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A STUDY ON RECRUITMENT AND SELECTION PROCESSFOR STORE EMPLOYEES

1 Digant.P.Kulkarni

E E x x e e c c u u t t i i v v e e

S S u u m m m m a a r r y y


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2 Digant.P.Kulkarni

Executive Summary

The executive summary explains briefly about the systematic study done for the

organization. It envisages brief details about the Recruitment Selection and Training

Process being implemented followed at Reliance Retail, Bangalore Circle. This

composition helps to have a quick insight into the study covering all the topics under

the study.

The diagrammatic view of the executive summary is shown below.

Introduction

Industry Profile

Company Profile

Introduction to study

Executive summary Research methodology

Analysis and interpretation

Findings and suggestions

Conclusion

Annexure

Introduction part briefs about the birth of Retail in India. It elaborates the history of

Retails, the organization under study and its prominent asset the Human Resources.


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3 Digant.P.Kulkarni

Next segment will be industry profile; it will describe the mother organization of

Reliance Retail. It gives a small view of Reliance Industries Limited as a whole.

The company profile briefs about the Reliance Retail Company where the study was

practically conducted. It contains various details about the organization.

Introduction to the study depicts the aim of the study; it states the statement of the

problem.

Next phase defines the research methodology being implemented. It tells about the

survey method followed and the way the data is collected.

Analysis and interpretation of data contains various tables and relevant charts, which

are used in order to analyse the collected data through the questionnaire and interview

done for the primary objective of the study.

Findings and suggestions it reflects the consequences of the ongoing practises of the

Recruitment and Selection process followed with the company.

Conclusion, which is the last phase of the study, does the wrapping up of the study it

summarization of the entire study by the researcher.

Annexure, it contains the tool use for the study (questionna ire),Then a few booklets of

the organization.


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4 Digant.P.Kulkarni

INDUSTRY

PROFILE


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5 Digant.P.Kulkarni

The Retail Industry

Last Updated: April 9, 2007

India's vast middle class and its almost untapped retail industry are key

attractions for global retail giants wanting to enter newer markets. Driven by

changing lifestyles, strong income growth and favourable demographic

patterns, Indian retail is expected to grow 25 per cent annually.

Modern retail in India could be worth US$ 175-200 billion by 2016. With the

economy booming, competition in the marketplace is fierce. According to

'Retail in India Getting Organised to Drive Growth', a report by AT Kearneyand the Confederation of Indian Industry, retail is one of India's fastest growing

industries with a 5 per cent compounded annual growth rate and expected

revenues of US$ 320 billion in 2007. Rising incomes, increasing consumerism

in urban areas and an upswing in rural consumption will fuel this growth to

around 7-8 per cent.

KSA-Technopak, a retail consulting and research agency, predicts that by

2010, organised retailing in India will cross the US$ 21.5-billion mark from the

current size of US$ 7.5 billion

The great Indian retail revolution

After a long spell of shortages, which shackled consumer buying for decades,

retail is becoming India's new mantra.

The Sanskrit word "mantra" is not just "hymn" or "slogan"; it embraces

aspiration and encompasses new India's way of life.


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The more-than-expected success clocked by the country's retailing pioneers

confirms that retailing has finally arrived. The world has started taking note of

this in this country of one billion.

However, the uppermost question in the minds of would-be entrants is,

environmentally and infrastructurally, are we ready to embrace major

investments in retail?

The related issues before potential investors at home and abroad are:

y Is retail organised in India?

y

Are back-end people and infrastructure in place?y And most importantly, is India ready to welcome retail investments from

abroad?

Some bits of background information paint a highly optimistic picture. We

have entered the 21st century at a time when the demography of our population

is changing significantly to drive organised retail growth.

India now has a large young working population with a median age of 24. Thenumber of nuclear families in urban areas is growing fast. Then there is the

increase in working women population. Add to these the emerging

opportunities in the service sector.

Next is the astonishing consumer finance boom. Add to this the growing credit

card spend. And last but not the least, the changing pattern in rural

consumption--a sure sign that the consumer revolution will soon spread to rural

India.

To make this a reality, India will require a massive dose of investment. At the

beginning of this decade, organised retailing accounted for a mere $2.9 billion.


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This is only 1.25 per cent of the estimated total retail market. This share has

already grown to 2 per cent.

Growth projections for retail business vary widely. Some studies estimate thatby 2007, the share of organised retail in the retail pie will jump three times to

reach 5-6 per cent.

At RPG, the retail business is expected to grow eight-fold in five years. In the

food and grocery business, most of the initial experimentation among retail

formats is over now.

With the triumph of large-format hypermarkets like Giant and Spencer's, thedebate over single, large or several small stores is coming to an end. At the

moment there are two distinct choices in big-box retailing.

At the one end are those who are betting that a food and grocery centre strategy

will deliver where about 65 per cent of the retail average will be devoted to this

category.

At the other end are those who do not want food to account for more than 30per cent of their turnover. According to observers, the market is still woefully

nascent, the balance of power still lying with manufacturers, not retailers.

By 2007, there will be 20 RPG hypermarkets (branded Spencer's) nationally.

Each of these stores is expected to deliver Rs 100 crore-Rs 120 crore, with

focus on backend integration.

Some factors need to be kept in mind:

y Street markets still dominate in India;

y Kiranas are successfully moving with the times and are holding their

own;


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y Organised retailing is still very much a city phenomenon.

And, accountants tell us that spending is still low.

There are a few other questions. How is organised retailing changing the retail

landscape in major urban centres and what is its effect on the growing middle

class? Another important area of enquiry is its effect on manufacturers,

distributors and small retailers.

