

helps them stay ahead of the curve.

Their strong team of professionals is among the youngest in the country,

and consi st s o f some o f t he m os t dyn amic , m ot ivat ed and qua li fi ed

individuals to be found anywhere in the world . Firs t - rate management

graduates, h igh ly t ra ined engineers, top-no tch f inanc ia l analyst s and

razor sharp accountants they have on their rolls some of the brightest

minds in the business.

The Departments Mission

Their transparent HR policies and robust processes are driven by a single

ove ra rchi ng obj ec ti ve : To a tt ra ct , nur tu re , g ro w a nd r et ai n t he b es t

leadership talent in every sector and industry is which they operate.

Their aim is to create a team of world beaters that is:

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Committed to excellence in quality,

Focused on creation and enhancement of stakeholder value

Responsive to evolving business needs and challenges

Dedicated to uphold the core values of the Group

The Departments Promise

In order to achieve their objective, they offer their people:

Growth opportunities to expand leadership capabilities

True meritocracy and freedom to choose career paths

O pp or tu ni ti es t o d ev el op a nd h on e le ad er sh ip a nd f un ct io na l

capabilities

An entrepreneurial environment where people can pursue their dreams

Competitive compensation

In addition, they follow a well-defined Rewards & Recognitions programme

that pe riod ica lly iden ti fi es excep tiona l ind iv idua l and team achieversamong the various business functions and verticals in the Group.

The Departments Expectations

Reliance ADAG encourages i t s employees to take leadership , a t a l l

levels of the organization, and participate in accelerating growth of their

businesses to build a formidable enterprise. Leaders in Reliance - ADAG

are expected to:

Always keep the customers needs in mind and constantly innovate

Execute flawlessly and with speed

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Sustain and strengthen the groups spiri t of entrepreneurshiptaking

ownership and accountability for their actions

Leverage synergies to learn and build on the diverse experiences and

skill sets of their various businesses and teams

Create a true meritocracy with a pervasive commitment to transparent

systems and processes

Do all this with unquestionable Integrity to ensure total compliance with

the laws of the land.

RELIANCE HR SERVICES PRIVATE LIMITED

Anil Ambani wants to go one-up on the l ikes of HR consult ing giants l ike

Manpower. The ADAG chairman wants to expand the scope of recent ly-

formed group company Reliance HR Services-whose present mandate is

to handle in -house s ta ffing requ irements - to one which i s capable o f

mee t ing s imi la r needs o f o ther companies so tha t i t can emerge as a

highly lucrative cash cow.

The company which came in to be ing on Apr i l 1 , 2008 in tends to c lose

2008-09 with a turnover of Rs. 300-500 crore . Amitabh Ghosh, CEO of

Re l iance HR Serv ices Pr iva te L imi ted wants to move ou t f rom mere ly

meeting internal needs of group to cover third-parties also from 2009-10.

Th us , the c omp an y in te nd s to h an dle b oth dome sti c an d gl ob al

corporations.

The company recently employs 20,000, who are seconded to various ADAG firms. In the next

five years the company intends to employ 5 lakh professionals for the group itself. Reliance HR

Services Private Limited currently operates out of office premises of various ADAG companies.

The offices of the company would be spread all over the country in the manner shown below:

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Organization Structure - Location

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Location Head

FieldRecruiter

ResourceManagement

ExecutiveMIS Executive

PayrollExecutive

ComplianceOfficer


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CHAPTER-II

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RECRUITMENT AND SELECTION PROCESS

According to Edwin B. Flippo , Recruitment is the process of searching

the candidates for employment and st imulating them to apply for jobs in

the organization. Recruitment is the activity that l inks the employers and

the job seekers.

Recrui tment is a l inking act ivi ty- br inging together jobs to f i l l and thoseseeking jobs. A good recrui tment program should a t t ract the quali f ied &

not unqualified. Recruitment is a costly affair. There are legal implications

of incompetent selection negligent hiring. Organizations must consider

recrui tment as a s t ra tegic war to a t t ract ta lent , and must develop and

implement aggress ive ta lent acquis i t ion s t ra tegies in order to dominate

the labor market within a given industry. With the impending retirement of

the baby-boomer generat ion and the lack of avai labi l i ty of high qual i ty

senior-level talent, many companies consider talent acquisit ion to be the

most important business challenge facing them today.

Recruitment is a continuous process whereby the firm attempts to develop

a pool of qualif ied applicants for the future human resources needs even

though specific vacancies do not exist.

Purpose & Importance Of Recruitment:

Attract and encourage more and more candidates to apply in the

organization.

Create a ta lent pool of candidates to enable the se lect ion of best

candidates for the organization.

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Determine present and future requirements of the organizat ion in

conjunction with its personnel planning and job analysis activities.

Rec ru itment i s t he p roce ss which l inks t he e mp loye rs w it h t he

employees.

