PROJECT REPORTON

THE RECRUITMENT AND SELECTION PROCESSAT

RELIANCE COMMUNICATIONS LTD., LUCKNOW

Report Submitted in Partial Fulfillment of the Requirements for theaward of the degree of

Master Of Business Administration

Under the Valuable guidance ofMr

Jr. Resource Management Executive (RME) - U.P.Reliance HR Services Private Ltd

Name of Faculty GuideMrs.

Submitted By:MBA IIIrd

ACKNOWLEDGEMENT

1

Summer training is the most vital part of an MBA course, both as a link between

theory and actual industrial practices as well as an opportunity for hands on

experience in corporate environment. I therefore, consider myself fortunate to

receive the training in an esteemed organization viz. Reliance Communication

Ltd. Yet the opportunity could not have been utilized without the guidance and

support of many individuals who although held varied positions, but were

equally instrumental for successful completion of my summer training.

I would like to take this opportunity to express my humble gratitude to ms

.shaliniyadav, Location Head , for her kind support and guidance.

I also express my profound indebtedness to Mr. Arshad Rizivi Resource

Management Executive (RME) - U.P. , for his guidance and mentoring throughout

the tenure of my summer training.

I would also like to thank the management, employees and the entire unit of

Reliance Communication Ltd., Lucknow for their cooperation.

In addition I would also like to express gratitude to the respected faculty

member for her invaluable inputs and direction that rendered success to the

project.

I thank my family, friends, mentors and all well-wishers without whose

cooperation this project would not have been a success.

Redards

PREFACE

2

I consider myself very fortunate to get the opportunity to conduct the training approval and

project assignment by RELIANCE COMMUNCATION. I got opportunity to get a practical

exposure into actual environment and it provided me the golden opportunity to make my

theoretical concept of Recruitment and selection process in a more clear way.

I am very much thankful to Mr. Arshad Rizvi for providing me the opportunity to do the

training in RELIANCE COMMUNCATION,LUCKNOW. Also, I am thankful to all the officials

at RELIANCE COMMUNCATION, LUCKNOW for their cooperation during my training for

providing me necessary information without which this project report would not have been

completed.

I have gone through various Sites, Research Books, Magazines and Newspapers to get

the accurate information for analysis and tried to find the best conclusion.

3

.

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) Appendices……………………………………………………………………..(78)

(x) Bibliography… ……………………………………………………………………....(97)

4

SYNOPSIS

The objective of the project was to study and analyze the recruitment and

selection process of Reliance Communication Ltd. The study included analyzing

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

their effects, the selection process and thereby the success of the both the

recruitment and selection process. The entire study 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 Recruitment and

Selection process

5

Back to Table of Contents

INTRODUCTION

With a strong population of over 1.1 Billion, 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 witnessed the number of phones increasing more

than triple and total tele-density rose from 5.1% to 18.2%, according to “ Indian

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

Key Findings

The total telecom subscription 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 Million as compared to 6.9 Million on March 31, 2006 registering a

growth of 34.8%. 

6

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

To meet this enormous need, the telecom operators are resorting to network

infrastructure sharing.

This sector thus, has a huge manpower requirement and the attrition rate is also

on the higher side. Hence, the role of HR department is crucial and critical for

an organization’s success in this sector.

Back to Table of Contents

Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group

founded by Shri Dhirubhai H Ambani (1932-2002), ranks among India’s top

three private sector business houses in terms of net worth. The group has

business interests that range from telecommunications (Reliance

Communications Limited) to financial services (Reliance Capital Ltd) and the

generation and distribution of power (Reliance Energy Ltd).

Reliance – ADA Group’s flagship company, Reliance Communications, is India's

largest private sector information and communications company, with over 40

million subscribers. It has established a pan-India, high-capacity, integrated

7

(wireless and wireline), convergent (voice, data and video) digital network, to

offer services spanning the entire infocomm value chain.

Other major group companies — Reliance Capital and Reliance Energy — are

widely acknowledged as the market leaders in their respective areas of

operation.  

back to Table of Contents

Reliance Capital

Reliance Capital is one of India’s leading and fastest growing private sector

financial services companies, and ranks among the top 3 private sector financial

services and banking companies, in terms of net worth.

The company has interests in asset management and mutual funds, life and

general insurance, private equity and proprietary investments, stock broking and

other activities in financial services.

Reliance Energy Limited

Reliance Energy Limited, incorporated in 1929, is a fully integrated utility

engaged in the generation, transmission and distribution of electricity. It ranks

8

among India’s top listed private companies on all major financial parameters,

including assets, sales, profits and market capitalization.

It is India’s foremost private sector utility with aggregate estimated revenues of

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

billion).

Reliance Energy Limited distributes more than 21 billion units of electricity to

over 25 million consumers in Mumbai, Delhi, Orissa and Goa, across an area

that spans 1,24,300 sq. kms. It generates 941 MW of electricity, through its

power stations located in Maharashtra, Andhra Pradesh, Kerala, Karnataka and

Goa.

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

power generation projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh and

Uttaranchal with aggregate capacity of over 12,500 MW. These projects are at

various stages of development.

Reliance Energy Limited is vigorously participating in emerging opportunities 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 healthcare is fast becoming a booming industry, Reliance

Health is a focused healthcare services company enabling the provision of

solution to Indians, at affordable prices. The company aims at providing

integrated health services that will compete with the best in the world. It also

plans to venture into diversified fields like Insurance Administration, Health

9

care Delivery and Integrated Health, Health Informatics and Information

Management and Consumer Health.

Reliance Health aims at revolutionizing healthcare in India by enabling a

healthcare environment that is both affordable and accessible through

partnerships with government and private businesses.

