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Project Report

On

Recruitment and Selection process at

Reliance Communications


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PREFACE

We are feeling immense pleasure and deep satisfaction in presenting this work. This

project forms a compulsory part of our MBA curriculum which is completed in the form

of Project report and this opportunity given to us by Reliance Communication, Lucknow.

In any company there are many issues and topics which need research or study. Keeping

this thing in mind we have chosen this topic of Recuruitment and Selection Process for

study. Through our project Reliance Communication was benefited because through the

report which we provided to the company, they can guess the Recruitment and Selection

issues of their process and they can find out the ways to improve the HR system.

This study was conducted through a survey. For this we prepared a questionnaire which

contains questions related to recruitment and selection process. We were taking the

responses of staff , job seekers Job agencies.

We personally visited different location to conduct personal interviews. We also

took the content from website of the company annual reports and circulars. The sample

size for this project was 100. Finally after analyzing different responses, we have given

some recommendations to the company. This is our serious attempt to study this topic and

presenting it our level best.

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ACKNOELEDGEMENT

Perseverance and motivation have always played a key role in the success of any venture.

At this level of understanding it is often difficult to understand the wide spectrum of

knowledge without proper guidance and advice.

This report has been made possible through direct and indirect support of various persons

for whom we wish to express our gratitude and appreciation.

First of all we would express our thanks to our supervisor Miss. Pallavi without whose

guidance and support this project would have been impossible .We are also grateful to the

entire staff of Reliance Communication , who directly or indirectly contributed towards the

completion of this project .

We are full of thanks for our teachers for their blessing and encouragement.

However, we accept sole responsibility for any possible error that might be there in this

report.

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TABLE OF CONTENTS

(i) Synopsis.(4)

(ii) Introduction (5)

(iii) About Reliance ADAG Group Company(6)

(iv) About Reliance Communication Ltd..

(16)

(v) About Reliance HR Services Private Ltd.

(20)

(vi) Recruitment and Selection process....(23)

(vii) Recruitment and Selection process at

Reliance HR Services Private Ltd .(42)

(viii) Methodology followed......

(53)

(ix) Tabulation, Findings and Interpretations....(55)

(x) Limitations of the study..(74)

(xi) Recommendations (75)

(xii) Appendices.(78)

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(xiii) Bibliography ....(97)

SYNOPSIS

The objec ti ve o f the projec t was to s tudy and analyze the r ecru i tment and

selection process of Reliance Communication Ltd. The study included analyzing

previous recruitment sources and methods, changes implemented in the past and

their e ffect s, the se lect ion process and thereby the success of the both the

recrui tment and selection process. The ent ire s tudy was concentrated around

recruitment and selection; hence the following would be pursued :

Studying the posts to be filled

Planning the Number of persons to be recruited

Duties to be performed

Preparing the job description and person specification

Studying the KSAs ( Knowledge, Skills and Abilities) of the job

Consulting the recruitment policy and procedure of the company

Studying the recruitment sources and methods of the company screening of

the responses

Then, studying the selection process of the company

At last , analyzing in a comprehensive manner the whole Recrui tment and

Selection process

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INTRODUCTION

With a strong population of over 1.1 Bil l ion, India has become one of the most

dynamic and promising telecom markets of the world. In recent times, the country

has emerged as one of the fastest growing telecom markets in the world. During

2003-2007, the country wi tnessed the number of phones increasing more than

t rip le and to ta l t e le-densi ty rose f rom 5 .1% to 18 .2%, according to Indian

Telecom Analysis (2008-2012), a new research report by RNCOS:

Key Findings

The total telecom subscr ipt ion in India surged at a CAGR of over 38% from

fiscal 2003 to fiscal 2007, making the country the third largest telecom market

in the world.

Mobile phones accounted for 80.2% of the total telephone subscriber base at

the end of March 2007.

The Internet subscriber base in the country, as on March 31, 2007, stood at 9.3

Mill ion as compared to 6.9 Mill ion on March 31, 2006 registering a growth of

34.8%.

By fiscal 2010, Indian will require around 330,000 telecom network towers. To

meet th is enormous need, the t el ecom operators a re r esort ing to ne twork

infrastructure sharing.

This sector thus, has a huge manpower requirement and the at tr i t ion rate is also

on the higher side. Hence, the role of HR department is crucial and cri t ical for an

organizations success in this sector.

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Reliance Anil Dhirubhai Ambani Group, an offshoot of the Reliance Groupfounded by Shri Dhirubhai H Ambani (1932-2002), ranks among Indias top threeprivate sector business houses in terms of net worth. The group has businessinterests that range from telecommunications (Reliance Communications Limited)to financial services (Reliance Capital Ltd) and the generation and distribution ofpower (Reliance En ergy Ltd).

Reliance ADA Groups f lagship company, Reliance Communications, is India's

larges t pr ivate sector informat ion and communicat ions company, wi th over 40

mill ion subscribers . I t has es tabl ished a pan-India, high-capacity , integrated

(wireless and wirel ine) , convergent (voice, data and video) digi tal network, to

offer services spanning the entire infocomm value chain.

Other major group companies Rel iance Capi tal and Rel iance Energy are

widely acknowledged as the market leaders in their respective areas of operation.

Reliance Capital

Reliance Capital i s one of Indias leading and fas tes t growing pr ivate sector

f inancial services companies, and ranks among the top 3 private sector f inancial

services and banking companies, in terms of net worth.

The company has interest s in asse t management and mutual funds , l if e and

general insurance, private equity and proprietary investments, s tock broking and

other activities in financial services.

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Reliance Energy Limited

Reliance Energy Limited, incorporated in 1929, is a fully integrated utilityengaged in the generation, transmission and distribution of electricity. It ranks

among Indias top listed private companies on all major financial parameters,including assets, sales, profits and market capitalization.

I t is Indias foremost private sector ut i l i ty with aggregate est imated revenues of

Rs 9,500 crore (US$ 2.1 bi l l ion) and total assets of Rs 10,700 crore (US$ 2.4

billion).

Reliance Energy Limited distr ibutes more than 21 bil l ion units of electr ici ty to

over 25 mill ion consumers in Mumbai, Delhi , Orissa and Goa, across an area that

spans 1,24,300 sq. kms. I t generates 941 MW of elect r ici ty , through i t s power

stations located in Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa.

The company is currently pursuing several gas, coal, wind and hydro-based power

generat ion pro jec ts in Maharashtra , Uttar Pradesh , Arunachal Pradesh and

Uttaranchal wi th aggregate capaci ty of over 12,500 MW. These projects are at

various stages of development.

Reliance Energy Limited is vigorously part icipating in emerging opportunit ies in

the areas of trading and transmission of power. It is also engaged in a portfolio of

services in the power sector in Engineering, Procurement and Construction (EPC)

through a network of regional offices in India.

Reliance Health

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

Heal th i s a focused heal thcare serv ices company enabling the provi sion of

s ol ut ion t o I nd ians , a t a ff or dabl e p ri ces. The company a ims a t p rovi di ng

integrated heal th services that wi l l compete wi th the bes t in the wor ld. I t a lso

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plans to venture into diversified fields like Insurance Administration, Health care

Delivery and Integrated Health, Health Informatics and Information Management

and Consumer Health.

Rel iance Hea lt h a ims a t r evol ut ioni zi ng hea lt hcar e i n I nd ia by enabl ing a

h ea lt hc ar e e nv ir on me nt t ha t i s b ot h a ff or da ble a nd a cc es sib le th ro ug h

partnerships with government and private businesses.

Reliance Media & Entertainment

As part of the Reliance - ADA Group, Reliance Entertainment is spearheading theGroups foray into the media and entertainment space. Reliance Entertainments

core focus is to build significant presence for Reliance in the Entertainment eco-

system: across content and distribution platforms.