Increase the pool of job candidates at minimum cost.

Help increase the success ra te of se lect ion process by decreasing

number of visibly under qualified or overqualified job applicants.

Help reduce the probabi l i ty that job appl icants once recrui ted and

selected will leave the organization only after a short period of time.

Meet the organizat ions legal and socia l obl igat ions regarding the

composition of its workforce.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.

I nc re ase o rgan izat ion and i nd iv id ua l e ff ec ti veness o f v ar ious

recruiting techniques and sources for all types of job applicants.

So, those people who are involved in the process have a high level

of responsibilities.

Managements Role in Recruitment

Recrui tment planning is ant ic ipat ing and using a l l avai lable f lexibi l i t ies

and strategies to maintain the workforce. Human Resources

Respons ib il it ie s a long w ith t he c iv il ia n Rec ru it me nt Team c an h elp

through this process by further explaining strategies and helping to find

easier ways to accomplish them.

Responsibilities include:

Determining a vacancy exists.

Choosing the right strategies to fill the position.

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Def in in g and cap tu ri ng t he need (unde rs ta nd ing t he p os it ion, i ts

functions, duties, responsibilities, and skill requirements.)

Initiating the final action.

SOURCES OF RECRUITMENTEvery organ iza tion has the op tion of choosing the cand ida tes for i ts

recrui tment processes f rom two kinds of sources: in ternal and external

sou rces . T he sou rces w ithin t he o rgan izat ion i ts el f ( li ke t rans fe r o f

employees from one department to other, promotions) to fi l l a posit ion are

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The Recruitment P rocess

1 Determine the exact need Implement the decision

2 Obtain approval Allow time for response

3 Combine / update job descriptionand job specification

Screen responses

4 DetermineKPAsof the job Draw up acandiddateshortlist

5 Consult the recruitment policy

& procedure

Provide feedback to applican

6 Choose the recruitmentsource(s) Proceed to selection

7 Decide on a recruitment method Evaluate the recruitment effo

8

9

10

11

12

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known as the in ternal sources of recrui tment . Recrui tment candidates

from all the other sources (l ike outsourcing agencies etc.) are known as

the external sources of recruitment.

SOURCES OF RECRUITMENT

Internal Sources Of Recruitment

1. TRANSFERSThe employees are transferred from one department to another

according to their efficiency and experience.

2. PROMOTIONS

The employees are promoted f rom one depar tment to another wi th

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more benefi ts and grea te r respons ib il ity based on e ffic iency and

experience.

3. Others are Upgrading and Demotion of present employees according

to their performance.

4. Retired and Retrenched employees may also be recruited once again

in case of shortage of qualif ied personnel or increase in load of work.

Recruitment such people save t ime and costs of the organizations as

the people are a l ready aware of the organizat ional cul ture and the

policies and procedures.

5 . The dependents and re la t ives of Deceased employees and Disabledemployees are also done by many companies so that the members of

the family do not become dependent on the mercy of others.

The Advantages of internal recruitment are that:

1. Considerable savings can be made. Individuals with inside

knowledge of how a business operates will need shorter periods of

training and time for 'fitting in'.2. The organization is unlikely to be greatly 'disrupted' by someone

who is used to working with others in the organization.

3. Internal promotion acts as an incentive to all staff to work harder

within the organization.

4. From the firm's point of view, the strengths and weaknesses of an

insider will have been assessed. There is always a risk attached to

employing an outsider who may only be a success 'on paper ' .

The Disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted

2. An insider may be less likely to make the essential criticisms

required to get the company working more effectively

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3. Promotion of one person in a company may upset someone else.

External Sources Of Recruitment

External recruitment makes it possible to draw upon a wider range of talent, and

provides the opportunity to bring new experience and ideas in to the business.

Disadvantages are that it is more costly and the company may end up with someone

who proves to be less effective in practice than they did on paper and in the interview

situation.

There are a number of stages, which can be used to define and set out

the nature of particular jobs for recruitment purposes:

Job Analysis is the process of examining jobs in order to identify the key

requirements of each job. A number of important questions need to be

explored: the title of the job to whom the employee is responsible for

whom the employee is responsible a simple description of the role and

duties of the employee within the organization.

Job Analysis is used in order to:

1. Choose employees either from the ranks of your exist ing staff or

from the recruitment of new staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the

type of equipment and materials to be employed with the job.

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4. Identify and profile the experiences of employees in their work tasks

(information which can be used as evidence for staff development

and promotion).

5 . Ident i fy areas of risk and danger a t work.

6 . Help in se tt ing ra tes of pay for job tasks .

Job analysis can be carried out by direct observation of employees

at work, by finding out information from interviewing job holders, or

by referring to documents such as training manuals. Information canbe leaned directly f rom the person carrying out a task and/or f rom

their supervisory staff. Some large organizations specifically employ

'job analysts ' . In most companies, however, job analysis is expected

to be part of the general skills of a training or personnel officer.