Reliance Media & Entertainment

As part of the Reliance - ADA Group, Reliance Entertainment is spearheading

the Group’s foray into the media and entertainment space. Reliance

Entertainment’s core focus is to build significant presence for Reliance in the

Entertainment eco-system: across content and distribution platforms.

The key content initiative are across Movies, Music, Sports, Gaming, Internet &

mobile portals, leading to direct opportunities in delivery 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

entertainment companies in India, which has interests in film processing,

production, exhibition & digital cinema.

Reliance Entertainment has made an entry into the FM Radio business through

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

BIG 92.7 FM is already India’s largest private FM radio network with 12 radio

stations across the country.

Reliance Communications Limited

10

The flagship company of the Reliance – ADA Group, Reliance Communications

Limited, is the realization of our founder’s dream of bringing about a digital

revolution that will provide every Indian with affordable means of

communication and a ready access to information.

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

today. It offers a complete range of integrated telecom services. These include

mobile and fixed line telephony, broadband, national and international 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

11

Reliance Portfolio Management Service

Reliance General Insurance

back to Table of Contents

It’s Structure

12

Company’s Values

13

Shareholder Interest

They value the trust of shareholders, and keep their interests paramount in

every business decision we make, every choice they exercise.

People Care

They possess no greater asset than the quality of their human capital and no

greater priority 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 whole is greater than the sum of its parts; in their rapidly-changing

knowledge economy, organizations can prosper only by mobilizing diverse

competencies, skill sets and expertise; by imbibing the spirit of “thinking

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

Proactive Innovation

They nurture innovation by breaking silos, encouraging cross-fertilization of

ideas & flexibility of roles and functions. They create an environment of

14

accountability, ownership and problem-solving –based on participative work

ethic and leading-edge research

Leade rship by Empowerment

They believe leadership in the new economy is about consensus building,

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

line to take decisions in their areas of operation and competence .

Social Responsibility

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

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

generosity in the best way they can.

Respect for Competition

They respect competition – because there’s more than one way of doing

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

own failures

 

back to Table of Contents

Chairman’s Message

A New Reliance For A New World

15

If the last century was about meeting human needs, the new millennium is about

matching human aspirations.

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

demanding more; a world that is challenging the limits of hope and possibility.

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

every morning a little younger in age, but infinitely more ambitious in spirit .

India’s demographic transition is an extraordinary moment in world history.

Today, over 600 million young people, or more than 1 in 2 Indians, are below

the age of 25. In 15 years, this number is set to touch 700 million, making India

the largest community of youth anywhere in the world.

New India shows the impatience of youth; the desire for real and rapid change --

for a quality of life that is second to none.

Transportation, communications, energy, information, entertainment,

technology, education, healthcare and personal finance, New India wants world-

class products and services.

Reliance Anil Dhirubhai Ambani Group embodies the spirit of this new

resurgent India.

Our goal is not just to build a great enterprise for our stakeholders, but, more

importantly, to build a great future for our country and the world at large; to

give hundreds of millions of people the power to fulfill their dreams, shape their

own destiny, and the means to realize their true and diverse potential.

Energy and communications, financial services and infrastructure, new economy

and old --- our businesses will span the entire varied landscape of emerging

human aspirations.

16

We will work with commitment and resolve to create pathways that connect

ambition to achievement, promise to performance, potential to reality.. . .

We will bridge the gap between quantity and quality; leveraging our strength in

managing large-scale operations even as we deliver best-of-class products and

services to our consumers. Focussing on the burgeoning aspirations of our young

consumers will remain one of our key driving values.

We will rethink every business process, product and service from the standpoint

of the consumer – with a commitment to enhance experience at every touch

point.

Our founder, the legendary Dhirubhai Ambani, gave us a simple mantra for

entrepreneurship: “Think big. Think fast. Think Ahead.”

We will think bigger. We will think faster. But, most important of all , we will

Think Better – to stay ahead of competition and of our times.

Welcome to the Reliance Anil Dhirubhai Ambani Group.

It is the New Reliance for the New World!

Anil Dhirubhai Ambani

back to Table of Contents Group Chairman & CEO

17

An Overview

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

common man would have access to affordable means of information and

communication. Dhirubhai, who single-handedly built India’s largest private

sector company virtually from scratch, had stated as early as 1999: “Make the

tools 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) started laying 60,000 route kilometres of a pan-India fibre optic

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

auspicious occasion of Dhirubhai’s 70th birthday, though sadly after his

unexpected demise on 6 July 2002.

Reliance Communications has a reliable, 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 communication) value chain, including infrastructure and

services — for 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.

It’s Businesses

Reliance Communications is the flagship company of the Anil Dhirubhai Ambani

Group (ADAG) of companies. Listed on the National Stock Exchange and the

Bombay Stock Exchange, it is India’s leading integrated telecommunication

company with over 40 million customers.

18

Our business encompasses a complete range of telecom services covering mobile

and fixed line telephony. It includes broadband, national and international long

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

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

delight by enhancing the productivity of the enterprises and individuals we

serve.

Reliance Mobile (formerly Reliance India Mobile), launched on 28 December

2002, coinciding with the joyous occasion of the late Dhirubhai Ambani’s 70th

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

marked the auspicious beginning of Dhirubhai’s 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 traditional 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 quality of our intellectual

capital, and no greater priority than the growth and retention of our vast pool of

talent” – Anil Dhirubhai Ambani

At Reliance - Anil Dhirubhai Ambani Group, they recognize the critical role that

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

skill and initiative of their workforce that sets them apart from their peers in

19

today’s knowledge-driven economy. It is their commitment and dedication that

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

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

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

found anywhere in the world. First-rate management graduates, highly trained

engineers, top-notch financial analysts and razor sharp accountants— they have

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

The Department’s Mission

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

overarching objective: To attract, nurture, grow and retain the best 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 Department’s 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

20

An entrepreneurial environment where people can pursue their dreams

Competitive compensation

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

periodically identifies exceptional individual and team achievers among the

various business functions and verticals in the Group.