There is also the question: will franchising and joint ventures become the

preferred options for foreign investors? And finally, we must decide we as a

country need to do before we invite FDI.

Retail trade is one of the largest contributors to GDP. But a restrictive

environment and a mindset which favours denial over consumption, have

stunted its development.

Organised retailing is showing signs of enormous creativity. Spectacular

innovations are attracting the average consumer in mega cities to the new way

of shopping.

It must gain in importance so that it becomes part of the planning process. The

best way to do this is to give industry status to retail.

It will give a thrust to infrastructure development and lead to the evolution of

an efficient supply chain, which is the oxygen of modern retailing. And it will

make finance available for expansion and restructuring. It will also lead to the

development of a retail-skilled workforce.

India continues to suffer from a multiplicity of government approvals, both at

the central and state levels. A single-window clearing system, therefore, is an

urgent necessity.


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9 Digant.P.Kulkarni

There is also the need to develop quality standards, particularly in unbranded

food products. And last but not the least, the implementation of the much -

talked-about VAT regime is an urgent necessity.

Modern retailing does not benefit just the consumer. It can give huge benefits

to other industries, to government, and to the entire e conomy. On average, 30

per cent of the manpower employed in retail could be potential income tax

payers.

According to a white paper jointly by the CII and KSA Technopak, organised

retailing has the potential to bring 100,000 new employees in the tax brack et in

five years.

Finally, the retail revolution will have a major impact on the way business has

been done in our country for centuries.

Indian Retail: An Overview

As organised retailers carve out a bigger piece of the retail pie for themselves

its an exciting time for the retail sector. By Dominic K

Emerging markets such as India and China are the final frontier for retail taking

the focus away from saturated Western markets. Since 2001, 49 global retailers

entered 90 new markets, but at the same time, 17 retailers left markets in 2005.

The Indian retail industry in valued at about $300 billion and is expected to

grow to $427 billion in 2010 and $637 billion in 2015. Only three percent of

Indian retail is organised. Retailers of multiple brands can operate through afranchise or a cash-and-carry wholesale model.

Retail is Indias largest industry, accounting for over 10 percent of the

countrys GDP and around eight percent of employment. Retail in India is at


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the crossroads. It has emerged as one of the most dynamic and fast paced

industries with several players entering the market. That said, the heavy initial

investments required make break even hard to achieve and many players have

not tasted success to date. However, the future is promising; the market is

growing, government policies are becoming more favourable and emerging

technologies are facilitating operations.

Retailing in India is gradually inching its way to becoming the next boom

industry. The whole concept of shopping has altered in terms of format and

consumer buying behavior, ushering in a revolution in shopping. Modern retail

has entered India as seen in sprawling shopping centres, multi-storeyed malls

and huge complexes offer shopping, entertainment and food all under one roof.

The Indian retailing sector is at an inflexion point where the growth of

organised retail and growth in the consumption by Indians is going to adopt a

higher growth trajectory. The Indian population is witnessing a significant

change in its demographics. A large young working population with median

age of 24 years, nuclear families in urban areas, along with increasing working-

women population and emerging opportunities in the services sector are goingto be the key growth drivers of the organised retail sector.

Initially, this was about Indian corporate houses rolling out malls and

supermarkets, but with Wal-Mart coming into the Indian market, the era of the

superstore is dawning. Unlike the kirana stores that served us for decades, this

new breed of retail chains is heavily dependent on IT.

Wal-Mart, the worlds largest retailer, and Bharti Enterprises have signed aMemorandum of Understanding (MoU) to explore business opportunities in the

Indian retail industry. This joint venture will mark the entry of Wal-Mart into

the Indian retailing industry.


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The biggest competitor for Bharti-Wal-Mart is likely to be Reliance Retail, the

retail wing of Reliance, which had planned to establish 10,000 stores by 2010.

It had already opened 11 pilot stores under the Reliance Fresh format in

Hyderabad.

All these trends and developments present a great business opportunity for

software and hardware vendors from across the globe. Indian solution

providers are targeting this segment have reason to rejoice. For while organised

retail occupies a miniscule two to three percent of the overall Indian retailing

industry, that is poised to change.

In spite of the prospects being good things arent quite as rosy when it comes to

awareness of IT systems. In most cases, organised retailers in India have

installed solutions that help them automate transactional systems.

With the retail sector in India undergoing a transformation due to the entry of

large corporate houses, IT managers and CIOs are now looking forward to

know how IT can help them achieve the business goals of their organisations.

Standards-based architecture and software support all kinds of mission-critical

IT applications for enabling greater efficiency, significant cost savings, and

new business value. The critical activities that can be handled by IT are finance

and accounting, business intelligence, vendor development and management,

supply chain management, merchandising and inventory management, facilities

management, stores management, customer relationship management,

branding, marketing, sales promotion and HR.

Like any other vertical, retail also stands to benefit from elaborate IT set-ups.

However, this is subject to the scale and size of the organisation, as well as an

objective assessment of its requirements. Key common challenges that can be

tackled through IT implementations include accurate merchandising, improved


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planning, increasing profitability, enhancing customer experience,

strengthening store operations, improved workforce management, and

improving the supply chain. This is in fact one of the key imperatives facing

retailers in India, to have a robust and scalable supply chain that will facilitate

rapid growth.

Since a basic objective is to make data available to users and customers, proper

IT implementation and superior IT infrastructure ensure that in spite of getting

minimal details, the retailer captures the right information, which flows to

everyone from the back office staff to the head office managers. The entire

information flow must be seamless. A retail business works on a network

environment because the stores connect to one another as well as to supplier

sites. This is because in the retail business quick response is the key to success.