Job Description

A job descr ipt ion wil l se t out how a par t icular employee wil l f i t in to theorganization. It will therefore need to set out:

the title of the job

to whom the employee is responsible

for whom the employee is responsible

a s imple descr ipt ion of the role and dut ies of the employee withinthe organization.

A job description could be used as a job indicator for applicants for a job.

Alternatively, i t could be used as a guideline for an employee and/or his

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or her l ine manager as to h i s o r he r ro le and respons ib i l i ty wi th in the

organization.

Job Specification

A j ob s pe ci fi ca ti on goes beyond a m ere descr ip ti on - i n add it ion, i t

h ighl ights the mental and physical a t t r ibutes required of the job holder.

For example , a job specif icat ion for a t ra inee manager ' s post in a re ta i l

store included the following:

'Managers a t a l l levels would be expected to show responsibi l i ty. The

company is looking for people who are tough and ta lented. They should

have a flair for business, know how to sell, and to work in a team.

Job analysis, description, and specification can provide useful information

to a business in addi tion to se rv ing as rec rui tment inst ruments. For

example, staff appraisal is a means of monitoring staff performance and is

a fea tu re o f p romot ion in modern companies . In some companies , fo r

example, employees and their immediate l ine managers discuss personal

goals and targets for the coming t ime per iod (e .g . the next s ix months) .

The app ra is al w il l t hen i nvol ve a r ev iew o f p er fo rmance dur in g t he

previous six months, and sett ing new targets. Job details can serve as a

useful basis for establishing dialogue and targets. Job descriptions can be

used as reference points for arbitrating in disputes as to 'who does what '

i n a b us in es s. S el ec ti on in vo lv es p ro ce du re s t o id en ti fy t he m os t

appropriate candidates to fi l l posts. An effective selection procedure will

therefore take into consideration the following:

Keeping the cost s o f se lec tion down making sure that the ski l ls and

qual it ie s be ing sought have been iden ti fi ed, deve lop ing a p rocess fo r

identifying them in candidates making sure that the candidates selected,

will want the job, and will stay with the company.

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Keeping the costs of selection down will involve such factors as holding

the interviews in a location, which is accessible to the interviewing panel,

and t o t ho se being i nt ervi ewed . T he i nt ervi ewing p anel mus t h av e

available to them all the necessary documentations, such as application

forms available to study before the interviews take place. A short list must

be made up of suitable candidates, so that the interviews do not have to

take place a second time, with new job advertisements being placed.

The skil ls required should have been identified through the process of job

analysis, descr iption and specif icat ion. I t i s important then to ident i fy

ways of testing whether candidates meet these requirements. Testing this

out may involve: in terviewing candidates asking them to get involved in

s imulated work scenar ios asking them to provide samples of previous

work gett ing them to fi l l in personali ty and intell igence tests giving them

real work simulations to test their abilities.

The external sources Of Recruitment are:

Advert isements of the vacancy in newspapers and journals are a widely

used source of recruitment. The main advantage of this method is that i t

has a wide reach.

1. EDUCATIONAL INSTITUTES

Various management institutes, engineering colleges, medical Colleges

e tc . a re a g oo d s ou rc e o f r ec ru iti ng w el l q ua li fi ed e xe cu ti ve s,

eng inee rs , med ical s ta ff e tc . The y p rovide f ac il it ie s f or c ampus

in te rview s a nd p la cem en ts. Th is sou rc e i s kn own a s Ca mp us

Recruitment.

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2. PLACEMENT AGENCIES

Several pr ivate consul tancy f i rms perform recrui tment funct ions onbeha l f o f c li en t companies by charg ing a fee. These agencies a re

particularly suitable for recruitment of executives and specialists . I t is

also known as RPO (Recruitment Process Outsourcing)

3. EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the

country. These exchanges provide job information to job seekers andhelp employers in identifying suitable candidates.

4. LABOUR CONTRACTORS

Manual workers can be recru ited th rough cont rac tors who main ta in

close contacts with the sources of such workers. This source is used to

recruit labor for construction jobs.

4. UNSOLICITED APPLICANTS

Many job seekers v is i t the o ff ice o f well -known companies on thei r

own. Such callers are considered nuisance to the daily work routine of

the enterprise. But can help in creating the talent pool or the database

of the probable candidates for the organization.

5. EMPLOYEE REFERRALS / RECOMMENDATIONS

M an y o rg an iz at io ns h av e s tr uc tu re d s ys te m w he re th e c ur re nt

employees of the organization can refer their fr iends and relatives for

some posi t ion in their organizat ion. Also, the off ice bearers of t rade

unions are of ten aware of the sui tabi l i ty of candidates . Management

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can inqu ire these l eaders fo r su itab le jobs . In some organ iza tions

these a re formal agreements to g ive p r io r ity in recru itment to the

candidates recommended by the trade union.