The key content ini t iat ive are across Movies, Music, Sports , Gaming, Internet &

mobi le por tals , leading to di rect oppor tuni t ies in del ivery across the emerging

digital distribution platforms: digital cinema, IPTV, DTH and Mobile TV.

Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest

entert ainment companies in India, which has in teres ts in f ilm process ing ,

production, exhibition & digital cinema.

Rel iance Enter tainment has made an entry into the FM Radio bus iness through

Adlabs Radio www.big927fm.com Having won 45 stat ions in the recent bidding,

BIG 92.7 FM is already Indias largest private FM radio network with 12 radio

stations across the country.

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Reliance Communications Limited

The flagship company of the Reliance ADA Group, Reliance CommunicationsLimited, is the realization of our founders dream of bringing about a digital

revolution that will provide every Indian with affordable means of communicationand a ready access to information.

The company began operations in 1999 and has over 20 million subscribers today.

I t offers a complete range of integrated telecom services. These include mobile

and f ixed l ine telephony, broadband, nat ional and internat ional long distance

services, data services and a wide range of value added services and applications

aimed at enhancing the productivity of enterprises and individuals.

Apart from these some other businesses are:

Reliance Mutual Fund Reliance Life Insurance

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Reliance Portfolio ManagementService

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


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Its Structure

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Companys Values

Shareholder Interest

They value the t rus t of shareholders , and keep thei r interes ts paramount in

every business decision we make, every choice they exercise.

People Care

They possess no greater asset than the quali ty of their human capital and nogreater priori ty than the retention, growth and well-being of their vast pool of

human talent

Consumer Focus

They rethink every business process, product and service from the standpoint

of the consumer so as to exceed expectations at every touch point.

Excellence in Execution

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

as small everyday tasks. If something is worth doing, it is worth doing well.

Team Work

The who le i s g reat er t han t he s um of i ts par ts ; i n t he ir r ap id ly -chang ing

knowledge economy, organiza tions can prosper only by mobi li z ing d iverse

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competencies, ski ll s e ts and expert ise; by imbibing the spi ri t of th inking

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

Proactive Innovation

They nurture innovation by breaking si los, encouraging cross-fert i l izat ion of

ideas & f lexib il ity of roles and functions. They crea te an envi ronment of

accountabil i ty, ownership and problem-solving based on part icipative work

ethic and leading-edge research

Leadership by Empowerment

They bel ieve leadership in the new economy is about consensus building,

about giving up control; about enabling and empowering people down the l ine

to take decisions in their areas of operation and competence.

Social Responsibility

They believe that organizations, l ike individuals , depend on the support of the

community for their survival and sustenance, and must repay this generosity in

the best way they can.

Respect for Competition

They respect competi t ion because theres more than one way of doing things

r ight . They can learn as much f rom the success of others as f rom thei r own

failures

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An Overview

The Late Dhirubhai Ambani dreamt of a digital India an India where thecommon man would have access to affordable means of information andcommunication. Dhirubhai, who single-handedly built Indias largest private

sector company virtually from scratch, had stated as early as 1999: Make thetools of information and communication available to people at an affordable cost.They will overcome the handicaps of illiteracy and lack of mobility.

It was with this belief in mind that Reliance Communications (formerly Reliance

Infocomm) s tart ed l ay ing 60 ,000 route k ilomet res of a pan- India f ibre opti c

backbone. This backbone was commissioned on 28 December 2002, the auspicious

occasion of Dhirubhais 70th bir thday, though sadly after his unexpected demise

on 6 July 2002.

Reliance Communications has a rel iable, high-capacity, integrated (both wireless

and wireline) and convergent (voice, data and video) digital network. It is capable

of delivering a range of services spanning the entire infocomm (information and

communi ca ti on ) val ue cha in , i nc ludi ng i nf ra st ruct ur e and s er vi ces f or

enterprises as well as individuals, applications, and consulting.

Today, Reliance Communications is revolutionizing the way India communicates

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

Its Businesses

Reliance Communications is the f lagship company of the Anil Dhirubhai Ambani

Group (ADAG) of companies . Lis ted on the Nat ional Stock Exchange and the

Bombay Stock Exchange, i t i s India s l eading in tegra ted t elecommunicat ion

company with over 40 million customers.

Our business encompasses a complete range of telecom services covering mobile

and fixed l ine telephony. I t includes broadband, national and international long

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distance services and data services along with an exhaustive range of value-added

services and applications. Our constant endeavor is to achieve customer delight

by enhancing the productivity of the enterprises and individuals we serve.

Reliance Mobile ( former ly Rel iance India Mobile), launched on 28 December

2002, coinciding with the joyous occasion of the late Dhirubhai Ambanis 70th

birthday, was among the initial initiatives of Reliance Communications. It marked

the auspicious beginning of Dhirubhais dream of ushering in a digital revolution

in India. Today, we can proudly claim that we were instrumental in harnessing the

true power of information and communication, by bestowing it in the hands of the

common man at affordable rates.

We endeavor to further extend our efforts beyond the tradit ional value chain by

developing and deploying complete telecom solutions for the entire spectrum of

society.

HR Department In Reliance Communications

In my book, we have no greater asset than the quali ty of our intel lectual capital ,

and no greater priori ty than the growth and retention of our vast pool of talent

Anil Dhirubhai Am bani

At Reliance - Anil Dhirubhai Ambani Group, they recognize the cri t ical role that

their people play in the success and growth of each of their businesses. I t is the

ski l l and ini t iat ive of thei r workforce that sets them apar t f rom thei r peers in

todays knowledge-driven economy. I t is their commitment and dedication that

lends them the competitive edge, and helps them stay ahead of the curve.

Their s t rong team of profess ionals i s among the youngest in the country , and

consists of some of the most dynamic, motivated and qualif ied individuals to be

found anywhere in the world. Fi rs t -rate management graduates , highly t rained

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engineers, top-notch f inancial analysts and razor sharp accountants they have

on their rolls some of the brightest minds in the business.

The Departments Mission

Thei r t ransparent HR policies and robust processes are driven by a s ingle

overarching object ive: To at t ract , nur ture, grow and retain the bes t leadership

talent in every sector and industry is which they operate.

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

Committed to excellence in quality,

Focused on creation and enhancement of stakeholder value

Responsive to evolving business needs and challenges

Dedicated to uphold the core values of the Group

The Departments Promise

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

Growth opportunities to expand leadership capabilities

True meritocracy and freedom to choose career paths

Opportunities to develop and hone leadership and functional capabilities

An entrepreneurial environment where people can pursue their dreams

Competitive compensation

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In addit ion, they follow a well-defined Rewards & Recognit ions programme that

per iodical ly ident i fies except ional individual and team achievers among the

various business functions and verticals in the Group.

The Departments Expectations

Reliance ADAG encourages i ts employees to take leadership, at al l levels of

the organizat ion, and par t icipate in accelerat ing growth of thei r bus inesses to

build a formidable enterprise. Leaders in Reliance - ADAG are expected to:

Always keep the customers needs in mind and constantly innovate

Execute flawlessly and with speed

Sus ta in and s tr engt hen t he g roups s pi ri t o f ent repr eneurs hi p taki ng

ownership and accountability for their actions

Leverage synergies to learn and build on the diverse experiences and skil l sets

of their various businesses and teams

Create a true meritocracy with a pervasive commitment to transparent systems

and processes

Do all this with unquestionable Integri ty to ensure total compliance with the

laws of the land.