The Department’s Expectations

Reliance – ADAG encourages it’s employees to take leadership, at all levels of

the organization, and participate in accelerating growth of their businesses to

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

Always keep the customers’ needs in mind and constantly innovate

Execute flawlessly and with speed

Sustain and strengthen the group’s spirit of entrepreneurship—taking

ownership and accountability for their actions

Leverage synergies to learn and build on the diverse experiences and skill

sets of their various businesses and teams

Create a true meritocracy with a pervasive commitment to transparent

systems and processes

Do all this with unquestionable Integrity to ensure total compliance with the

laws of the land.

RELIANCE HR SERVICES PRIVATE LIMITED

21

Anil Ambani wants to go one-up on the likes of HR consulting giants like

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

group company Reliance HR Services-whose present mandate is to handle in-

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

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

The company which came into being on April 1, 2008 intends to close 2008-09

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

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

of group to cover third-parties also from 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 five years the company intends to employ 5 lakh professionals

for the group itself. Reliance HR Services Private Limited currently operates out

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

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

back to Table of Contents

22

23

Organization Structure - Location

24

Location Head

Field Recruiter

Resource Management

ExecutiveMIS Executive

Payroll Executive

Compliance Officer

RECRUITMENT AND SELECTION PROCESS

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

candidates for employment and stimulating them to apply for jobs in the

organization”. Recruitment is the activity that links the employers and the job

seekers.

Recruitment is a linking activity- bringing together jobs to fill and those seeking

jobs. A good recruitment program should attract the qualified & not unqualified.

Recruitment is a costly affair. There are legal implications of incompetent

selection – negligent hiring. “Organizations must consider recruitment as a

strategic war to attract talent, and must develop and implement aggressive talent

acquisition strategies in order to dominate the labor market within a given

industry. With the impending retirement of the baby-boomer generation and the

lack of availability of high quality senior-level talent, many companies consider

talent acquisition to be the most important business challenge facing them

today”.

Recruitment of candidates is the function preceding the selection, which helps

create a pool of prospective employees for the organization so that the

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

main objective of the recruitment process is to expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a pool

of qualified applicants for the future human resources needs even though

specific vacancies do not exist. Usually, the recruitment process starts when a

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

25

vacancy.

back to Table of Contents

Purpose & Importance Of Recruitment:

Attract and encourage more and more candidates to apply in the

organization.

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

candidates for the organization.

Determine present and future requirements of the organization in

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 probability that job applicants once recruited and selected

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

Meet the organizations legal and social obligations regarding the

composition of its workforce.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.

Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants.

26

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

responsibilities .

back to Table of Contents

Management’s Role in Recruitment

Recruitment planning is anticipating and using all available flexibilities and

strategies to maintain the workforce. Human Resources Responsibilities along

with the civilian Recruitment Team can help through this process by further

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

Responsibilities include:

Determining a vacancy exists.

Choosing the right strategies to fill the position.

Defining and capturing the need (understanding the position, its functions,

duties, responsibilities, and skill requirements.)

Initiating the final action.

Recruitment needs are of three types

PLANNED

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

27

ANTICIPATED

Anticipated needs are those movements in personnel, which an organization

can predict by studying trends in internal and external environment.

UNEXPECTED

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

back to Table of Contents

28

SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment

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

within the organization itself (like transfer of employees from one department to

other, promotions) to fill a position are known as the internal sources of

recruitment. Recruitment candidates from all the other sources (like outsourcing

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

SOURCES OF RECRUITMENT

29

Internal Sources Of Recruitment

1. TRANSFERS

The employees are transferred from one department to another according

to their efficiency and experience.

2. PROMOTIONS

The employees are promoted from one department to another with 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 qualified personnel or increase in load of work.

Recruitment such people save time and costs of the organizations as the

people are already aware of the organizational culture and the policies and

procedures.

5. The dependents and relatives of Deceased employees and Disabled

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.

30

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

the organization.

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

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

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

The disadvantages of recruiting from within are that:

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

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

get the company working more effectively

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

back to Table of Contents

External Sources Of Recruitment

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

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

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

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

in the interview situation.

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

of particular jobs for recruitment purposes:

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

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

31

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

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

the organization.

Job analysis is used in order to:

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

recruitment of new staff.

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

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

equipment and materials to be employed with the job.

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

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

promotion).

5. Identify areas of risk and danger at work.

6. Help in setting 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 training manuals. Information can be

leaned directly from the person carrying out a task and/or from their

supervisory staff. Some large organizations specifically employ 'job

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

of the general skills of a training or personnel officer.

Job description

32

A job description will set out how a particular employee will fit into the

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

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

organization.

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

Alternatively, it 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.

back to Table of Contents

Job specification

A job specification goes beyond a mere description - in addition, it highlights

the mental and physical attributes 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 all levels would be expected to show responsibility. The company

is looking for people who are tough and talented. They should have a flair for

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

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

business in addition to serving as recruitment instruments. For example, staff

33

appraisal is a means of monitoring staff performance and is a feature of

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

and their immediate line 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 setting new targets.

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

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

does what' in a business. Selection involves procedures to identify the most

appropriate candidates to fill posts. An effective selection procedure will

therefore take into consideration the following:

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

being sought have been identified, developing a process for identifying them in

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

stay with the company.