6. RECRUITMENT AT FACTORY GATE

Unski l led workers may be recrui ted a t the factory gate these may be

employed whenever a permanent worker i s absen t. More e ffi c ien t

among these may be recruited to fill permanent vacancies.

Apa rt f rom the se t he re a re some o ther s ou rces which a re now adayscommonly used by the organizations. These sources are

Headhunting

Third party recruitment

Recruitment Process Outsourcing (RPO)

E-Recruitment

HEADHUNTING is a f requently used name when referr ing to th i rd par ty

recrui ters , but there are s ignif icant di fferences . In general , a company

would employ a head-hunter when the normal recrui tment effor ts have

fai led t o p rovide a v iabl e c andida te f or t he j ob . Head- hunt er s a re

g en er al ly mo re a gg re ss iv e t ha n in -h ou se r ec ru it er s a nd w il l u se ,

advanced sales techniques such as init ial ly posing as clients to generate

names of employees and their posit ions and personally visi t ing candidate

offices. They can a lso purchase expensive l ists of names and job t i tles .They wil l p repare a cand ida te for the in te rview, negot ia te sala ry, and

conduct closure to the search. In general , in house recruiters will do their

best to attract candidates for specific jobs while head-hunters will actively

seek them out, uti l izing large databases, internet strategies, purchasing

company directories or l i s ts of candidates , networking, and of ten cold

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call ing. Many companies go to great efforts to make i t difficult for head-

hunters to locate their employees.

THIRD PARTY RECRUITMENT f i rms are usual ly dis tinguished by the

method in which they bill a company. Outside recruitment agencies charge

a placement fee when the candidate they recrui ted has accepted a job

with the company that has agreed to pay the fee. Fees of these agencies

generally range from a straight contingency fee to a fully retained service

which i s s im il ar t o p lacing an a tt or ney on r et ai ne r. A ll r ec ru it me nt

agencies are defined by the placement of a candidate to a particular job

within a company.

RECRUITMENT PROCESS OUTSOURCING (RPO ) is a form of business

process outsourcing (BPO) where an employer outsource or transfers all

or par t of i t s recrui tment act ivi t ies to an external service provider. RPO

may involve the outsourcing of all or just part of recruitment functions and

process . The external service provider may serve as a vi r tual recrui t ing

department by providing a complete package of skil ls , tools, technologiesand ac tivi ti es. The RPO serv ice p rov ider i s " the" source for in- scope

recruitment activity.

O n th e o th er h an d, o cc as io na l r ec ru it me nt s up po rt, fo r e xa mp le

t em po ra ry, c on ti ng en cy a nd e xe cu ti ve s ea rc h s er vi ce s a re m or e

analogous to out-tasking, co-sourcing or just sourcing. In this example the

serv ice p rov ider i s "a" source fo r ce rta in types o f recrui tment ac tiv ity

different ia t ing. The biggest d is t inct ion between RPO and other types of

staffing is Process. In RPO the service provider assumes ownership of the

process, while in other types of staffing the service provider is part of a

process controlled by the organization buying their services.

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e-RECRUITMENT covers a range of Web-based application tools used for

the provisioning (typically) of human resources. These applications assist

in the recru itment o f sui tab le cand ida tes for vacan t pos i tions . Some

applications do this by semi-automating the entire recruitment and hiring

process. E-recruitment applications (or software packages that are web-

enab led) typ ica l ly enab le recru itment t eams to c rea te job post ings,

manage job application responses, schedule interviews and manage other

recrui tment tasks . This dramat ical ly reduces the labor and money spent

improves the quality and quantity of the applicant pool.

Recruitment Policy Of a Company

I n t od ay s r ap id ly ch an gi ng b us in es s e nv ir on me nt , a w el l d ef in ed

recruitment policy is necessary for organizations to respond to i ts human

resource requirements in t ime. Therefore, i t is important to have a clear

and concise recruitment policy in place, which can be executed effectively

to recruit the best talent pool for the selection of the right candidate at the

right place quickly. Creating a suitable recruitment policy is the first step

in the e ff ic ien t h ir ing process . A c lea r and conc ise recru itment po licy

helps ensure a sound recruitment process.

I t specif ies the object ives of recrui tment and provides a f ramework for

implementation of recruitment programme. It may involve organizational

system to be developed for implement ing recrui tment programmes and

procedures by filling up vacancies with best qualified people.

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Selection Process

Selec tion i s the system of func tions and devices adopted in a g ivencompany to ascertain whether the candidates specifications are matched

with the job specifications and requirements or not. The obvious guiding

policy in selection is the intention to choose the individual candidate who

c an mo st s uc ce ss fu ll y p er fo rm t he j ob f ro m t he p oo l o f q ua li fie d

candidates.