Proper IT implementation also ensures that investment in retail reduces

substantially.


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COMPANY PROFILE:RELIANCEINDUSTRIES AT AGLANCE


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A tribute to the founder.

Dhirubhai H. Ambani

Founder Chairman, Reliance Industries Limited, India.

December 28, 1932 - July 6, 2002

Major Group Companies: Reliance Industries Limited, India's largest private sector company.

Description of Group's Business: The Reliance Group founded by Dhirubhai H.

Ambani (1932-2002) is India's largest business house with total revenues of over

Rs 99,000 crore (US$ 22.6 billion), cash profit of Rs 12,500 crore (US$ 2.8

billion), net profit of Rs 6,200 crore (US$ 1.4 billion) and exports of Rs 15,900

crore (US$ 3.6 billion).

Birthplace: Chorwad, village in Saurashtra (Gujarat), India.

Ca reer: At the age of 17 went to Aden (now part of Yemen) and worked for A.

Besse & Co. Ltd., the sole selling distributor of Shell products. In the year, 1958

returned to Mumbai and started his first company, Reliance Commercial

Corporation, a commodity trading and export house. In the year 1966, as a first

step in Reliance's highly successful strategy of backward integration, he started

the textile mill in Naroda, Ahmedabad. In the year 1975, a technical team from

the World Bank certified that the Reliance textile plant was "excellent by

developed country standards." In the year 1977, the company went public.

Credited with a number of financial innovations in the Indian capital markets.

Today, the Reliance Group has one of the largest families of shareholders in the

world. With an investment of over Rs 36,000 crore (US$ 9 billion) in petroleum

refining, petrochemicals, power generation, telecommunication services and a

port terminal in a three-year time frame, has steered the Reliance Group to its

current status as India's leading textiles-petroleum-petrochemicals-power-

telecom player.


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The Reliance Group founded by Dhirubhai H. Ambani (1932-2002) is India's largest

business house with total revenues of over Rs 99,000 crore (US$ 22.6 billion), cash

profit of Rs 12,500 crore (US$ 2.8 billion), net profit of Rs 6,200 crore (US$ 1.4

billion) and exports of Rs 15,900 crore (US$ 3.6 billion). The Group's activities spanexploration and production (E&P) of oil and gas, refining and marketing,

petrochemicals (polyester, polymers, and intermediates), textiles, financial services

and insurance, power, telecom and infocomm initiatives. The Group exports its

products to more than 100 countries the world over. Reliance emerged as India's Most

Admired Business House, for the third successive year in a TNS Mode survey for

2003.

The Reliance Group Companies include Reliance Industries Limited, Reliance

Capital Limited, Reliance Industrial Infrastructure Limited, Reliance Telecom

Limited, Reliance Infocomm Limited, Reliance General Insurance Company

Limited, Indian Petrochemicals Corporation Ltd. and Reliance Energy Limited

and now Reliance Retail Ltd .

Reliance Group revenue is equivalent to about 3.5% of India's GDP. The Group

contributes nearly 10% of the country's indirect tax revenues and over 6% of India's

exports. Reliance is trusted by an investor family of over 3.1 million - India's largest.


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Reliance Industries Ltd. - India's largest private

sector company: Reliance Industries Limited (RIL) is India's largest private

sector company on all major financial parameters with gross turnover of Rs 74,418crore (US$ 17 billion), cash profit of Rs 9,197 crore (US$ 2.1 billion), net profit of Rs

5,160 crore (US$ 1.2 billion), net worth of Rs 34,452 crore (US$ 7.9 billion) and total

assets of Rs 71,157 crore (US$ 16.3 billion).

RIL emerged as the only Indian company in the list of global companies that create

most value for their shareholders, published by F inancial Times based on a global

survey and research conducted by Price water house Coopers in 2004. RIL features in

theF

orbes Global list of world's 400 best big companies and inF

T Global 500 lists of world's largest companies.

RIL emerged as the 'Best Managed Company' in India in a study by Business Today

and A.T. Kearney in 2003. The company emerged 'India's biggest wealth creator' in

the private sector over a 5-year period in a study by Business Today - Stern Stewart in

2004.

RIL alone accounts for:

17 per cent of the total profits of the private sector in India

7 per cent of the profits of the entire corporate sector in India

6 per cent of the total market capitalisation in India

Weightage of 13 per cent in the BSE Sensex

Weightage of 10 per cent in the Nifty Index


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RELIANCE RETAIL AT A GLANCE

Reliance Retail, a subsidiary of Reliance Industries, opened 74 Reliance Fresh

outlets in the last quarter of 2006-07, taking the total number to 135.

Reliance Fresh, a chain of fresh produce stores, is present in 16 cities and has a

total area of over 370,000 sq ft.Of these, 96 stores were opened in 2006-07 in

Hyderabad, Jaipur, Chennai, NCR, Ranchi, Bangalore, Guntur, Vijayawada,

Visakhapatnam and Hyderabad, amounting to a store size of nearly 250,000 sq

ft. The company also launched the first consumer durables and IT pilotspecialty store, Reliance Digital, in Faridabad.

This has a customer service component branded as ResQ and trained in-store

associates providing technical and counselling assistance to the consumers.


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GENERAL INTRODUCTION

Management is the art of getting things done through people

Mark Parker Follet.

The above quote implies management to be process of planning, organizing,

leading and controlling all other organizational resources to achieve stated

organizational goals, which in turn would help in bringing up the

organizational effectiveness and attaining optimum profits. All the efforts of

the organization could be achieved through employing the organizationalelements.