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

interviews in a location, which is accessible to the interviewing panel, and 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 list must be made up of suitable

candidates, so that the interviews do not have to take place a second time, with

new job advertisements being placed.

The skills required should have been identified through the process of job

analysis, description and specification. It 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 asking them to provide samples of previous work getting them to fill

34

in personality and intelligence 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 it has a

wide reach.

2. EDUCATIONAL INSTITUTES

Various management institutes, engineering colleges, medical Colleges etc.

are a good source of recruiting well qualified executives, engineers, medical

staff 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 recruitment of executives and specialists. It is also known as RPO

(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.

35

5. LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close

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

for construction jobs.

6. UNSOLICITED APPLICANTS

Many job seekers visit the office of well-known companies on their own.

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

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

probable candidates for the organization.

7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of

the organization can refer their friends and relatives for some position in

their organization. Also, the office bearers of trade unions are often aware of

the suitability of candidates. Management can inquire these leaders for

suitable jobs. In some organizations these are formal agreements to give

priority 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 is absent. More efficient among

these may be recruited to fill permanent vacancies.

Apart from these there are some other sources which are nowadays commonly

used by the organizations. These sources are

Headhunting

36

Third party recruitment

Recruitment Process Outsourcing (RPO)

E-Recruitment

HEADHUNTING is a frequently used name when referring to third party

recruiters, but there are significant differences. In general, a company would

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

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

in-house recruiters and will use, advanced sales techniques such as initially

posing as clients to generate names of employees and their positions and

personally visiting candidate offices. They can also purchase expensive lists of

names and job titles. They will prepare a candidate for the interview, negotiate

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

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

seek them out, utilizing large databases, internet strategies, purchasing company

directories or lists of candidates, networking, and often cold calling. Many

companies go to great efforts to make it difficult for head-hunters to locate their

employees.

THIRD PARTY RECRUITMENT firms are usually distinguished by the method

in which they bill 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 generally range from a straight

contingency fee to a fully retained service which is similar to placing an

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

candidate to a particular job within a company.

RECRUITMENT PROCESS OUTSOURCING (RPO ) is a form of business

process outsourcing (BPO) where an employer outsources or transfers all or part

37

of its recruitment activities to an external service provider. RPO may involve

the outsourcing of all or just part of recruitment functions and process. The

external service provider may serve as a virtual recruiting department by

providing a complete package of skills, tools, technologies and activities. The

RPO service provider is "the" source for in-scope recruitment activity.

On the other hand, occasional recruitment support, for example temporary,

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 certain types of recruitment activity differentiating. The biggest distinction

between RPO and other types of staffing is Process. In RPO the service provider

assumes ownership of the process, while in other types of staffing the service

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

services.

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

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

recruitment of suitable candidates for vacant positions. Some applications do

this by semi-automating the entire recruitment and hiring process. E-recruitment

applications (or software packages that are web-enabled) typically enable

recruitment teams to create job postings, manage job application responses,

schedule interviews and manage other recruitment tasks. This dramatically

reduces the labor and money spent improves the quality and quantity of the

applicant pool.

Recruitment Policy Of a Company

In today’s rapidly changing business environment, a well defined recruitment

policy is necessary for organizations to respond to its human resource

requirements in time. Therefore, it is important to have a clear and concise

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

38

talent pool for the selection of the right candidate at the right place quickly.

Creating a suitable recruitment policy is the first step in the efficient hiring

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

process.

It specifies the objectives of recruitment and provides a framework for

implementation of recruitment programme. It may involve organizational system

to be developed for implementing recruitment programmes and procedures by

filling up vacancies with best qualified people.

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 applicant and employee is treated equally with dignity

and respect.

Unbiased policy.

39

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 public policy and legislation on hiring and employment

relationship.

Integrates employee needs with the organizational needs.

Factors Affecting Recruitment Policy

Organizational objectives

Personnel policies of the organization and its competitors.

Government policies on reservations.

Preferred sources of recruitment.

Need of the organization.

Recruitment costs and financial implications.

back to Table of Contents

40

Selection Process

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

ascertain whether the candidates’ specifications are matched with the job

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

is the intention to choose the individual candidate who can most successfully

perform the job from the pool of qualified candidates.

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

continuing function. The ability of an organization to attain its goals effectively

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

of its selection programme. If right personnel are selected, the remaining

functions of personnel management become easier, the employee contribution

and commitment will be at optimum level and employee-employee relations will

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

organization and if faulty selection is made, the employee will become a

liability to the organization.

Selection Procedure

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

It includes a detailed study of the positions for which recruitments are to be

made, in the form of Job Description and Job Specification

HUMAN RESOURCE PLAN : Under this plan estimates are laid for the future

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

function.

RECRUITMENT : It refers to the process of searching for prospective employees

and stimulating them to apply for jobs in an organization.

41

DEVELOPMENT OF BASIS FOR SELECTION : This involves the selection of

appropriate candidates from the applicants’ pool by adopting suitable techniques

for screening.

APPLICATION FORM : This is also known as application blank. This technique

is utilized for securing information from the prospective candidates.

WRITTEN EXAMINATION : Application form is followed by written

examination for the short listed candidates for assessing the candidate’s 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 applicant’s

suitability to the job.

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

behavior from which inferences about future behavior and performance of the

candidate can be drawn. Tests can be of following type:

o Aptitude Test : This test measure whether an individual has the capacity

or latent ability to learn a given job if adequate training. Aptitude test

can be further subdivided in to

Intelligence test

Emotional test

Skill test

Psychometric test

42

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

specific achievement when an organization wishes to employ

experienced candidate .