Selection of personnel to man the organization is a crucial , complex and

cont inu ing func tion. The ab il ity o f an o rgan izat ion to a tt ain i ts goal s

effectively and to develop in a dynamic environment largely depends upon

the e ff ec ti veness o f i ts s el ec ti on p rogr amme . I f r ight per so nnel a re

se lec ted , the remaining func tions o f personne l management become

easier, the employee contr ibut ion and commitment wi l l be a t optimum

leve l and employee-employee re la tions wil l be congenial . I f the r igh t

person is selected, he is a valuable asset to the organization and if faulty

s ele ction is mad e, th e empl oy ee will be com e a l ia bil ity to th eorganization.

Selection Procedure

JOB ANALYSIS: Job analysis forms the basis for selecting the right

candidate . I t includes a deta i led s tudy of the posi t ions for which

recruitments are to be made, in the form of Job Description and Job

Specification HUMAN RESOURCE PLAN : Under this plan estimates are laid for

the future requirement of employees . This forms the basis for the

future recruitment function.

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RECRUITMENT : It refers to the proce ss of sea rching for prospective

employees and stimulating them to apply for jobs in an organization.

DEVELOPMENT OF BASIS FOR SELECTION : This involves the

select ion of appropria te candidates f rom the applicants pool by

adopting suitable techniques for screening.

APPLICATION FOR M : This is also known as application blank. Thi s

technique is u t i l ized for secur ing informat ion f rom the prospect ive

candidates.

WRITTEN EXAMINATION : Application form is followed by writ ten

exa mi na ti on for t he s ho rt l is ted c andi da te s f or a ss es sing t hecandidates abi li ty, apti tude, reasoning and knowledge in var ious

disciplines.

PRELIMINARY INTERVIEW : Prel iminary in te rview i s to so lic it

necessary information from the prospective applicants and to assess

the applicants suitability to the job.

TEST : Test is essentia lly an objective a nd stand ardized me asure o f

sample of behavior from which inferences about future behavior andp er fo rm an ce o f t he c an di da te c an b e d ra wn . Tes ts c an b e o f

following type:

o Aptitude Test : This tes t measure whether an individual has the

capacity or latent abil i ty to learn a given job if adequate training.

Aptitude test can be further subdivided in to

Intelligence test

Emotional test

Skill test

Psychometric test

o Achievement Test : These t es t s a re conduc ted to measure the

value of a specific achievement when an organization wishes to

employ experienced candidate.

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o Situational Test : Th is t es t eva lua tes a cand ida te in a rea l l i f e

situation

o Interest Test : These t es t s a re inven tor ies o f the l ikes and the

dislikes of the candidate in relation to the job, work, occupations,

hobbies and recreational activities.

o Personali ty Test : These tes ts prove deeply to discover c lues to

an individuals value system.

o Multi-Dimensional Testing : Organizations develop such tests in

order to f ind ou t whe ther the cand ida tes possess a var ie ty o f

ski lls or not , candidates abi l i ty to in tegrate the mul ti -ski l ls andpotent ial i ty to apply them based on s i tuat ional and funct ional

requirement.

INTERVIEW: In this s tep, the in terviewer matches the informat ion

obta ined about the cand ida te th rough various means to the job

req ui rement s and t o t he i nforma tion o bt ained t hr ough h is own

observation during the interview. Tests can be of following types:-

o Background information interview

o Job and probing interview

o Stress interview

o Group discussion interview

o Panel interview

o Decision making interview

MEDICAL EXAMINATION : Cer ta in jobs require cer ta in physical

q ua li ti es l ike c le ar v is ion, p er ce pt h ea ri ng , unu sual s ta mi na ,

t ol er ance o f hard worki ng condi ti ons, c le ar t one e tc . m ed ic al

examination reveals whether or not a a candidate possesses these

qualities.

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REFERENCE CHECK : At this step candidates are required to give

the names of references in their applicat ion forms. This is done in

order to verify the information provided by the candidate.

JOB OFFER : After taking the final dec ision, the organization has to

int imate th is deci sion to the success fu l as well a s unsuccessful

candidates . Those selected are offered the job and the candidate

has to communica te h is /her accep tance to the o ffe r. He /she can

also approach the organization for the modification of the job letter

and in case th ings are not working out the offer is re jected by the

candidate. EMPLOYMENT : The Company may modify the ter ms and conditions

of employment as reques ted by the cand ida te and thereby p lace

them on the job.

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RECRUITMENT AND SELECTION PROCESSAT RELIANCE HR SERVICESPRIVATE LIMITED

Recrui tment is the process of ident i fying that the organizat ion needs to

employ someone up to the point a t which appl icat ion forms for the post

have arrived at the organization. Selection then consists of the processes

involved in choosing f rom appl icants a sui table candidate to f i l l a post .