RELIANCE HR SERVICES PRIVATE LIMITED

Ani l Amban i wan ts t o go one -up on t he l ikes o f HR consu lt ing g iant s l ike

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

group company Rel iance HR Services-whose present mandate i s to handle in-

house staff ing requirements-to one which is capable of meeting similar needs of

other companies so that it can emerge as a highly lucrative cash cow.

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The company which came into being on Apr i l 1 , 2008 intends to close 2008-09

with a turnover of Rs. 300-500 crore. Amitabh Ghosh, CEO of Rel iance HR

Services Private Limited wants to move out from merely meeting internal needs of

group to cover thi rd-par t ies also f rom 2009-10. Thus , the company intends to

handle both domestic and global corporations.

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

In the next f ive years the company intends to employ 5 lakh professionals for the

group i t sel f. Rel iance HR Services Pr ivate Limited current ly operates out of

office premises of various ADAG companies. The offices of the company would

be spread all over the country in the manner shown below:

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Organization Structure - Location

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LocationHead

Field

Recruiter

Resource

Management

Executive

MIS ExecutivePayroll

ExecutiveCompliance

Officer


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RECRUITMENT AND SELECTION PROCESS

According to Edwin B. Flippo, Recruitment is the process of searching thecandidates for employment and stimulating them to apply for jobs in theorganization. Recruitment is the activity that links the employers and the job

seekers.

Recruitment is a l inking activi ty- bringing together jobs to f i l l and those seeking

jobs. A good recruitment program should at tract the qualif ied & not unqualified.

Recrui tment i s a cost ly af fa ir . There are l egal impl ica tions of incompetent

selec tion negl igent h ir ing . Organiza tions must cons ider r ecru i tment as a

strategic war to at tract talent , and must develop and implement aggressive talent

acquis it ion s tr ategies in order to dominate the l abor market within a g iven

industry. With the impending ret irement of the baby-boomer generation and the

lack of availabil i ty of high quali ty senior-level talent , many companies consider

talent acquisition to be the most important business challenge facing them today.

Recrui tment of candidates i s the funct ion preceding the select ion, which helps

c re at e a p oo l o f p ro sp ec tiv e e mp lo ye es f or t he o rg an iz at io n s o th at th e

management can select the r ight candidate for the r ight job from this pool. The

main object ive of the recrui tment process i s to expedi te the select ion process .

Recruitment is a continuous process whereby the f irm attempts to develop a pool

of qualif ied applicants for the future human resources needs even though specific

vacancies do not exis t . Usual ly , the recrui tment process s tar ts when a manger

initiates an employee requisition for a specific vacancy or an anticipated vacancy.

Purpose & Importance Of Recruitment:

A ttrac t an d en co urag e more an d more can did ates to a pp ly in the

organization.

Create a talent pool of candidates to enable the selection of best candidates

for the organization.

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D et er mi ne p re se nt a nd f ut ur e r eq uir em en ts o f t he o rg an iz at io n i n

conjunction with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of

visibly under qualified or overqualified job applicants.

Help reduce the probabil i ty that job applicants once recruited and selected

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

M ee t th e o rg an iz at io ns l eg al a nd s oc ia l o bli ga tio ns r eg ar di ng t he

composition of its workforce.

Begin identi fy ing and prepar ing potenti al job appl icant s who wil l be

appropriate candidates.

Increase organizat ion and individual ef fect iveness of var ious recrui ting

techniques and sources for all types of job applicants.

So, those people who are involved in the process have a h igh l evel of

responsibilities.

Managements Role in Recruitment

Recrui tment planning is anticipat ing and us ing al l available f lexibil i ties and

st rategies to maintain the workforce. Human Resources Responsibil i ties along

with the c iv i li an Recruitment Team can help through thi s process by further

explaining strategies and helping to find easier ways to accomplish them.

Responsibilities include:

Determining a vacancy exists.

Choosing the right strategies to fill the position.

Defining and captur ing the need (understanding the pos it ion, i t s funct ions ,

duties, responsibilities, and skill requirements.)

Initiating the final action.

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Recruitment needs are of three types

PLANNED

i.e. the needs arising from changes in organization and retirement policy. ANTICIPATED

Anticipated needs are those movements in personnel , which an organizat ion

can predict by studying trends in internal and external environment.

UNEXPECTED

Resignation, deaths, accidents, illness give rise to unexpected needs.

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The Recruitment Process

1 Determinethe exact need Implement the decision

2 Obtainapproval Allow timefor response

3 Combine / updatejob description

and job specificationScreen responses

4 DetermineKPAs of the job Draw up a candiddateshortlist

5 Consultthe recruitmen t policy

& pr ocedureProvidefeedback to applicant

6 Choosethe recruitment source(s) Proceed to selection

7 Decideon a recruitment method Evaluatethe r ecruitment effo

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SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for i ts recruitment

processes from two kinds of sources: internal and external sources. The sources

within the organization i tself ( l ike transfer of employees from one department to

o ther , p romoti ons) t o f il l a pos it ion a re known as t he i nt er na l s ources o f

recruitment. Recruitment candidates from all the other sources ( l ike outsourcing

agencies etc.) are known as the external sources of recruitment.

SOURCES OF RECRUITMENT

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Internal Sources Of Recruitment

1. TR AN SFE RS

The employees are transferred from one department to another according to

their efficiency and experience.

2 . P RO MO TI ON S

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

benefits and greater responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to their

performance.

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

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

such people save t ime and cos t s of the organiza t ions as the people are

already aware of the organizational culture and the policies and procedures.

5 . T he d ep en de nt s a nd r el at iv es o f D ec ea se d e mp lo ye es a nd D is ab le d

employees are also done by many companies so that the members of the

family do not become dependent on the mercy of others.

The advantages of internal recruitment are that:

1. Considerable savings can be made. Individuals with inside knowledge of

how a business operates will need shorter periods of training and time for

'fitting in'.

2. The organization is unlikely to be greatly 'disrupted' by someone who is

used to working with others in the organization.

3. Internal promotion acts as an incentive to all s taff to work harder within the

organization.

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4. From the f irm's point of view, the strengths and weaknesses of an insider

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

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

The disadvantages of recruiting from within are that:

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

2. An insider may be less l ikely to make the essential cri t icisms required to

get the company working more effectively

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

External Sources Of Recruitment

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

provides the oppor tuni ty to br ing new exper ience and ideas in to the bus iness .

Disadvantages are tha t i t i s more cost ly and the company may end up with

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

the interview situation.

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

of particular jobs for recruitment purposes:

Job analysis i s t he p rocess o f exami ni ng j obs i n o rder t o i dent if y t he key

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

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

responsible a simple description of the role and duties of the employee within the

organization.

Job analysis is used in order to:

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

recruitment of new staff.

2. Set out the training requirements of a part icular job.

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

equipment and materials to be employed with the job.

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

(information which can be used as evidence for staff development and

promotion).

5. Ident i fy areas of r i sk and danger at work.

6. Help in set ting rates of pay for job tasks .

Job analysis can be carried out by direct observation of employees at work,

by finding out information from interviewing job holders, or by referring to

documents such as t raining manuals. Informat ion can be leaned di rect ly

from the person carrying out a task and/or f rom thei r supervisory s taf f .

Some large organiza tions specif ica lly employ ' job analys ts '. In mos tcompanies, however, job analysis is expected to be part of the general skills

of a training or personnel officer.

Job description

A j ob des cr ip ti on wil l s et out how a par ti cu la r employee wil l f it i nt o t he

organization. It will therefore need to set out:

the title of the job

to whom the employee is responsible

for whom the employee is responsible

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a s imple descr ip tion of the role and duti es of the employee within the

organization.

A job descript ion could be used as a job indica tor for appli cants for a job.

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

line manager as to his or her role and responsibility within the organization.