Land

Labour

Capital

Until recently, human resources where not given prior importance. With the

emergence of industrialization and mass production, the concept of human

resource started to change. After further studies, it was understood that human

resources was one of the most important elements, in fact the assets of the

organization. It involves human elements in an organization that contribute

their maximum efforts towards the attainment of the organizational goals.

When the human elements are properly managed, the concept of Human

Resource Management emerges, which is defined as the planning,

compensation, integration, maintenance and separation of human resource to

the end that individual, organizational and social objectives are accomplished.


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Human Resource Management and Its Evolution

Human Resource Management (HRM), a relatively new term, emerged during

the 1970s. Coming to its evolution as a subject, it may be stated that concern

for the welfare of workers in the management of the business enterprises has

been in existence since ages.

Experts of HRM in our country have tried to chronicle the growth of the

subject only since the 1920s. This was the period when state intervention to

protect the interests of workers was felt necessary because of the difficult

conditions which followed the First World War and the emergence of trade

unions. The royal commission, 1931, recommended the appointment of labour

welfare officers to deal with the selection of workers and to settle their

grievances. The factories act, 1948, made appointment of the same compulsory

in industrial establishments employing 500 or more workers each. In the course

of time, two professional bodies, the Indian Institute of Personnel Management

(IIPM) and the National Institute of Labour Management (NILM) were set up.

After the Second World War and the political independence, the country

witnessed increased awareness and expectations of workers. During the 1960s,

the personnel functions began to expand beyond the welfare aspect, with labour

welfare, industrial relations and personnel administration integrating into the

emerging profession called Personnel Management (PM).

By the 1970 s the professional values from a concern for welfare to a focus of

efficiency. During the 1980s new technologies were talked about. The two

professional bodies, IIPM and NILM merged in 1980 to form the National

Institute of Personnel Management (NIPM).


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In 1990s, the emphasis shifted to human values and productivity through

people. Reflecting this trend, the American Society of Personnel

Administration (APSA) was renamed as the society of Human Resource

Management (SHRM).

Hence, the subject of HRM has grown into a matured profession.

RECRUITMENT & SELECTION

Recruitment describes the process and various stages of searching for

suitable candidates to fill vacancies in the workforce.

Recruitment is identification of sources from where the personnel can be

employed and motivating them to offer for the employment, selection is the

choosing the most suitable personnel for the employment.

Recruitment and selection can be simply defined as matching the skills a

potential employee has to offer with the needs of the job for which he is

required.

This process has come a long way since the olden days. In the earlier days

people used to stand outside the factory gates and they were selected as per he

whims and fancies of the supervisor. But the bulk of work in those days was

manual. Therefore that procedure worked. However over the years, the nature

of jobs have undergone a lot of change. The jobs have gradually moved from a

manual orientation to a skill orientation. Recruitment and Selection procedures

have also changed accordingly in tune with the changing times.


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For an organization to flourish, the employees working for it should be skilled,

highly talented and well balanced. Recruiting such people is the first challenge

any organization faces.

Recruitment and Selection lie at the heart of many of the organizational and

managerial challenges. Since success of any organization depends on the

achievement of corporate objectives, the right kind of manpower with high

competitive sprit and dedication towards the organization is required. Such

manpower is obtained only through right choice among available people. That

is why recruitment is considered the most important function of the HR

department. Being such a vital aspect, it is still treated as task that has got over

as quickly as possible. But it is encouraging that this viewpoint is changing.Dynamic people who are not hesitant to take up challenges are the need of the

hour.

Despite relatively high unemployment in many countries, the costs of

recruitment are significant.

The operation of the selection systems must be cost-effective so that the time

and money spent on its design and administration is justified by the quality of

the candidates selected.

Broadly, recruitment and selection and selection involve three stages: -

i. Defining requirements analyzing the job in question, person specification

terms and conditions of employment.

ii. Attracting people to the job Reviewing and evaluating alternative sources

of applicants advertisement placement agencies

iii. E-recruitment campus interviews and consultants.

iv. Selection of right selection of right person for the job sifting

applications Interviewing, Testing, Assessing Candidates, Assessment

Centers, Employee Referral, Offering Employment, Preparing Contracts Of

Employment


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Defining the requirements of the job:

This stage involves in identifying the activities involved in the job.

This entails through he examinations of how, when, why, and whom the job issupposed to be done. Also the requirements for particular positions are set out

in the form of job descriptions and person specifications.

These provide the basic information required drafting advertisements brief

agencies or recruitment consultants and assessing candidates.

A job or role profile listing competence, skill, educational and experience

requirement produces the job criteria against which candidates will be assessed

at the interview or by means of physiological tests.

The number and categories of people required should be specified in the

recruitment programme. In addition to this the demand for replacements or for

new jobs to be filled should be checked.

JOB DESCRIPTION:Job description is one of the critical areas of the recruitment and selection

process. It is the basis on which everything ranging from the advertisement to

the final interview is carried out, job description sets out the basic details of the

job, defining reporting relationships, the overall objective of the job, the main

activities or tasks carried out and any other special requirements such as

mobility, traveling, the terms and conditions for the job and must be

continuously reviewed, keeping it in line with the changing business needs.


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STATEMENT OF PROBLEM

The project work has been carried out for Reliance Retail Pvt. Ltd.

, Bangalore.

It aims at recruitment and selection process of the store employees for the

organization.

The project has been conducted to find out how the recruitment and selection

process is done. A observation has been conducted to find which is the most

effective source for the store employees. Through this observation a report has

been generated about the recruitment and selection process towards the

organization.

OBJECTIVES OF THE STUDY

The objective of study was to learn about the different types of recruiting and

selection process and how it works. The survey has been conducted out of the

candidates who walk in for the interviews and the study was extended to the

following cadres of employees:

CSAs (Customer Support Associates) Supervisors

MSEs (Membership Service Executives)

CA (Commercial Associates)

The objective as mainly-

The study the method adopted by the organization for recruitment.