Recruiting individuals to fill particular posts within a business can be doneeither internally by recruitment within the firm, or externally by recruit ing

people f rom outs ide . The recrui tment and select ion process a t Reliance

HR Services Pr ivate Limited begins wi th management determining the

exact need of the posts to be f i l led. There are a number of posts which

have to be fi l led, for example ASM, SE, SA, FSA, TL etc. for the different

businesses. Then, the management shortl ists the resume of the candidate

whose attr ibutes match with the job description and specification required

for the job. The organization get many resumes of unsolicited applicants

on a dai ly basis which they shor t l is t according to the qual i f icat ion and

exper ience fo r a par t i cu la r pos t . As the cand ida te v i s i t s to submi t h i s

resume he is asked to f i ll in the f i rs t page of Interview Record Sheet as

shown in Appendix 1, which he takes along with him in the interview room.

The recru itment p rocess a t Rel iance s ta r ts with the enquiry/ walk-in

management o f t he c an di da te w he n h e s ub mi ts h is r es um e, whichconsists of registration of the candidates and eligibil i ty verification of the

candidates name, phone number, age, qual i f icat ion and exper ience. I t

also consists of taking two references of peers and providing job brief and

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information regarding compensation, career progression and expectation

setting in the company.

. Then, a ft er t he forma li ti es , a prel iminary in terview/ screening is

conduct ed by t he per sonnel o f t he HR depar tmen t w ho s cr een a nd

shortlist the candidates on the following attributes:

Job Understanding

Willingness to work

Compensation clarity

Functional Knowledge Validation

Target Orientation

Energy Level

Sample sales

Then, the screened candidates go through testing and evaluation stage .

Where select ion tes ts are a val id method of assess ing a candidate ( i .e .

e ff ec ti ve ly measu re s t he j ob c ri te ri a, i s r el evan t, r el iabl e, f ai r andunbiased also considering the predictive capacit ies of tests) , they are

an extremely useful tool and are recommended for use . The candidates

undergo a se lect ion tes t and those who manage to score more than the

c ut o ff m ake i t t o t he n ex t r o un d. A s am pl e o f S al es a nd S er vi ce

Employabi l i ty Apt i tude Test i s g iven in Appendix 2 which the candidate

has to take if he has applied for any posit ion in the sales department. The

RME eva lua tes the t es t s and a l so va l ida tes the cu t o ff s fo r them. Theevaluation sheets are then attached with the interview record sheet of the

respective candidate before going in for the final interview.

A s p er t he p la n the f ina l in terview o f t he c an dida te w il l be w ith t he

personnels of the Client company. But just now it is looking after the HR

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process o f on ly Re liance ADAGs group companies . Thus , a t l a st the

c an di da te g oe s th ro ug h t he f in al in te rv ie w w it h t he m an ag em en t

personnels of the depar tment and business for which the candidate has

appl ied fo r. The se lec ted candida tes a re then made to comple te the

j oining f or ma li ti es and t he r ej ec ted o nes a re g iven f eedback l is t o f

se lec ted , on ho ld and re jec ted candida tes i s a l so main ta ined by the

organization for future use.

The Recruitment Process

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(Regi

Reliance HR Services Private LimitedsSourcing Process

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(ClientPro

Resource Planning

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S ou rcing C han nels

C a m p u s

Referrals

Database Recruitment

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Tele Calli

Database Generation

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Campuses

(Degree Colleges, PInstitutes, Study Ce

Field Recruitment

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Tele Callin on 20 r

Competitors, DSAs

Advertisement Based Recruitment

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M essage/ Com m uni

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CHAPTER-III

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Definition of Research

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Redman Morry define research as a systematic effort to gain a new knowledge.

Definition of Research Methodology

Research Methodology is a set of procedures followed while conducting research.

Research Methodology:

Research Statement:

My research is mainly focused on Recruitment &Selection Process of Reliance


Nature of Research:

My research is Explorative & Analytical in nature.

Research Problem:

Function of HR Department in relation to Recruitment &Selection Process of

Reliance Communication Lucknow.

Universe of study:

The universe for conducting research is Lucknow citty.

Sample Unit:

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Sample unit of research report isare Employees of Reliance CommunicationLucknow.

Sample Size:

Sample size for research report is 50.

Data Collection:

My research report is based upon Primary & Secondary Data. Secondary data was

sourced from various published sources which include Annual Magazines, Websites;

Internet; Books was also referred.

Data Analysis:The term analysis refers to the computation of certain measures along with searching

for patterns of relationship that exists among data group. Analysis is essential for a

scientific study and for ensuring that we have all relevant data for making contemplated

comparisons. Therefore, I have used Tabulation, Graphs & Charts in my project.

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CHAPTER-IV

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1. Are you aware about application blank?

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Are you aware of application blank

70%

30%

yesno

Almost 70 percent of respondents are aware of application form and

the rest 30 percent are not aware of application form.