Job specification

A job specification goes beyond a mere description - in addit ion, i t highlights the

mental and physical at t r ibutes required of the job holder . For example, a job

specification for a trainee manager's post in a retail store included the following:

'Managers at al l levels would be expected to show responsibil ity. The company is

looking for people who are tough and t a lented . They should have a f la ir for

business, know ho w to sell, and to w ork in a team.

Job analysis , description, and specification can provide useful information to a

business in addit ion to serving as recruitment inst ruments . For example, s taf f

appra is al i s a means o f mon it or ing s ta ff per fo rmance and i s a f ea tu re o f

promotion in modern companies. In some companies, for example, employees and

their immediate l ine managers discuss personal goals and targets for the coming

time period (e.g. the next six months). The appraisal will then involve a review of

performance during the previous six months, and sett ing new targets . Job detai ls

can serve as a useful basis for establishing dialogue and targets . Job descriptions

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

a bus iness . Se lec tion involves procedures to identi fy the mos t appropr ia te

candidates to f i l l posts . An effective selection procedure wil l therefore take into

consideration the following:

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keeping the costs of selection down making sure that the skills and qualities being

sought have been identi fi ed, developing a process for identi fy ing them in

candidates making sure that the candidates selected, wil l want the job, and will

stay with the company.

Keeping the cos ts of select ion down wil l involve such factors as holding the

interviews in a locat ion, which is access ible to the interviewing panel , and to

those being interviewed. The interviewing panel must have available to them all

the necessary documentations, such as application forms available to study before

the interviews take place. A short l is t must be made up of suitable candidates, so

t ha t t he i nt er vi ews do not have t o t ake p lace a s econd t ime, w it h new j ob

advertisements being placed.

The ski ll s r equired should have been identi fi ed through the process of job

analysis , description and specification. I t is important then to identify ways of

testing whether candidates meet these requirements. Testing this out may involve:

interviewing candidates asking them to get involved in simulated work scenarios

ask ing t hem t o p rovi de s ampl es o f p revi ous wor k get ti ng t hem t o f il l i n

personali ty and intel l igence tests giving them real work simulations to test their

abilities.

The external sources Of Recruitment are:

1. PRESS ADVERTISEMENTS

Advertisements of the vacancy in newspapers and journals are a widely used

source of recruitment. The main advantage of this method is that i t has a wide

reach.

2. EDUCATIONAL INSTITUTES

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Various management institutes, engineering colleges, medical Colleges etc. are

a good source of recruit ing well qualif ied executives, engineers, medical s taff

etc. They provide facilities for campus interviews and placements. This source

is known as Campus Recruitment.

3. PLACEMENT AGENCIES

Several private consultancy firms perform recruitment functions on behalf of

client companies by charging a fee. These agencies are particularly suitable for

re cr uit me nt o f e xe cu ti ve s a nd s pe cia li st s. I t is a ls o k no wn a s R PO

(Recruitment Process Outsourcing)

4. EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the country.

These exchanges provide job information to job seekers and help employers in

identifying suitable candidates.

5. LABOUR CONTRACTORS

Manual workers can be recrui ted through cont rac tor s who maintain c lose

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

for construction jobs.

6. UNSOLICITED APPLICANTS

Many job seekers visi t the office of well-known companies on their own. Such

callers are considered nuisance to the daily work routine of the enterprise. But

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can help in creating the talent pool or the database of the probable candidates

for the organization.

7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of the

organizat ion can refer thei r f r iends and relat ives for some posi t ion in thei r

organizat ion. Also, the off ice bearers of t rade unions are of ten aware of the

suitabil i ty of candidates. Management can inquire these leaders for suitable

jobs . In some organizat ions these are formal agreements to give pr ior i ty in

recruitment to the candidates recommended by the trade union.

8. RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed

whenever a permanent worker i s absent . More ef f icient among these may be

recruited to fill permanent vacancies.

Apar t f rom these there are some other sources which are nowadays commonly

used by the organizations. These sources are

Headhunting

Third party recruitment

Recruitment Process Outsourcing (RPO)

E-Recruitment

HEADHUNTING i s a f requently used name when refer ring to thi rd party

recrui ters , but there are s ignificant di fferences . In general, a company would

employ a head-hunter when the normal recruitment efforts have fai led to provide

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a viable candidate for the job. Head-hunters are generally more aggressive than

in-house recrui ters and wi ll use, advanced sales techniques such as init ial ly

pos ing a s c li en ts t o gener at e names o f employees and t he ir pos it ions and

personally visi t ing candidate offices. They can also purchase expensive l is ts of

names and job t i t les . They will prepare a candidate for the interview, negotiate

salary, and conduct closure to the search. In general , in house recruiters wil l do

their best to at tract candidates for specif ic jobs while head-hunters wil l act ively

seek them out, ut i l izing large databases, internet s trategies, purchasing company

direc tor ies or l is ts of candidates , ne tworking , and of ten cold ca ll ing . Many

companies go to great efforts to make i t diff icult for head-hunters to locate their

employees.

THIRD PARTY RECRUITMENT firms are usually distinguished by the method in

which they bil l a company. Outside recruitment agencies charge a placement fee

when the candidate they recruited has accepted a job with the company that has

agreed to pay the fee. Fees of these agencies general ly range f rom a s t raight

contingency fee to a fully retained service which is s imilar to placing an at torney

on retainer. All recruitment agencies are defined by the placement of a candidate

to a particular job within a company.

RECRUITMENT P ROCESS O UTSOURCING (RP O ) is a form of business process

outsourcing (BPO) where an employer outsources or t ransfers al l or par t of i t s

r ecru i tment ac tivi t ies to an external serv ice provider. RPO may involve the

outsourcing of al l or just part of recruitment functions and process. The external

service provider may serve as a vi rtual recruit ing depar tment by providing a

complete package of skil ls , tools , technologies and activi t ies . The RPO serviceprovider is "the" source for in-scope recruitment activity.

On the o ther hand, occasional r ecrui tment support , for example t emporary,

contingency and executive search services are more analogous to out- tasking, co-

sourcing or just sourcing. In this example the service provider is "a" source for

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cer tain types of recrui tment act ivi ty di fferent iat ing. The bigges t dist inct ion

between RPO and other types of s taff ing is Process. In RPO the service provider

assumes ownership of the process , whi le in other types of s taf f ing the service

provider is part of a process controlled by the organization buying their services.

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

provis ioning ( typical ly) of human resources . These applications assis t in the

recruitment of suitable candidates for vacant posit ions. Some applications do this

by semi-automating the enti re recruitment and hi ring process. E-recrui tment

appl ica tions (or sof tware packages tha t a re web-enabled) typica lly enable

recru i tment t eams to crea te job post ings, manage job appl ica tion responses ,

schedule interviews and manage o ther r ecru itment t asks. This dramat ica lly

reduces the l abor and money spent improves the qual ity and quanti ty of the

applicant pool.

Recruitment Policy Of a Company

In todays rapidly changing business environment, a well def ined recruitment

p ol ic y i s n ec es sa ry f or o rg an iz at io ns to r es po nd t o i ts h um an r es ou rc erequirements in t ime. Therefore , i t i s important to have a c lear and concise

recruitment policy in place, which can be executed effectively to recruit the best

talent pool for the select ion of the r ight candidate at the r ight place quickly .

Creat ing a suitable recrui tment pol icy is the f i rs t s tep in the ef ficient hi ring

process. A clear and concise recruitment policy helps ensure a sound recruitment

process.

I t s peci fi es t he obj ec ti ves o f r ec ru it ment and p rovi des a f ramework f or

implementation of recruitment programme. I t may involve organizational system

to be developed for implement ing recrui tment programmes and procedures by

filling up vacancies with best qualified people.