To study the selection process for the front line or store employees

SCOPE OF THE STUDY

The study covers various aspects of recruitment and selection such as sources

of recruitment, selection process and types of selection tests at Reliance Retail

Pvt. Ltd.


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THEORETICAL BACKGROUND OF THE STUDY

RECRUITMENT PROCESS FOR STORE EMPLOYEES ATRELIANCE RETAIL Ltd.

Through employee referral and internal databank:

In the recent years as the annual cost of recruitment is escalating a novel way

of recruiting through employee referrals are coming into existence such

methods of recruitment are widely followed in service industry.

Under this the vacancies are listed for internal circulation. The employees areencouraged to recommend candidates for the positions. By this process

company may get benefited by rich databank. While this method is not cost

effective the newly inducted employees will have referees as their mentors.

This will bring in a lot of discipline and bonding among the employees.

The other source of recruitment is through internal databank, in which the

resumes are banked through everyday walk inns, personally handling over,

received through external references etc.

THROUGH ADVERTISEMENTS:

Advertising is an effective medium when,

y The number of candidates required is high

y The candidate profile is homogeneous and

y The target group is widespread


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Depending on the situation and requirement the advertisement can be given in

local regional areas and the areas where the stores will be located. The

advertisement is released for either walk-in-interview or formally structured

recruitment drives.

The advertising whether done inside or outside the organization contains the

accurate information about the job, the reward and the competencies.

Advertisements through inexpensive in a trade publication or classified pages

draw qualified candidates to the door.

ATTRACTING PEOPLE TO THE JOB:

Attracting people is primarily a matter of identifying, evaluating and using the

most appropriate sources of applicants.

People have to be encouraged to apply for the job offer. For this the people

have to be contacted or informed. This can be done through various means.

They are:

Advertisements, and Employee referral

Analysis of recruitment strengths and weaknesses.Analysis of recruitment strengths and weaknesses should cover the matters

such as national or local reputation of the organization pay, employee benefits

and working conditions, intrinsic interests of the job, security of employment,

opportunities for education and training, career prospects and the location of

the office plant.

The study must have the more constructive aim of showing where the

organization needs to improve as an employer, if it is to attract more or better

candidates and to retain those selected.

The aim of the study is to help to prepare a better image of the organization for

use in advertisements, brochures or interviews.


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Sources of applicants/candidates.

First consideration in internal candidates and employee referrals

Organizations prefer this source for the following reasons:y Internal recruitment can be used as a technique of motivation.

y Morale of the employees can be improved.

y Suitability of the internal candidates can be judged better than the

external candidates.

y Loyalty, commitment, a sense of belongingness, and security of

present employees can be enhanced.

y

Cost of selection can be minimized.y Stability of employment can be ensured.

y If there are no people available within the organization the main

sources of candidates are

Advertising

Advertising is the most effective means to search potential employees from

outside the organization. Employment advertisement in journals, newspapers,bulletins, banners etc is common. By means of advertisement contains brief

statement of the nature of the jobs, type of people required, and procedure for

applying for these jobs.

Selecting of the right person for the post:

This is the most important step of recruitment and selection. The various

involved here are:


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Short listing of candidates:

Majority of the companies shortlist on the basis of the application of the

candidate. If the application is vague then it may be eliminated and the

organization might miss out on a good candidate and the candidate a good

offer.

Some companies have their own forms the basic information required are

personal details, educational history, work experience.

ON CAMPUS RECRUITMENTS:

Educational institutions provide an excellent source of potential employees for

entry-levels positions in the organizations especially for recruitment

management trainees or officer apprentices.

But such a technique is not very cost effective for the recruitment of store front

line employees and as well the educational institutions are not potential pool of

prospective store or front line employees.

DEFINE MANPOWER NORMS:

Manpower norms are defines to meet the corporate objectives in annualbusiness plans. This is done by highly competent and mature professionals by a

process of aligning and mapping the resource requirement vis--vis business

goals and the store requirements. The human resource planning and estimation

is there by drawn upon by specifying levels and chore skill profiles.

While fixing the norms, the following have to be taken into account:

y Projected business, trends and assumptions

y Numerical and qualitative gaps in current resources versus feature forecastsy Projected attrition and promotion rates as per industry benchmarks

y Data from benchmarking activities for productivity efficiency

y Lean support organization

y Redeployment/Retooling of existing personnel


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The above planned requirements are met broadly by working out strategies on

researching, development (training), career management (succession planning,

role enhancement) etc.,

In addition to approved annual manpower norms, requirement for sources will

arise through unplanned exits and new unplanned businesses.

While defining the manpower norms the key aspects are kept in mind such as

a) Maximizing coverage of the requirements of the organization

b) Ensuring the best quality and

c) Time minimizing and cost

RECEIVING MANPOWER REQUISITION :Upon receiving manpower requisition for an existing vacancy, careful

consideration is given whether or not it needs to be filled or if the duties can be

distributed amongst existing employees. Then determine whether recruiting a

new member or staff will fill the vacancy. If vacancy needs to be filled then the

duties should be reviewed to determine if the requirements have changed.

A decision will require to be made about whether the post should be filled on

fixed term or permanent basis. Fixed term contracts should be used only inparticular circumstances, which are outlined in the policy on use of Fixed term

contracts. It is the companys policy to advertise all posts either internally or

externally. There are circumstances in which this is not necessary. e.g.

redeployment I redundancy situations, employment of students during

vacations, use of temporary agency staff. Advice regarding appropriate

advertising can be obtained from the personnel department.