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2. If yes, what was your experience in filling up application blank?

exciting &informative satisfactory but

lengthy discouragingand boring

S10

5

10

15

20

25

30

Experience in filling up application blank

Series2

Series2 27 20 3

exc it ing & i nformat ive s at is factory b ut l en gthy d is couraging and bo ring

About 27 respondents are experiencing excit ing and informative in fi l l ing

up appl icat ion form,20 are exper iencing sat isfactory but lengthy& 3 are

experiencing discouraging and boring.

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3. Did you find the Reliance Recruitment/Selection process to be?

highlyefficient

efficient neutralineffecient

highlyineffecient

S1

02468

1012

1416

18

20

Rating the Recruitment & Selection Process

Series1

Series1 5 20 15 10 0

highly effic ient efficient neutral ineffecient highly ineffecient

Only 20 among 50 are rating that Recruitment & Selection Process is efficient,5are rating that process is highly efficient, 15 respondents are saying neutral, 10

are regarding process as inefficient .

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4 . What was your overall satisfaction with the recruitment process?

0

5

10

15

20

25

Satisfaction rating with recruitment process

Series2

Series2 7 23 10 10 0

extremelysatisfied

s at is fied neutral dis satis fied extremelydissatisfied

According to the s tudy i t i s evident that though many people found the

process to be eff ic ient though a few were dissat isf ied with the process .

This should be looked into very se rious ly and the d i ssa ti sfact ion be

removed before it spreads out of the organization

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6. The Rel iance recrui tment process is based more towards exper ience

than towards qualification

0

5

10

15

20

25

30

Process based towards experience than qualification

Series2

Series2 8 30 4 6 2

strongly agree agree neutral disagree strongly disagree

Almost 30 out of 50 are agree that process is based towards experience than

qualification.only 2 of them strongly disagree.

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7. Do you think that the recrui tment & select ion process is adequately

advertised?

Is the recruitment/selection process adequately advertised

46%

54%

yes

no

About 46% of the respondents are responding that recruitment process is

adequately advertised & 54% of the respondents are not satisfied with it.

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8. Were you satisfied with the standards of application form?

Satisfied with application form standard

73%

27%

yes

no

Though 73% of the respondents a re sa t i s f i ed wi th the s tandard o f the

A pp li ca ti on fo rm & 2 7% a re n ot s at is fi ed w ith t he s ta nd ar d o f t he

Application form

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9. Were you informed about the parameters on which you would be judged

before the interview process?

Was information regarding the parameters for judgingduring interviw provided beforeit

35%

65%

yes

no

Here we can see that Information regarding the paramete rs was not

propagated and hence a lmost Sixty f ive percent of the respondents who

were appearing for an interview were unaware of the judging parameters.

This i s one o f a d rawback of the p rocess as the cand ida tes should beproperly informed on what parameters they would be rejected or selected

so that they can try their best .

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10. During the selection process did you contact the recruitment services

to change an interview time or request feedback?

Did you apply for change in interview time or request feedback

30%

70%

yes

no

Only 30% of the respondents apply for change in interview time or request feedback.70% of the

respondents do not apply for change in interview time or request feedback.

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11. If yes then were you treated respectfully & was the issue dealt with byRecruitement Services to your satisfaction?

If YES was the request dealt upto your satisfaction.

75%

25%

yes

no

The company should look into the nature of the request which were not

satisfied and check if such things can be avoided in the future. As we can

see that on an average 25% of the requests were not sa t is f ied which is

not a good sign as this can bring a bad name to the company .

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12 . Did the rec ru i te r you were engaged wi th keep you upda ted on the

status of your selection process?

C o n s i s t e n t l y

U s u a l l y

O f t e n

S o m e t i m e s

N e v e r

S1

0

5

10

15

20

25

30

Updates on status of selection process

Series1

Series1 15 30 3 2 0

Consistently Usually Often Sometimes Never

In this question we can see that the employees feel that they were usually

kep t upd at ed about t he s ta tu s o f t he s el ec ti on p roce ss . Thus, t he

organization should ensure that regular updates are always dispatched to

t he a pp li ca nt s d ur in g t he e nti re p ro ce ss . T hi s w ou ld i ns til l m or etransparency in the system and develop more trust in the organization.

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CHAPTER-V

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A bo ut 8 0% o f r es po nd en t f ee l th at d ur in g t hi s p ro ce ss mo re

relevance is given to experience than qualification.

Al mo st 4 6% o f r esp on de nt s a re a gr ee in g t ha t Re cr ui tm en t &

Selection Process are adequately advertised.

About 73% of respondent are satisfied with application standard &

27% are not satisfied.

About 65% of respondent who were appear ing for an interview are

unaware of judging parameters.

Almost 75% of them are sa t isf ied that there request are deal t by

company.

Usually updates on status are been shown.

Quali ty o f in formation regarding growth prospec tus o f Rel iance

communication limited is average.

Respondents are satisfied by the information regarding

organizational structure.