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Components of The Recruitment Policy

The general recruitment policies and terms of the organization

Recruitment services of consultants

Recruitment of temporary employees

Unique recruitment situations

The selection process

The job descriptions

The terms and conditions of the employment

A recruitment policy of an organization should be such that:

It should focus on recruiting the best potential people.

To ensure that every appl icant and employee is t reated equal ly wi th digni ty

and respect.

Unbiased policy.

To aid and encourage employees in realizing their full potential.

Transparent, task oriented and merit based selection.

Weightage during selection given to factors that suit organization needs.

Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.

Abides by relevant publ ic pol icy and legis lat ion on hi r ing and employment

relationship.

Integrates employee needs with the organizational needs.

Factors Affecting Recruitment Policy

Organizational objectives

Personnel policies of the organization and its competitors.

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Government policies on reservations.

Preferred sources of recruitment.

Need of the orga nization.

Recruitment costs and financial implications.

Selection Process

Selection is the system of functions and devices adopted in a given company to

ascertain whether the candidates specif ica tions are matched with the job

specifications and requirements or not . The obvious guiding policy in selection is

the intent ion to choose the indiv idual candidate who can most successful ly

perform the job from the pool of qualified candidates.

Sel ec ti on o f per sonnel t o man t he o rgan izat ion i s a c ruci al , compl ex and

continuing function. The abil i ty of an organization to at tain i ts goals effectively

and to develop in a dynamic environment largely depends upon the effectiveness

of i ts se lec tion programme. I f r ight personnel a re selec ted , the r emaining

functions of personnel management become easier , the employee contribution and

commitment wil l be at optimum level and employee-employee relat ions wil l be

congenial. If the right person is selected, he is a valuable asset to the organization

and i f f au l ty selec tion i s made, the employee wil l become a l iab il ity to the

organization.

Selection Procedure

JOB ANALYSIS: Job analys is forms the basis for selecting the r ight

c an di da te . I t i nc lu de s a d et ai le d s tu dy o f t he p os it io ns f or wh ic h

r ec ru it ment s a re t o be made, i n t he f or m o f J ob Des cr ip ti on and J ob

Specification

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HUMAN RESOURCE PLAN : Under this plan es timates are laid for the

fu ture r equirement of employees . This forms the basi s for the fu ture

recruitment function.

RECRUITMENT : I t refers to the process of searching for prospect ive

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

DEVELOPMENT OF BASIS FOR SELECTIO N : This invo lves the selection

of appropr iate candidates f rom the appl icants pool by adopt ing sui table

techniques for screening.

APPLICATION FORM : This i s also known as application blank. This

t echn ique i s u ti li zed f or s ecur ing i nf or mati on f rom t he p rospec ti ve

candidates.

WRITTEN EXAMINATION : Application form is followed by writ ten

examinat ion for the shor t l i s ted candidates for assess ing the candidates

ability, aptitude, reasoning and knowledge in various disciplines.

PRELIMINARY INTERVIEW : Preliminary interview is to solicit necessary

information from the prospective applicants and to assess the applicants

suitability to the job.

TEST : Test is essentially an objective an d standardized measure of sample

of behavior from which inferences about future behavior and performanceof the candidate can be drawn. Tests can be of following type:

o Aptitude Test : This test measure whe ther an individual h as the c apacity

or latent abil i ty to learn a given job if adequate training. Apti tude test

can be further subdivided in to

Intelligence test

Emotional test

Skill test Psychometric test

o Achievement Test : These tests are conducted to measure the value of a

sp ec ific a ch iev emen t wh en a n o rg an iza tion w ishe s to e mploy

experienced candidate.

o Situational Test : This test evaluates a candidate in a real life situation

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o Interest Test : These tests are inventories of the likes and the dislikes of

the candidate in r elat ion to the job , work , occupat ions, hobbies and

recreational activities.

o Personali ty Test : These t es ts prove deeply to d i scover c lues to an

individuals value system.

o Multi-Dimensional Te sting : Organizations develop such tests in order to

f ind out whether the candidates possess a variety of ski ll s or not,

candidates abil i ty to integrate the mult i-skil ls and potential i ty to apply

them based on situational and functional requirement.

INTERVIEW: In this step, the interviewer matches the information obtained

about the candidate through various means to the job requirements and to

the information obtained through his own observation during the interview.

Tests can be of following types:-

o Background information interview

o Job and probing interview

o Stress interview

o Group discussion interview

o Panel interview

o Decision making interview

MEDICAL EX AMINATION : Certain jobs require certain physical qu alities

l ike c lear v is ion , percept hear ing , unusual s tamina , to lerance of hard

working condit ions, clear tone etc. medical examination reveals whether or

not a a candidate possesses these qualities.

REFERENCE CHECK : At this s tep candidates are required to give the

names of references in thei r appl icat ion forms. This i s done in order to

verify the information provided by the candidate.

JOB OFFER : Af ter t ak ing the f ina l deci sion , the organiza tion has to

intimate this decision to the successful as well as unsuccessful candidates.

Those selected are offered the job and the candidate has to communicate

his/her acceptance to the offer . He/she can also approach the organization

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for the modification of the job let ter and in case things are not working out

the offer is rejected by the candidate.

EMPLOYMENT : The Company may modify the terms and condi t ions of

employment as reques ted by the candidate and thereby place them on the

job.

RECRUITMENT AND SELECTION PROCESS

AT RELIANCE HR SERVICES

PRIVATE LIMITED

Recruitment is the process of identifying that the organization needs to employ

someone up to the point at which application forms for the post have arr ived at

the organizat ion. Select ion then consis ts of the processes involved in choosing

from applicants a suitable candidate to f i l l a post . Recruit ing individuals to f i l l

par t icular pos ts wi thin a bus iness can be done ei ther internal ly by recrui tment

within the f irm, or externally by recruit ing people from outside. The recruitment

and selec tion process a t Reli ance HR Services Priva te Limited begins with

management determining the exact need of the pos ts to be f i l led. There are anumber of posts which have to be f i l led, for example ASM, SE, SA, FSA, TL etc.

for the different businesses. Then, the management short l is ts the resume of the

candidate whose a tt ributes match wi th the job descrip tion and specif ica tion

required for the job. The organization get many resumes of unsolici ted applicants

on a daily basis which they shortlist according to the qualification and experience

for a part icular post . As the candidate visi ts to submit his resume he is asked to

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f i l l in the f irst page of Interview Record Sheet as shown in Appendix 1, which he

takes along with him in the interview room.

The recruitment process at Reliance starts with the enquiry/ walk-in management

of the candidate when he submits his resume, which consists of registration of the

candidates and el igibi l i ty ver i f icat ion of the candidates name, phone number ,

age, qual i f icat ion and exper ience. I t a lso consis ts of taking two references of

peers and providing job br ief and informat ion regarding compensat ion, career

progression and expectation setting in the company.

Then, after the formalities, a preliminary interview/ screening is conducted by the

personnel of the HR department who screen and short l is t the candidates on the

following attributes:

Job Understanding

Willingness to work

Compensation clarity

Functional Knowledge Validation

Target Orientation

Energy Level

Sample sales

Then, the screened candidates go through test ing and evaluation stage . Where

selec tion t es ts a re a va lid method of assess ing a candidate ( i. e . e ffec t ive ly

measures t he j ob c ri te ri a, i s r el evan t, r el iabl e, f ai r and unb iased a ls o

considering the predict ive capacit ies of tests) , they are an extremely useful tool

and are recommended for use. The candidates undergo a selection test and those

who manage to score more than the cut off make it to the next round. A sample of

Sales and Service Employabil i ty Apti tude Test is given in Appendix 2 which the

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

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The RME eva luat es t he t es ts and a ls o val idat es t he cut o ff s f or t hem. The

eva luat ion s heet s a re t hen a tt ached wit h t he i nt er vi ew r ecor d s heet o f t he

respective candidate before going in for the final interview.