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Identifying the profiles from the database:

An updated recruitment database is to be maintained. Based on the approved

manpower requisitions received the positions will be sourced through the

sourcing avenues as mentioned earlier. Once the applications are received they

have to be screened based on the job profiles and the sets decided for the

positions. However broadly the following guidelines are to be followed while

screening and identifying the profile from the database.

1. Age: - the age norm is mentioned in the manpower requisition form is to be

checked first. This will help in organizations vision for career plan of each

position. Hence age norms should be strictly adhered to. As the requirement

will be for store employee the maximum age limit for every employee is

fixed as below 27 years of age.

2. Qualifications: - qualifications required should exactly be matched.

Diluting the required qualifications means diluting the quality in standards.

a. Professional qualification: - candidates who possess professional

qualification have to given priority.

b. Part time vis- a- vis full time qualifications: - As a rule all the candidates

should completed their education on full time basis. The norms can be

relaxed only in case of professional; qualification.

QUALIFICATION AND EXPERIENCE REQUIRED FOR VARIOUS

CADRES OF STORE EMPLOYEES

CADRES CSA MSE SUP CA

QUALIFICATION Min Puc

pass.

Min Puc

pass.

Min Puc

pass.

Min B Com

qualified

EXPERIENCE 0-2 Yrs 0-2 Yrs 1-3 Yrs Min 2 yrs of

cash

handling


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3. Experience: - the experience of the candidate being screened should be

divided into relevant and non- relevant categories.

SELECTION TESTS:Many large use a testing process as a part of their selection of new staff. Tests

are used for a number of reasons. Firstly, they may be time efficient in terms of

ranking the quality of large numbers of applicants. Also they assess all

applications on a similar set of performance objectives. At the bottom line, they

may sort out some applicants who are well below the standards required by that

particular employer for that particular position. They are also used to measure

job- related capacities and therefore minimize inappropriate staff selection.

Most of the employers using tests are recruiting large number of employees and

will have large number of applicants. Some small employers may contract

agencies to conduct the testing for them if they do not have the facility to

administer the tests themselves.

RESUMES:

Resumes provide a systematic record of information.

Resumes are used as a device foe preliminary screening of the candidates; theinformation such as qualification, age, personal profile and the work experience

of the candidate is obtained from the resumes.

Where a degree of choice exists, information provided by the resumes can

matched against the job specification, and the resumes are sorted into three

categories probable, possible. Unsuitable.

The probable and possible candidates are short listed for the other rounds of

selection process.


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EMPLOYEE APPLICATION FORM

It is a very useful device which helps the interviewer to assess the candidate in

more structured manner. It contains various details regarding candidates family

background, his previous employer details, years of experience, qualification

details etc.

The employee application form is also very important for the SAP hirer to hire

the selected candidates on SAP.

INTERVIEWS:

Interviews remain the most popular method of assessment for selection.

Although more and more employers are using other methods as well. One

likely to get a job without being interviewed as part of selection process.

Interviews give both candidate and employer a chance to meet face to face.

Broadly speaking, there are 3 types of interview:

y Competency based interviews

y Biographical interviews

y Situational interviews

COMPETENCY BASED INTERVIEWS

Focus on particular areas of competence, which are important to job.

Are clearly related to the job in question.

The questions will relate to particular abilities or styles.

e.g. tell me about a time when you had to meet a tight deadline. Hoe did you

cope? What was the outcome?

Candidates need to come up with lot of examples of situations, from the work

experience, leisure activities or home life.


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Biographical interviews

The most traditional format

Focus on the kind of information the candidate might put on a curriculum vita,

e.g. Work experience

Educational background

Leisure interests

Circumstances (e.g. the kind of working hours/conditions you manage)

Health

Aspirations

Previous job responsibilities

The link between the questions and the job, candidate is applying for may not

be apparent.

Situational interviews

Questions are asked to imagine the candidate in a given hypothetical situation

and asked what the candidate would do.

The situations may be taken directly from the job in question or may be more

general.

Interviewing process

Interviewing is a two way communications process where the employee and

employer interact.

During the process of interview, the interviewer will probably takes notes as

the interviewing goes along.Candidates will be usually given opportunity to ask questions at the end.


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Organizing Interviews:

While organizing interviews ensure communicating with the candidates is

complete in all respects-Date, Venue, Time, how to reach the venue, travel

eligibility, time frame and the likely time span by which the process would be

fully complete.

Conducting Interviews:

The Interview panel member must be reminded of the interviews. The

interview panel for the selection of store employees consists of managers from

the operations team who are well aware regarding the store employee

operations.

When the candidate arrives at the venue instead of communicating animpersonal wait message through the receptionist the candidate should be

personally met and pleasantries must be exchanged.

Before the candidates arrive check for their personal history form and ensure

that the candidate assessment forms are complete in all respects. Discuss,

decide and record the next steps.

COMPENSATION FITMENT

Compensation is probably on the most critical and sensitive areas in

recruitment it should be handled with a lot of care and prudence.

The following points may be kept in mind while doing the same.

1. Documentary proof of the perspective employees current salary should be

examined in detail and its authenticity to be checked.

2. Internal benchmarks should be set so as to avoid severe anomalies and

disparities in fixing up compensation.

Such benchmarks should be fixed for all levels along the lines of qualifications,

relevant years of experience, current role and responsibilities and performance

factors.


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3. Sometimes it may be possible that employees may be taken from a single

company in such cases no major deviation to be made either in cadre or

compensation while doing the fitment.

While discussing the compensation we often encounter the issues like

compensating to ensure he joins the company.