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1. Ensure an up-to-date job description which contains informationrelated to :

Specific tasks and activities required for a job The knowledge, skil ls and abil i ties required for effective performance

by the job incumbent

2. Evaluate the recruitment strategy to determine its efficiency. For example:

Conduct a cost-benefit analysis in terms of the number of applicants

referred, interviewed, selected, and hired

Compare the effectiveness of applicants hired from various sources.

3 . Continuat ion of the Employee Referra l Scheme and to monitor and

expand the scheme dependent on i ts success . But other sources

should a l so be Incorpora ted to b r ing h igh qua l i ty o f t a len t to the

company.

4 . More in format ion about job open ings should be c ircula ted a t web-

worlds a l l over the country and the candidates could be screened

through v ideo confe rencing a t the web-wor lds i tsel f so tha t the

candidates dont have to come al l the way to another c i ty for the

first round.

5. Other statist ics should also be calculated from time to t ime to check

the success of the recruitment and selection process. They are:

Selection rate - Percentage hired from a given group of candidates

Acceptance Rate - Percentage of rejected job offers

Success Base Rate -Comparing percentage ra te of past applicantswho were good employees to that of current employees

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Recruitment is a positive process & Selection is both positive & negative process.

As recruitment is the process of searching for prospectives,employees &

stimulating them to apply for the jobs in organization.

Recruitment is a linking activity as it brings together these with jobs & those

seeking jobs.

The recruitment and selection process at Reliance HR Services

Private Limited begins with management determining the exact

need of the posts to be filled.

The ability of an organization to attain its goals effectively and to

develop in a dynamic environment largely depends upon the

effectiveness of its selection programme. If right personnel are

selected, the remaining functions of personnel management

become easier.

I f t he r ight per son i s s el ec ted, h e i s a valuabl e a ss et t o t he

organizat ion and i f f au l ty se lec tion i s made , the employee wil l

become a liability to the organization.

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LIMITATIONS OF THE STUDYIt is always true that there is no end to learning and

exper imentation, s imilar ly we can never conclusively say that a s tudy is

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complete. This study could also have been more comprehensive but due

to paucity of t ime, the number of samples and questions both were l imited

to a ce rtain ex ten t. S ti ll the resu lt s deduced f rom the s tudy a re well

supported by the data available.

Had time permitted, the study could have also included the analysis of the

interview process and the success of the entire recruitment and selection

process by calculating ratios which were not included.

1 . The da ta ga thered over the en t ire span of th i s p roject may no t be

completely accurate due to the unpredictability of human nature.

2 . A s ho rt t ime- fr ame o f m ig ht n ot be enough t o y ie ld t he des ir ed

r esul ts t ha t were env is ione d dur ing t he commiss io ning o f t hi s

project.

3 . The resul ts would had been better ref lected i f the s tudy would had

covered other locations across the country

4 . More represen ta tion f rom several depar tments a t a ll l eve ls would

had given a good mix to the respondents pool5. Since a convenience sample was sought, many potential

respondents may have been missed

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Tripath i, P.C., Human Resource Development , New

Delhi, Sultan Chand & sons, 2003.

Rao, V.S.P., personal management, New Delhi, Sultan

Chand & Sons, 2001.

Humanresource& personnelmanagement,Ashwathappa.

Personnel Management,Edwin.B.Flippo.

www.reliance.com .

.

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n

QUESTIONNAIRE

88Reliance Communication Ltd., a group company of Reliance ADAG is conducting asurvey to gauge the effectiveness of the Recruitment and Selection Process, beingcarried out through Reliance HR Services Private Ltd.. We will be highly grateful if you take out some time to fill this questionnaire.


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Q1. Are you aware about application form? Yes No

Q2 If yes, what was your experience in filling application blank? Exciting & informative. Satisfactory & lengthy Discouraging & boring

Q3. Did you find the Reliance recruitment/selection process to be: Extremely efficient Efficient Neutral Inefficient Highly Inefficient

Q4. What was your overall satisfaction with the recruitment process? Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied

Q5How likely are you to recommend the company to a friend or a colleague? Extremely Likely Likely Neutral Unlikely Extremely Unlikely

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Q6 The Reliance recruitment process is biased more towards experience than towardsqualifications.

Strongly Agree Agree Neutral Disagree Strongly Disagree

Q7. Do you think that the recruitment and selection process is adequately advertised? Yes No

Q8. Were you satisfied with the standards of the application form? Yes No

Q9. Were you informed about the parameters on which you would be judged before theinterview process?

Yes No

Q10. During the selection process, did you contact the Recruitment Services to change aninterview time or request feedback?

Yes

No

Q11.If yes, then were you treated respectfully and was the issue dealt with by RecruitmentServices to your satisfaction?

Yes No

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Q12. Did the recruiter you were engaged with keep you updated on the status of your selection process?

Consistently Usually Often Sometimes Never

Documents

Copy of Manmeet Research Report