As per the plan the final interview of the candidate wil l be with the personnels of

the Cl ient company . But jus t now i t i s looking af t er the HR process of only

Reliance ADAGs group companies. Thus, at last the candidate goes through the

final interview with the management personnels of the department and business

for which the candidate has applied for . The selected candidates are then made to

complete the joining formali t ies and the rejected ones are given feedback. A l is t

of selected, on hold and rejected candidates is also maintained by the organization

for future use.

The Recruitment Process

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(Regi

Reliance HR Services Private LimitedsSourcing Process

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(ClientPro

Understanding of Client Requirement

1. Cl ients Businesses - Unders tanding the cl ients bus iness Profi le and i t s

expectation.

2. Candidate s Prof il e - Unders tanding the candidates age, qual if ica tion,

experience, and language.

3. Compensation - Understanding the salary and incentive pattern.

4. Benef i ts - Unders tanding the PF (Provident Fund), ESIC (Employee State

Insurance) and other allowances.

5. Location - Understanding the mobil i ty and conveyance factors.

Resource Planning

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S ou rc ing C han nels

C a m p u s

Referrals

Coordination with Clients

1. Shar ing of Sourc ing p lana . W alk -i n da te s

b. Campus Interview dates

c . Up count ry tr avel

2. Coordinat ion wi th ASMs, CMP heads for :

a . Walk- in interv iews

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b . Campus Interv iews

c . Ref er ra l Schemes

Sourcing Activity (Tools)

1. Campus Interviews

2. Referral Schemes

3. Recruitment from Database

4. Field Recruitment

5. Job Portal & Head Hunting

6. Advertisements

7. Job Fairs

Campus Recruitment

1. Minimum two campuses are covered in

a month.

2. List of UG, PG, Engineering, MBAColleges , Coaching centers , Spoken Engl ish Inst itutes , Computer

Inst i tutes, Study centers with contact detai ls and student strength to be

maintained.

3. Target is majorly on Post Graduate

Colleges (MA, MCOM, MSC etc.)

4. Only Tier 3 or Up country MBA

Institutes are targeted.

5. Posters are pasted on Notice boards,

library, Placement office, Canteens and hostels.

6. Appointments for campus recruitment

are fixed well in advance.

7. Referrals from campus can taken for:

a. Candidates

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b.Other institutes

c. Ex-students

d. Coaching Centers

e. Study Centers

f . Hostels and Lodges

Internal Referrals-SAARATHI

1. List of SAs, SEs and ASMs with email addresses.

2. List of email address of employees in CMP locations.

3. Posters of advert isement in Reliance offices, Web stores.

4. Drop boxes at CMP locat ions and Web s tores .

5. Rewards and recognit ion on weekly/ fortnightly basis .

Database Recruitment

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Tele Callin

Database Generation

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Tele Callin on 20 r

Competitors, DSAs

Field Recruitment

Job Portal and Head Hunting

1. Job posting for SAs/ SEs on Naukri .com and other portals .

2. Headhunting for SEs /TL/FSA from compet i tors.

3. A target of two SEs/TL/FSA per week from competi tors .

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Advertisement Based Recruitment

Message/ Communication

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METHODOLOGY FOLLOWED

The research methodology adopted during this project was divided into three

parts:

Questionnaire Design

Field Study or Survey, and

Compilation and Analysis of data

All the three parts were carried out under the guidance of the in-charge project

guide complying with the organizational standards.

A Questionnaire meets the research objectives only i t meets the two basic

c ri te ria i .e . R el ev an ce a nd A cc ur ac y. K ee pi ng t he se c ri te ria in m in d a

Ques tionnai re was designed to extrac t a ll the r elevant information f rom the

respondents . Majori ty of the ques tions were c losed ended to extrac t exact

information f rom the respondent s. The concerned department examined the

ques tionnai re and a p ilot survey was successful ly carr ied out to gauge i ts

response and effect iveness . Only af ter the successful pi lot run was the actual

study conducted.

Field Study or Survey is a method of data collection. For the Field Study, a

l is t of r espondents was crea ted with defini te c r it er i a in mind. The cr it er ia

included the various departments, roles, demographics and experience to give an

overa ll r epresentat ion to the sample. A few extra people were a lso l is ted to

manage any contingency. The questionnaire was circulated among the respondents

and instructions for f i l l ing up were also provided, a sufficient period of t ime was

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given to them for responding. Later the questionnaires were collected for further

processing.

A ny s tu dy i s i nc om ple te if th e d at a g at he re d i s n ot c ol la te d a nd a

meaningful inference i s not deduced f rom i t. Compi lat ion and Analysis was

carr ied out a ft e r the survey was duly comple ted . The compilat ion was done

according to the desired format, using requisi te tools . All s tandards were met in

carrying out this part of the project . Necessary checks were put in place to check

for the authenticity and consistency of the information gathered.

Sampl ing Frame- The sampl ing f rame i s the l is t of u lt imate sampling

enti ti es , which may be people, households , organiza tions , or o ther unit s of

analysis . I t is the l is t of element from which sample may be drawn. The sampling

frame of the project included al l the employees present ly working in Rel iance

Communication Ltd., Lucknow.

Target Population- The target population for our study comprises of al l the

employees presently working in any of the office of Reliance Communication Ltd

all over India.

Sample Size- T he s am ple s iz e o f a statistical sample is th e n umb er o f

observations that constitute it . A sample size of 50 was taken.

Sampling Method- The method of convenient sampling is used to study and

analyze the recruitment and selection process of Reliance Communication Ltd.. Aconvenience sample of 50 respondent s was decided upon, with r espondents

making up a good representat ion of the overall organizational mix. Convenience

sampl ing is used in exploratory research where the researcher i s interes ted in

gett ing an inexpensive approximation of the t ru th . As the name impl ies , the

sample is selected because they are convenient.

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TABULATION, FINDINGS AND INTERPRETATION

After due col lat ion of data gathered, the ent i re data was subjected to the

analysis phase, data was tabulated and meaningful results were derived from it .

Appropriate tools used to draw graphs and charts to display the results collected

from the survey.

F rom th e samp le size o f 50 qu estion na ire s d istribu ted o nly 3 0

questionnaires were recovered. A total of f ifteen questions were incorporated in

the questionnaire, which spanned from basic information to very relevant business

information. Start ing from the f irst question onwards the results are displayed in

the form of charts and the deduced result is mentioned below it.

The f irst question was an open-ended question asking the posit ion for the

person apply for in the organiza tion . I t was jus t to make candidate a l it tl ecomfortable and attentive.

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0 2 4 6 8 10 12 14 16 18

Newspaper

Advertisments

Personal Referrals

Employment Agencies

Direct Application

Website

Source of Information about new j

opening at Reliance

Series1 2 0 18 3 8 0

NewspaperAdvertisme

ts

Personal

Referrals

Employmen

Agencies

Direct

ApplicationWebsite

Recrui t ing t a lent i s see ing a new high as organiza t ions are spending a lo t to

at t ract the r ight talent . Organizat ions are us ing a hos t of innovat ive and at the

same t ime run-of-the-mill methods to hire employees. But in order to be effective

and innovative, the compromise has been sett led on the high cos ts . Personal

refer ra l i s the most e f fec tive and cheapes t mode of r ecrui tment. Companies

encourage their employees to refer people for different posit ions. I t ensures that

they at t ract the bes t talent and also gives an empowering s ignal to employees

about their engagement within the country.