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

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

the candidate in relation to the job, work, occupations, hobbies and

recreational activities.

o Personality Test : These tests prove deeply to discover clues to an

individual’s value system.

o Multi-Dimensional Testing : Organizations develop such tests in order

to find out whether the candidates possess a variety of skills or not,

candidate’s ability to integrate the multi-skills and potentiality 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

43

o Decision making interview

MEDICAL EXAMINATION : Certain jobs require certain physical qualities like

clear vision, percept hearing, unusual stamina, tolerance of hard working

conditions, clear tone etc. medical examination reveals whether or not a a

candidate possesses these qualities.

REFERENCE CHECK : At this step candidates are required to give the names of

references in their application forms. This is done in order to verify the

information provided by the candidate.

JOB OFFER : After taking the final decision, the organization 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 for the

modification of the job letter and in case things are not working out the offer is

rejected by the candidate.

EMPLOYMENT : The Company may modify the terms and conditions of

employment as requested by the candidate and thereby place them on the job.

44

back to Table of Contents

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 arrived at

the organization. Selection then consists of the processes involved in choosing

from applicants a suitable candidate to fill a post. Recruiting individuals to fill

particular posts within a business can be done either internally by recruitment

within the firm, or externally by recruiting people from outside. The recruitment

and selection process at Reliance HR Services Private Limited begins with

management determining the exact need of the posts to be filled. There are a

45

number of posts which have to be filled, for example ASM, SE, SA, FSA, TL

etc. for the different businesses. Then, the management shortlists the resume of

the candidate whose attributes match with the job description and specification

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

applicants on a daily basis which they shortlist according to the qualification

and experience for a particular post. As the candidate visits to submit his resume

he is asked to fill in the first 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 eligibility verification of the candidate’s name, phone

number, age, qualification and experience. It also consists of taking two

references of peers and providing job brief and information regarding

compensation, 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 shortlist the candidates on

the following attributes:

Job Understanding

Willingness to work

Compensation clarity

Functional Knowledge Validation

Target Orientation

Energy Level

Sample sales

46

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

selection tests are a valid method of assessing a candidate (i .e. effectively

measures the job criteria, is relevant, reliable, fair and unbiased – also

considering the predictive capacities 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 Employability Aptitude Test is given in Appendix 2 which

the candidate has to take if he has applied for any position in the sales

department. The RME evaluates the tests and also validates the cut offs for

them. The evaluation sheets are then attached with the interview record sheet of

the respective candidate before going in for the final interview.

As per the plan the final interview of the candidate will be with the personnels

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

Reliance ADAG’s 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 formalities and the rejected ones are given feedback. A

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

organization for future use.

The Recruitment Process

47

Enquiry/ Walk-in Management

(Registration, References, Eligibility Verification, Job Brief)

Preliminary Interview/ Screening

(Job Understanding, Willingness, Compensation, Functional Knowledge)

Testing & Evaluation

Final Interview (CLIENT)

back to Table of Contents

Reliance HR Services Private Limited’s Sourcing Process

48

Understanding of Client Requirement

(Client’s Product/ Services, Expectations- Candidate’s Profile, Compensation, Benefits, Location, etc.)

Resource Planning

(Sourcing channels, Timelines, Responsibilities)

Coordination with Clients (Business)

(Sharing sourcing plans and Timelines)

Sourcing Activity

(Tele calling, Email, Referral Calling, Advertising, Head Hunting, Field Recruitment)

Understanding of Client Requirement

1. Client’s Businesses - Understanding the client’s business Profile and it’s

expectation.

2. Candidate’s Profile - Understanding the candidate’s age, qualification,

experience, and language.

3. Compensation - Understanding the salary and incentive pattern.

4. Benefits - Understanding the PF (Provident Fund), ESIC (Employee State

Insurance) and other allowances.

49

5. Location - Understanding the mobility and conveyance factors.

Resource Planning

Sourcing Channels Resource Activity For Example

Walk-ins: X

Selections: Y

Referrals: Z

Campus • Degree, MBA Colleges (Up country) • Institutes- Sponsor Eng, Computers,

Counseling centers, Study Centers.

Database

• Internal employees• External-Walk-ins, Campus, DST;DSAReferrals

Field Recruitment

Tele calling and Email sheet as Rejected Database, Campus Database, Employment Exchange

List of DSAs and DST of competitors, Head outs at Bus stands and Railway Stations, Canopy, Posters, Road Shows

Job Portal & Headhunting

Job posting on Naukri.comHeadhunting for experienced candidates

AdvertisementLocal newspapers, Eng/Local, Radio, Inserts, Walk-in centers, Walk-in date& day, Coordinators

Job FairWalk-in centers, Walk-in date& day and inter Coordinators

back to Table of Contents

Coordination with Clients

50

1. Sharing of Sourcing plan

a. Walk-in dates

b. Campus Interview dates

c. Up country travel

2. Coordination with ASMs, CMP heads for:

a. Walk-in interviews

b. Campus Interviews

c. Referral 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.

51

2. List of UG, PG, Engineering, MBA Colleges , Coaching centers, Spoken

English Institutes, Computer Institutes, Study centers with contact details

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

b. Other institutes

c. Ex-students

d. Coaching Centers

e. Study Centers

f. Hostels and Lodges

Internal Referrals-“SAARATHI”

1. List of SA’s, SE’s and ASM’s with email addresses.

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

52

3. Posters of advertisement in Reliance offices, Web stores.

4. Drop boxes at CMP locations and Web stores.

5. Rewards and recognition on weekly/ fortnightly basis.

Database Recruitment

53

back to Table of Contents

Database Generation

54

REFERRALSJob Fairs/Job Mela Employment

Exchanges

Existing Employees Advertisements

Database

Campuses DSA’s and DST’s

(Hutch, Airtel, BSNL, MTNL, VSNL, ICICI, LIC, etc.)