DECISION OF SELECTION AND ISSUE OF OFFER

The decision of selection is made on the basis of interview panels inputs,

technical overviews, reference checks and verification of credentials.

Once the compensation and fitment process is finalized the offer of

appointment should be issued.

PERSON SPECIFICATION:

Depending upon the job analysis and description the HR person has draw out

the needs of the job. Once the needs of the job are determined, the skills needed

by the employee for the job are defined. This is called job specification or

person specification.

Job specification defines the essential attributes needed for the terms of

PHYSICAL REQUIREMENTS OF THE JOB:

Educational requirements of the job

General intelligence, Verbal and Numerical aptitude.

Other interests and hobbies.

Personality traits needed for the job.


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METHODOLOGY

Observation Size : 100

Area of Observation : .Reliance Retail Pvt. Ltd62/2, Reliance HouseRichmond RoadNear Globus Show RoomBangalore

Observation Unit : Bangalore

The Observation size taken for the study is 100. The technique used here is

keen observation. The area of sampling is at the Bangalore.

FUNCTIONAL CADRES AT THE RELIANCE FRESHSTORE.

1. FRANCHISEE:

Franchisees are the owners of the reliance fresh stores. They are appointed

on the basis of their experience in the retail industry. The franchisees are

supported by the company by providing them with the shops, goods,

technical support including man power. The store employees are hired on

these franchisee roles. Every new franchisee who enters the system

undergoes a training for 25 days for he needs to carry on the business the

RELIANCE WAY.


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2. CUSTOMER SUPPORT ASSOCIATES:

The Customer support associates form the major bulk of the store employee

population. The average educational qualification for this group is Pre

University (pass). The main job of the CSAs at the store will be to:

Bill the goods for the customers.

Arrange the stocks that arrive from the DC(distribution center)

Stack the goods in proper manner so the customers find the required

products easily

Assist the customers in the purchases of various items

Remove the spoilt and unwanted goods and assess the value of dump The maximum number of CSAs for every store of 3000 sq ft is 13.

3. SUPERVISORS:

Supervisors are the assisters to the franchisees. They help the franchisees in the

overall functioning of the store. The minimum qualification for the supervisors

is completion of their degree.

The main jobs of the supervisors at the store will be to:

Assist the franchisees in keeping the stock check

Assist the CSAs in handling the customer queries

Doing the indenting of goods for the store.

Maintaining all the licenses for the franchisees.

Maintaining attendance records of the store etc.

The maximum number of supervisors for every store of 3000 sqft is 3.


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LIMITATIONS OF THE STUDY

The 45 days long project was limited to the premises of Bangalore. The study is limited to only Reliance Retail Pvt. Ltd., Bangalore.

The observation is done by keeping in mind the cadres separately and by

talking to the candidates applying for the job

Some employees were not ready to answer certain particular questions

because they fear that this would affect the relationship with the

organization.


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A N A LYSIS A ND INTERPRET A TION


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1. Table showing source of recruitment

Cadres CSAs MSEs Supervisors CAs

Smp % of Smp

Smp % of Smp.

Smp % of Smp

Smp

% of Smp

Employeereferral

3 12 2 27 12 40 5 10

Recruiterssourcing

14 80 2 73 16 54 8 80

Advertisements

8 8 11 0 1 3 2 0

Others 0 0 0 0 1 3 0 0

Total 25 100 15 100 30 100 15 100


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Inference for CSAsMaximum of the Customers support associates came to know through

Recruiters sourcing and then through advertisements.

The employee referrals and other sources give a very less contribution since the

company is very new in the business

recruitment source for CSA

3, 12%

14, 56%

8, 32%

0, 0%

Employee referral Recruiters sourcing Advertisements Others


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Inference for Membership Service Executives s

The best way of attracting the Membership Service Executives for the job is by

advertising, since many of the walk ins for Membership Service Executives

happened because of the banners displayed at various store that were to be

opened in Bangalore. 74% of the Membership Service Executives are recruited

because of the advertisements and 13% each by recruiters sourcing and through

employee referrals.

recruitment source for MSE

2, 13%

2, 13%

11, 74%

0, 0%

Employee referral Recruiters sourcing

Advertisements Others


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Inference for Supervisors

This group of employees is very difficult to obtain. The major chunks of the

supervisors are to sourced by the recruiters by being on the field. This group

needs to be sourced by literally hunting them from various other established

retail chain in Bangalore.The employee referrals are also good contributors since many managers in the

corporate office are from retail background.

Recruitment source for Supervisors

12, 40%

16, 54%

1, 3%

1, 3%




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Inference for Commercial Associates:Similar to the supervisors this group of employees is to be hunted by the

recruitment team from the other established retail chains in Bangalore and the

employee referrals also work well for this particular group of employees.

The recruitment team also sources this group of employee from the various job

related sites and then calls them for the selection process.

Recruitment source for CA

5, 33%

8, 54%

2, 13% 0, 0%




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1. Table indicating appearance in selection process

Responses No. Of Respondents. % Of Respondents

Yes 100 100

No 0 0

Total 100 100

Inference

Maximum employees have gone through selection process and test beforerecruiting.

100%

0%

Yes No


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2. Table showing efficacy of recruitment and selection policy

Responses No. Of

respondents

% Of respondents

Very effective 54 54

Moderately effective 32 32

Not effective 14 14

Total 100 100

I nference

The table shows that 54% of the employees have the opinion about the

companys recruitment policy as very effective, 32% have moderately effective

opinion and 14% have negative opinion.