Now as the study suggests that more than half the respondents had come to know

about the job openings at Rel iance through Personal Referrals , we can eas i ly

conclude that the employees at Reliance are happy with the organization and in

t ur n a re a tt ract ing mor e t al en t t o t he o rgan izat ion. Secondl y, we can a ls o

conclude that the information dissemination internally is very good. It also shows

t ha t t he number o f peopl e w it h per sona l r ef er ra ls get ti ng s el ec ted i n t he

organizat ion is the highes t in number . Thus, the organizat ion is successful in

saving a lot of cost on recruitment.

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The negative point which comes out of this is that our Websites, Advert is ing and

Newspaper Ads a re not a tt ract ing many peopl e. Though, t he re a re d ir ec t

applications also which are an inexpensive source of recruitment. In this way too,

t hey a re abl e t o cap tu re t he p ro fi le s o f a s igni fi cant number o f pot en ti al

candidates that help in recruitment process.

0

2

4

6

8

10

12

14

16

18

Rating the Recruitment/Selection Proc

Series1 5 17 7 1 0

Highly

EfficientEfficient Neutral Ineffecient

Highly

Ineffecient

The result from the next question justifies it why the personnel referrals are most

important source in Reliance. The respondents who have already been through the

Reliance Recrui tment/Select ion process f ind i t to be ef ficient except for one

person who finds i t In-efficient. I t also showed that al l those 7 who gave neutral

responses were most ly f rom Finance and Market ing depar tment and most ly al l

managers.

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0

2

4

6

810

12

14

16

Satisfaction rating with the Recruitme

Process

Series1 7 16 4 3 0

Extremely

SatisfiedSatisfied Neutral Dissatisfied

Extremely

Dissatisfied

Before we get on with the analys is of the next part i t i s impor tant tha t we

differentiate between Efficiency and Satisfaction. By definition Efficiency is the

e ff ec ti veness o r compe tence o f t he j ob whereas Sat is fact ion r ef er s t o t he

agreement or the contentment with the job.

According to the study i t is evident that though many people found the process to

be efficient though a few were dissatisfied with the process. The dissatisfaction is

shown with the increase in the number from one to three. This should be looked

into very seriously and the dissatisfaction be removed before it spreads out of the

organization, as more than f if ty percent of our recruits are personal referrals . I t

was also seen that out of the three who were dissatisf ied two were from finance

depar tment . I t a lso means tha t out of the four employees f rom the f inance

department two are dissatisfied and that too all are managers.

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Extremely

LikelyLikely

NeutralUnlikely

Extremely

Unlikely

S 10

20

Likeliness of Recommend

Series1 12 13 4 1 0

Extremely

LikelyLikely Neutral Unlikely

Extremely

Unlikely

Here again we can see that how are employees are referr ing the organization to

potential employees. This goes on to show the sat isfaction level of employees is

very high. As satisfied internal customers means satisfied external customers this

is a positive aspect for the organization.

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0 2 4 6 8 10 12 14 16

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Process biased towards Experienc

Qualification

Series1 8 15 3 3 1

Strongly Agr Agree Neutral DisagreeStrongly

Disagree

As a regular complaint from most employees in all big organizations, the response

remains same here as well , almost eighty percent of people feel that during the

process more relevance is given to Experience than Qualif ication. This needs to

be looked at and i t should be clearly mentioned in the application form as well as

in the job description as to what would be preferred for a part icular posit ion and

job and why. This would not only make the employees more sat is f ied wi th the

process but also make those rejected feel that they are not cheated.

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Is the Recruitment /Selection pr

adequately advertised

12,

4614,

54%

Yes No

With a major percentage of respondents not coming through Newspaper Ads or

websites, it is difficult to say that the Recruitment/Selection process is adequately

advert ised. The results show a contrary picture, with almost half the respondents

agreeing to the advert is ing presence of Reliance. These respondents should again

be quizzed on the places and the content of the advert isement to gain clari ty. Of

the employees agreeing that the process i s adequately adver t ised most of them

were from sales department. And from amongst the employees disagreeing most of

them were from marketing department. As the marketing department themselves

feel that the process is not adequately advert ised some steps should be taken if

need arises.

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Satisfatied with Application Form

standard

18

73%

7

27%

Yes No

Though maj or it y o f t he r es ponden ts a re s at is fi ed wit h t he s tandar d o f t he

Application form and i t s content a few have shown reservation regarding the

same. Another s tudy should be carr ied out to f ind out the dissat is fact ion and

changes t ha t peopl e s uggest t ha t wou ld make t he App li ca ti on f or m mor e

agreeable.

10

18

0

5

10

15

20

Was Information regarding the

parameters for judging during intervie

provided before it

Series1 10 18

Yes No

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Here we can see that Informat ion regarding the parameters was not propagated

and hence almost Sixty f ive percent of the respondents who were appearing for an

interview were unaware of the judging parameters. This is one of a drawback of

the process as the candidates should be proper ly informed on what parameters

they would be rejected or selected so that they can try their best.

Did you apply for a change in intervi

time or request feedback

9, 30%

21, 70%

Yes No

Interest ingly , a lot of people had appl ied for a change in interv iew t ime or

requested feedback during their selection process. Almost 9 out of 30 applied for

a change in the interview process. The f igure below shows the sat isfaction level

of the people who had made these requests.

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If YES, wa

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

and check i f such things can be avoided in the future. As we can see that on an

average 25% of the reques ts were not sat is fied which is not a good s ign as this

can bring a bad name to the company.

0 2 4 6 8 10 12 14

Very Good

Above Average

Average

Below Average

Poor

Quality of Information provided

a)Regarding the Organization

Series1 8 13 9 0 0

Very Good Above Average Average Below Average Poor

The next se t of ques t ions cons i s t ed of many par t s and judged the amount of

transparency generated by the HR ppersonnels amongst the candidates through the

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rec ru itme nt pro ce ss. T he resp onse to the first p art o f the q uestion is

overwhelming and i t seems everybody was given quali ty information regarding

the orgainzation. The only thing that needs to be looked into is the varying degree

of dissemination of the information and in future, efforts need to be made to see

that the information is uniformly distributed.

0 2 4 6 8 10 12 14 16 18

Very Good

Above Average

Average

Below Average

Poor

Quality of Information provi

b) Regarding the J ob Descrip

S eries1 3 17 8 1 1

Very Good Above Averag Average Below Averag Poor

Now, here we can see a great contrast with respect to the above, though people

were provided adequate informat ion regarding the organizat ion, there was not

enough information regarding the roles that they were about to play in i t . The job

descript ion which cons is ts of the t it le of the job , to whom the employee i s

responsible, for whom the employee is responsible and a simple description of the

role and duties of the employee within the organization should be very clear in

the minds of the candidate before they starting working on the organization.

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0 2 4 6 8 10 12 14 16 18

Very Good

Above A verage

Average

Below Average

Poor

Quality of Information prov

c) Regarding the Departm

Series1 11 17 2 0 0

Very Good Above Averag Average Below Averag Poor

Here the response takes a swing in favour of the informat ion provider as the

respondents feel that they were given adequate information about the department

that they were about to join.

0 2 4 6 8 10 12 14

Very Good

Above Average

Average

Below Average

Poor


d) Regarding Salary and Compensat

Series1 2 11 13 3 1


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The sa lary and compensation s tructure was again a sore in the informat ion

dissemination, with many respondents feeling that the quali ty of the information

provided was average or below average. Since salary is an important information

hence care must be taken to explain it in detail so that all doubts are removed.