(Degree Colleges, Private Institutes, Study Centers)

(SA’s, SE’s, ASM’s)

Walk-ins

back to Table of Contents

Field Recruitment

55

Target

Audience

Tele Calling on 20 resumes per day

Canopy Campaign & Road Shows

Walk-ins(10 per day)

Referrals(40 from each walk-ins)

Selections

Competitors, DSAs & DSTs Handouts & Posters at Bus stands and Rly Stations

Job Portal and Head Hunting

1. Job posting for SA’s/ SE’s on Naukri.com and other portals.

2. Headhunting for SE’s/TL/FSA from competitors.

3. A target of two SE’s/TL/FSA per week from competitors.

back to Table of Contents

Advertisement Based Recruitment

56

Target

Audience

Advertisement, Inserts (1 in 1 month)

Message/ Communication(Eng/Local Language)

Medium(Local Newspaper)

Walk-ins(75-100 per day)

Referrals150-200(2 from each walk-ins)

Selections

back to Table of Contents

METHODOLOGY FOLLOWED

57

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 it meets the two basic

criteria i .e. Relevance and Accuracy. Keeping these criteria in mind a

Questionnaire was designed to extract all the relevant information from the

respondents. Majority of the questions were closed ended to extract exact

information from the respondents. The concerned department examined the

questionnaire and a pilot survey was successfully carried out to gauge its

response and effectiveness. Only after the successful pilot run was the actual

study conducted.

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

a list of respondents was created with definite criteria in mind. The criteria

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

overall representation to the sample. A few extra people were also listed to

manage any contingency. The questionnaire was circulated among the

respondents and instructions for filling up were also provided, a sufficient

period of time was given to them for responding. Later the questionnaires were

collected for further processing.

Any study is incomplete if the data gathered is not collated and a

meaningful inference is not deduced from it. Compilation and Analysis was

58

carried out after the survey was duly completed. The compilation was done

according to the desired format, using requisite tools. All standards 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.

Sampling Frame- The sampling frame is the list of ultimate sampling

entities, which may be people, households, organizations, or other units of

analysis. It is the list of element from which sample may be drawn. The

sampling frame of the project included all the employees presently working in

Reliance Communication Ltd., Lucknow.

Target Population- The target population for our study comprises of all

the employees presently working in any of the office of Reliance

Communication Ltd all over India.

Sample Size- The sample size of a statistical sample is the number of

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.. A convenience sample of 50 respondents was decided upon, with

respondents making up a good representation of the overall organizational mix.

Convenience sampling is used in exploratory research where the researcher is

interested in getting an inexpensive approximation of the truth. As the name

implies, the sample is selected because they are convenient.

back to Table of Contents

59

TABULATION, FINDINGS AND INTERPRETATION

After due collation of data gathered, the entire 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.

From the sample size of 50 questionnaires distributed only 30

questionnaires were recovered. A total of fifteen questions were incorporated in

the questionnaire, which spanned from basic information to very relevant

business information. Starting from the first question onwards the results are

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

The first question was an open-ended question asking the position for the

person apply for in the organization. It was just to make candidate a little

comfortable and attentive.

60

0 2 4 6 8 10 12 14 16 18

Newspa per

Advertisments

P ersona l R eferra ls

E mployment Ag enc ies

Direc t Applic a tion

Website

S ourc e of Information about new job opening at R elianc e

S eries1 2 0 18 3 8 0

Newspa perAdvertismen

tsP ersona l R eferra ls

E mployment Ag enc ies

Direc t Applic a tion

Website

Recruiting talent is seeing a new high as organizations are spending a lot to

attract the right talent. Organizations are using a host of innovative and at the

same time run-of-the-mill methods to hire employees. But in order to be

effective and innovative, the compromise has been settled on the high costs.

Personal referral is the most effective and cheapest mode of recruitment.

Companies encourage their employees to refer people for different positions. It

ensures that they attract the best talent and also gives an empowering signal 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 Reliance through Personal Referrals, we can easily

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

turn are attracting more talent to the organization. Secondly, we can also

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

shows that the number of people with personal referrals getting selected in the

61

organization is the highest in number. Thus, the organization is successful in

saving a lot of cost on recruitment.

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

Newspaper Ads are not attracting many people. Though, there are direct

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

too, they are able to capture the profiles of a significant number of potential

candidates that help in recruitment process.

0

2

4

6

8

10

12

14

16

18

R ating the R ec ruitment/S elec tion P roc es s

S e rie s1 5 17 7 1 0

Hig hly E ffic ie nt

E ffic ie nt Ne utra l Ine ffe c ie ntHig hly

Ine ffe c ie nt

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 Recruitment/Selection process find it to be efficient except

for one person who finds it In-efficient. It also showed that all those 7 who gave

62

neutral responses were mostly from Finance and Marketing department and

mostly all managers.

0

2

4

6

8

10

12

14

16

S atis fac tion rating with the R ec ruitment P roc es s

S eries1 7 16 4 3 0

E x tremely S a tisfied

S a tisfied Neutra l Dissa tisfiedE x tremely

Dissa tisfied

Before we get on with the analysis of the next part it is important that we

differentiate between Efficiency and Satisfaction. By definition Efficiency is the

effectiveness or competence of the job whereas Satisfaction refers to the

agreement or the contentment with the job.