54%32%

14%

Very effective Moderately effective Not effective


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3. Table showing the response to the necessity of present recruitment policy

Responses No. Of respondents

% Of respondents

Yes 100 100

No 0 0

Total 100 100

Inference

The table shows that all the employees says that the present recruitment policyis necessary for the company

100%

0%

Yes No


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4. Satisfied with the present recruitment procedure


% Of respondents

Highly satisfied 10 10

Satisfied 75 75

Not satisfied 15 15

Total 100 100

Inference

The table shows that 75% of the employees are satisfied with the presentrecruitment procedure.

10%

75%

15%

Highly satisfied Satisfied Not satisfied


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5. Opinion about the interview assessment form in selection process.


% Of respondents

Yes 92 92

No 8 8

Total 100 100

Inference

The table shows that 92% of the employees say that interview assessment form

is useful in the selection process.

92%

8%

Yes No


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6. Do you think your organization has a well structured process for therecruitment and selection?


% Of respondents

Fully agree 10 10

Agree 78 78

Disagree 12 12

Total 100 100

Inference

From the above table it can be observed that majority of the respondents feltthat a well-structured recruitment and selection process has been followed atthe company and 12% of the employees have negative opinion

10%

78%

12%

Fully agree Agree Disagree


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7. Responses showing the fulfillment of present recruitment and selectionprocess in finding the right talent at the right time.


% Of respondents

Fully agree 25 25

Agree 55 55

Disagree 20 20

Total 100 100

Inference

Most of the employees are agreed with the present recruitment selection

process to find the right talent.

25%

55%

20%

Fully agree Agree Disagree


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8. Table showing the responses about the ideal time gap between the interviewand issue of offer.


% Of respondents

15 days 85 85

30 days 10 10

45 days 5 5

60 days 0 0

Total 100 100

Inference

The study showed that the time gap between the issue of offer and the

interview is 15 days.

85%

10%5% 0%

15 days 30 days 45 days 60 days


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9. Features stressed upon while recruiting.


% Of respondents

Attitude of the candidate 70 70

Compatibility of the candidate 4 4

Functional Knowledge of the candidate 20 20

His/Her health 4 4

His/Her smartness and Wit 2 2

Total 100 100

Inference

All the departments stresses on the attitude of the candidate and his/her

functional knowledge whereas the HR department focused more on attitude of

the candidate.

Features stressed upon whilerecruiting

70, 70%4, 4%

20, 20%

4, 4%

2, 2%

Attitude of the candidate

Compatibility of the candidate

Functional Knowledge of the candidate

His/Her health

His/Her smartness and Wit


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10. Opinion regarding recommend the company to another person for making his/her career


% Of respondents

Highly recommended 5 5

Recommended 80 80

Least recommended 15 15

Do not recommend 0 0

Total 100 100

Inference

Most of the employees of all the departments do recommend the company for

making the career.

5%

80%

15% 0%

Highly recommended Recommended Least recommended Do not recommend


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11. Opinion about companys present recruitment policy.


% Of respondents

Good 94 94

Very good 4 4

Bad 2 2

Average 0 0

Fair 0 0

Excellent 0 0

Total 100 100

Inference

The overall opinion about the company is good according to al l the employees.

94%

4% 2%

0%

0%

0%

Good Very good Bad Average Fair Excel len t


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FINDINGS


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FINDINGS

1. All the employees are satisfied with the recruiting process that is followed

in the organization.

2. Maximum number of employees has come to know through advertisements,

recruiters sourcing and employee referrals and few have come through other

resources.

3. Maximum number of employees from all the cadres has focused more on

the company reputation and career development.

4. All the employees have been through a panel interview before they were

recruited.

5. Most of the employees from all the cadres do recommend the company for

making their career.

6. From overall point of view, the company is good according to all the

employees.

CONTRIBUTION OF THE STUDY

Depth knowledge about the importance and procedures of recruitment and

selection process


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C ON C LUSIONS A ND SUGGESTIONS


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SUGGESTIONS

Advertisements is the major mode of recruitment, therefore the

advertisement should have a clear briefing about job description/profile

so that the candidates can understand the requirements of the company

and it should also be specific from the companys point of view about its

won requirements.

Other methods of recruitment process like aptitude tests ands can be

opted apart from panel interviews, which are usually employed.

Aptitude testing has already been proved to be a vital component in

choosing the best candidate in modern day recruitment practices. For a

more effective recruitment, Aptitude testing can be implemented in the

selection process.

Part time jobs offers will provide good source for the recruiters to get

the employee especially for the cadre of CSAs.

It is also seen that the time gap between the interview and issue of offer is more, it is required that the candidate must be informed about the

interview status.


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CONCLUSION

The study of recruitment and selection policies of Reliance Retail. Pvt. Ltd.

shows that a definite procedure is being followed to ensure the best in the field.

Overall employees are satisfied with the recruitment process that is

followed in the organization.

There is not much difference in the opinions among the employees of

various cadres regarding the aspects of the interviewing process, the

interviewer and their interaction during the interview, which is highly

satisfactory.

The employees of all the cadres have assigned highest priority to company

reputation and then the opportunity for advancement (career growth).

The company had been following the panel interview method, which can be

cumbersome to the recruitment process.

There is wide acceptance that the functional knowledge of the candidate is

very important secondly the attitude of the candidate and then compatibility

of the candidate, his/her health and lastly smartness and wit of the candidate


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BIBLIOGR A PHY


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BIBLIOGRAPHY

1. Principles of Management- KOONTZ O DONNELL

2.

Personal Management- C.B. MAMORIA

3. Human Resource Management- K.A. ASWATHAPPA

4. Recruiting, how to do it- IAIN MAITLAND

WEBSITE REFERENCES:

www.smarthiring.com

www. Relianceretail.com

www.google.com

digi 4 project

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