0 2 4 6 8 10 12 14

Very Good

Above A verage

Average

Below Average

Poor

Quality of Information pro

e) Regarding J ob Responsi

Series1 5 14 8 3 0

Very Good Above Averag Average Below Averag P oor

Taking a cue f rom the response we can conclude tha t a l i t t l e more ef for t i s

required to make every s ingle candidate applying for the job be aware of the

responsibil i ties expected out of him/her. This needs to be looked into as unti l the

candidates properly knows what their job is al l about they would not be able to

perform hundred percent and this can later lead to dissatisfied employees and thus

a high attrition rate, which is a major problem facing the telecom sector in India.

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0 2 4 6 8 10 12 14 16 18 20

Very Good

Above Average

Average

Below Average

P oor

Quality of Information provid

f) Regarding Work Locatio

Series1 7 19 3 1 0


I t s eems as i f everybody knew about the job loca tion that they were be ing

interviewed for , hence a very high percentage of people were sat isf ied with the

information provided. Care must a lso be t aken tha t any changes in the work

location at a future date should also be communicated in advance.

0 2 4 6 8 10 12 14

Very Good

Above A verage

Average

Below Average

Poor

Quality of Information provide

g) Regarding Reporting Hierarc

Series1 8 14 6 2 0


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I t i s almost an ident ical s i tuat ion as the ear l ier ques t ion except that there i s a

small t i l t towards the average to below average side. A lot of care must be taken

to explain the hierarcy and the report ing structure to the candidate as i t helps him

understand more about the organizational structure and his position in it .

0 2 4 6 8 10 12 14

Very Good

Above Average

Average

Below Average

Poor


h) Regarding Growth Oppurtunities

Series1 2 9 14 5 0


Since t hi s par amet er i s an i mpor tant one i n mak ing a dec is ion t o j oi n a n

organization or nat , we should ensure that the applicant is well aware of al l the

growth oppur tunit ies in the organiza tion . Here probably , some people were

dissatisfied with the quality of the information provided. Today everyone wants to

g row p ro fess iona ll y and t ha t t oo i n ver y l es s t ime. Rel iance whi ch i s an

organization with high growth opportunit ies should inform all candidates about i t

so that they feel satisfied and happy about joining such an organization.

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0 2 4 6 8 10 12 14 16 18

Very Good

Above Average

Average

Below Average

Poor

Quality of Information Provid

i) Regarding Organizational Cul

Series1 2 17 7 2 2


Here the f low of informat ion is not adequate wi th around thi r ty f ive percent

respondents were ei ther averagely sat isf ied or below satisfat ion level . Before an

employee joins the organiza tion i t i s important he knows about the culture

followed in it so that he can easily adapt to it .

0

2

4

6

8

10

12

14

Updates on status of selection pr

S eries1 8 14 4 3 0

Cons is tentl Usually O ften Sometimes Never

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In this ques t ion we can see that the employees feel that they were usual ly kept

updated about the status of the selection process. Thus, the organization should

ensure that regular updates are always dispatched to the appl icants dur ing the

entire process. This would inst i l l more transparency in the system and develop

more trust in the organization.

Parts of the Recruitment Process in

which certain Difficulty was experienced

2,

4%

4,

9%

11,

24%

1,

2% 3,

7%

2,

4%

1,

2%

10,

22%

2,

4%

3,

7%

7,

15%

Recruitment Brochures/Information Recruiters Application formTest/Interview Scheduling Test/Interview Location Written ExaminationOral Interview Background Examination Process LengthResult Notification City/Department service personnel

67


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Now for this part of the questionnaire the intention was to capture the potential

problems with the process that were faced by the applicants . The largest chunk

belonged to the Test and Interview scheduling. Most of the employees felt that the

test / interview was not properly scheduled and the recruitment process was very

lengthy. These aspects should be considered so that the candidates dont feel any

inconvenience dur ing the process . Apar t f rom this 8 of the employees also fel t

that the recruitment brochures/ information was not up to date and this can also

be improved up on.

The last question in the questionnaire was an open ended one which asked their

comments on the whole recruitment and selection process. The responses were as

follows:

Some told that the basic el igibil i ty qualif ication for almost al l jobs should be

raised to post-graduation

The recruitment process should be more smooth, flexible and less time-taking

The recruitment process should be advertised more to attract more talent

Experience should not be an important c r it er ion for a l l jobs and thus the

freshers should be promoted easily to get a job easily

During the recruitment process, proper and t imely feedback should be given at

each stage

Compensat ion schemes should be explained more comprehensively to the

employees

Other sources of recrui tment should also be incorporated and the company

should not completely rely on personal referrals.

The designation and job prof il e should be made more c lear for d i fferent

departments and businesses.

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LIMITATIONS OF THE STUDY

I t i s a lways t rue that there i s no end to l earn ing and exper imentat ion ,

similarly we can never conclusively say that a study is complete. This study could

also have been more comprehensive but due to pauci ty of t ime, the number of

samples and ques t ions both were l imited to a cer tain extent . St i l l the resul ts

deduced from the study are well supported by the data available.

Had t ime permit ted , the s tudy could have a lso inc luded the analys is of the

interview process and the success of the entire recruitment and selection process

by calculating ratios which were not included.

1. Th e d ata ga th ere d ov er th e en tire sp an o f th is p rojec t may n ot be

completely accurate due to the unpredictability of human nature.

2 . A shor t t ime-f rame of only two months might not be enough to y ie ld the

desi red result s tha t were envi sioned during the commissioning of th is

project.

3. The resul ts would had been bet ter ref lected i f the s tudy would had covered

other locations across the country

4. More representation from several departments at al l levels would had given

a good mix to the respondents pool

5. Since a convenience sample was sought , many potent ial respondents mayhave been missed

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RECOMMENDATIONS

Having cons idered a ll the r esponses avai lable and the i ssues set out above ,

following recommendations can be made:

1 . Though Rel iance f ol lows a s tr ic t p rocess f or r ef er ence check but s ti ll a t

occasions the exist ing format proves to be inefficient . The main fault is thetype of reference check used. Resume check is the only method of background

check adopted by Reliance. Veri fying the informat ion furnished, wi th the

references provided by the candidate himself does this . This method is open

to ample amount of manipulation. Candidate may tend to conceal information,

which may reflect a negative picture of his background, and the same could be

cr i t ical for the organizat ion. For this purpose Rel iance need to adopt other

methods of background check. These could be of following types:

Criminal check: Here the candidate i s check for any involvement in

unlawful practices. This involves verifying with the local authori t ies that

he/she is not involved in any criminal activities. Else the candidate can also

be asked to g et a certificate ve rifying the same.

Resume check: This i s most common method wherein the informat ion

furnished by the candidate in the resume is cross checked with his/her past

employer, or the references provided in the resume. Education check: Education check demands the verif ication of the various

cer ti fi ca te s and degrees awarded t o t he candi da te . Thi s per ta ins t o

verification of the educational qualification assured by the candidate.

Drug screening: This is checked by the medium of a medical examination

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Physical exam : Physical check is performed for the posit ions for which

strength and stamina is required. This can again be done by medical check

Psychological test ing: A psychological test is a s tandardized instrument

designed to measure objectively one or more aspects of a total personali ty

by means of samples of verbal or nonverbal r esponses . Psychometr i c

assessments are used to enhance the qual ity and quanti ty of avai lable

information and to promote fairness and equality of opportunity for all.

2. Ensure an up-to-date job descr ipt ion which contains information related to:

Specific tasks and activities required for a job

The knowledge, skil ls and abil i t ies required for effective performance by

the job incumbent

3. Evaluate the recrui tment s t rategy to determine i t s ef ficacy. For example: Conduct a cost -benefi t analys is in t erms of the number of appl icant s

referred, interviewed, selected, and hired

Compare the effectiveness of appli

project report - st

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