According to the study it 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 fifty percent of our recruits are

personal referrals. It was also seen that out of the three who were dissatisfied

63

two were from finance department. It also means that out of the four employees

from the finance department two are dissatisfied and that too all are managers.

E x tremelyL ike ly

L ike lyNeutra l

Unlike lyE x tremely

Unlike ly

S 10

20

L ikelines s of R ec ommendation

S eries1 12 13 4 1 0

E x tremely L ike ly

L ike ly Neutra l Unlike lyE x tremely

Unlike ly

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

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

very high. As satisfied internal customers means satisfied external customers

this is a positive aspect for the organization.

64

0 2 4 6 8 10 12 14 16

S trong ly Ag ree

Ag ree

Neutra l

Disa g ree

S trong ly Disa g ree

P roc es s bias ed towards E xperienc e than Qualific ation

S eries1 8 15 3 3 1

S trong ly Ag ree Ag ree Neutra l Disa g reeS trong ly Disa g ree

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 Qualification.

This needs to be looked at and it should be clearly mentioned in the application

form as well as in the job description as to what would be preferred for a

particular position and job and why. This would not only make the employees

more satisfied with the process but also make those rejected feel that they are

not cheated.

65

Is the R ec ruitment /S elec tion proc es s adequately advertis ed

12,

46%14,

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 advertised. The results show a contrary picture, with almost half the

respondents agreeing to the advertising presence of Reliance. These respondents

should again be quizzed on the places and the content of the advertisement to

gain clarity. Of the employees agreeing that the process is adequately advertised

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 advertised some

steps should be taken if need arises.

66

S atis fatied with Applic ation F orm s tandard

18

73%

7

27%

Yes No

Though majority of the respondents are satisfied with the standard of the

Application form and its content a few have shown reservation regarding the

same. Another study should be carried out to find out the dissatisfaction and

changes that people suggest that would make the Application form more

agreeable.

10

18

0

5

10

15

20

Was Information regarding the parameters for judging during interview

provided before it

S eries1 10 18

Yes No

67

Here we can see that Information regarding the parameters was not propagated

and hence almost Sixty five 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 properly informed on what parameters

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

Did you apply for a c hang e in interview time or reques t feedbac k

9, 30%

21, 70%

Yes No

Interestingly, a lot of people had applied for a change in interview time or

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

for a change in the interview process. The figure below shows the satisfaction

level of the people who had made these requests.

68

If YE S , was the reques t dealt upto your

s atis fac tion

6

75%

2

25%

Yes No

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

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

average 25% of the requests were not satisfied which is not a good sign as this

can bring a bad name to the company.

0 2 4 6 8 10 12 14

Very G ood

Above Avera g e

Avera g e

B elow Avera g e

P oor

Quality of Information provided a)R eg arding the Org anization

S eries1 8 13 9 0 0

Very G ood Above Avera g e Avera g e B elow Avera g e P oor

69

The next set of questions consisted of many parts and judged the amount of

transparency generated by the HR ppersonnels amongst the candidates through

the recruitment process. The response to the first part of the question is

overwhelming and it seems everybody was given quality 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

V ery G ood

Above Average

Average

B elow Average

P oor

Quality of Information providedb) R eg arding the J ob Des c ription

S eries 1 3 17 8 1 1

V ery G ood Above Average Average B elow Average P oor

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

were provided adequate information regarding the organization, there was not

enough information regarding the roles that they were about to play in it . The

job description which consists of the title of the job, to whom the employee is

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.

70

0 2 4 6 8 10 12 14 16 18

V ery G ood

A bove A verage

A verage

B elow A verage

P oor

Quality of Information providedc ) R eg arding the Department

S eries 1 11 17 2 0 0

V ery G ood A bove A verage A verage B elow A verage P oor

Here the response takes a swing in favour of the information 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

V ery G ood

Above Average

Average

B elow Average

P oor

Quality of Information providedd) R eg arding S alary and C ompens ation

S eries 1 2 11 13 3 1

V ery G ood Above Average Average B elow Average P oor

71

The salary and compensation structure was again a sore in the information

dissemination, with many respondents feeling that the quality 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

V ery G ood

A bove A verage

A verage

B elow A verage

P oor

Quality of Information providede) R eg arding J ob R es pons ibilities

S eries 1 5 14 8 3 0

V ery G ood A bove A verage A verage B elow A verage P oor

Taking a cue from the response we can conclude that a little more effort is

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

responsibilities expected out of him/her. This needs to be looked into as until

the candidates properly knows what their job is all 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.

72

0 2 4 6 8 10 12 14 16 18 20

V ery G ood

Above Average

Average

B elow Average

P oor

Quality of Information providedf) R eg arding Work L oc ation

S eries 1 7 19 3 1 0

V ery G ood Above Average Average B elow Average P oor

It seems as if everybody knew about the job location that they were being

interviewed for, hence a very high percentage of people were satisfied with the

information provided. Care must also be taken that any changes in the work

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

73

0 2 4 6 8 10 12 14

V ery G ood

A bove A verage

A verage

B elow A verage

P oor

Quality of Information providedg ) R eg arding R eporting Hierarc hy

S eries 1 8 14 6 2 0

V ery G ood A bove A verage A verage B elow A verage P oor

It is almost an identical situation as the earlier question except that there is a

small tilt towards the average to below average side. A lot of care must be taken

to explain the hierarcy and the reporting structure to the candidate as it helps

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

0 2 4 6 8 10 12 14

V ery G ood

Above Average

Average

B elow Average

P oor

Quality of Information providedh) R eg arding G rowth Oppurtunities

S eries 1 2 9 14 5 0

V ery G ood Above Average Average B elow Average P oor

74

Since this parameter is an important one in making a decision to join a n

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

growth oppurtunities in the organization. Here probably, some people were

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

to grow professionally and that too in very less time. Reliance which is an

organization with high growth opportunities should inform all candidates about

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

0 2 4 6 8 10 12 14 16 18

V ery G ood

A bove A verage

A verage

B elow A verage

P oor

Quality of Information P rovidedi) R eg arding Org anizational C ulture

S eries 1 2 17 7 2 2

V ery G ood A bove A verage A verage B elow A verage P oor

Here the flow of information is not adequate with around thirty five percent

respondents were either averagely satisfied or below satisfation level. Before an

employee joins the organization it is important he knows about the culture

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

75

0

2

4

6

8

10

12

14

Updates on s tatus of s elec tion proc es s

S eries 1 8 14 4 3 0

C ons is tently Us ually Often S ometimes Never

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

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

ensure that regular updates are always dispatched to the applicants during the

entire process. This would instill more transparency in the system and develop

more trust in the organization.

76

P arts of the R ec ruitment P roc es s in whic h c ertain Diffi c ulty was experienc ed

2,

4%

4,

9%

11,

24%

1,

2% 3,

7%2,

4%

1,

2%

10,

22%

2,

4%

3,

7%

7,

15%

Rec ruitment Broc hures /Information Rec ruiters Applic ation formTes t/Interview S c heduling Tes t/Interview L oc ation Written Ex aminationOral Interview Bac kground Ex amination P roc es s L engthRes ult Notific ation C ity/Department s ervic e pers onnel

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 don’t

feel any inconvenience during the process. Apart from this 8 of the employees

77

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

can also be improved upon.

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 eligibility qualification for almost all 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 criterion for all jobs and thus the

freshers should be promoted easily to get a job easily

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

each stage

Compensation schemes should be explained more comprehensively to the

employees

Other sources of recruitment should also be incorporated and the company

should not completely rely on personal referrals.

The designation and job profile should be made more clear for different

departments ande businesses.

78

back to Table of Contents

LIMITATIONS OF THE STUDY

It is always true that there is no end to learning and experimentation,

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

could also have been more comprehensive but due to paucity of time, the number

of samples and questions both were limited to a certain extent. Still the results

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

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

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

by calculating ratios which were not included.

1. The data gathered over the entire span of this project may not be

completely accurate due to the unpredictability of human nature.

2. A short time-frame of only two months might not be enough to yield the

desired results that were envisioned during the commissioning of this

project.

3. The results would had been better reflected if the study would had covered

other locations across the country

4. More representation from several departments at all levels would had

given a good mix to the respondents pool

5. Since a convenience sample was sought, many potential respondents may

have been missed

79

back to Table of Contents

RECOMMENDATIONS

Having considered all the responses available and the issues set out above,

following recommendations can be made:  

1. Though Reliance follows a strict process for reference check but still at

occasions the existing format proves to be inefficient. The main fault is the

type of reference check used. Resume check is the only method of

background check adopted by Reliance. Verifying the information furnished,

with 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 critical for the organization. For this purpose Reliance need

to adopt other methods of background check. These could be of following

types:

Criminal check : Here the candidate is check for any involvement in

unlawful practices. This involves verifying with the local authorities that

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

also be asked to get a certificate verifying the same.

80

Resume check: This is most common method wherein the information

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 verification of the various

certificates and degrees awarded to the candidate. This pertains to

verification of the educational qualification assured by the candidate.

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

Physical exam : Physical check is performed for the positions for which

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

Psychological testing : A psychological test is a standardized instrument

designed to measure objectively one or more aspects of a total personality

by means of samples of verbal or nonverbal responses. Psychometric

assessments are used to enhance the quality and quantity of available

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

2. Ensure an up-to-date job description which contains information related to : Specific tasks and activities required for a job

The knowledge, skills and abilities required for effective performance by

the job incumbent

3. Evaluate the recruitment strategy to determine its efficacy. For example: Conduct a cost-benefit analysis in terms of the number of applicants

referred, interviewed, selected, and hired

Compare the effectiveness of applicants hired from various sources.

81

4. Continuation of the Employee Referral Scheme and to monitor and expand

the scheme dependent on its success. But other sources should also be

Incorporated to bring high quality of talent to the company.

5. More information about job openings should be circulated at web-worlds all

over the country and the candidates could be screened through video

conferencing at the web-worlds itself so that the candidates don’t have to

come all the way to another city for the first round.

6. Other statistics should also be calculated from time to time to check the

success of the recruitment and selection process. They are:

Selection rate - Percentage hired from a given group of candidates

Acceptance Rate - Percentage of rejected job offers

Success Base Rate -Comparing percentage rate of past applicants who were

good employees to that of current employees

Recruiting Yield Pyramid/ratio should be calculated: It is the number of

candidates who pass a particular recruitment hurdle divided by the no.

who attempted the hurdle.

82

Recruiting Yield Pyramid

back to Table of Contents

APPENDICES

Appendix 1: Interview Record Sheet

Interview Record Sheet

83

For Office use only:

Name of candidate

Position considered for _______________________________________________

City where the job exists _______________________________________________________

Language Known English Hindi Vernacular

Spoken (Y/N) _______ _______ ___________(Specify)

Written (Y/N) _______ _______ ___________(Specify)

Read (Y/N) _______ _______ ___________(Specify)

Current and previous Job (Nature of responsibility, critical task performed, % of result achieved.

Ist Job :

Nature of responsibility __________________________________________

Critical Tasks performed a. ______________________________________

b. ______________________________________

c. ______________________________________

Achievement _____________________________________________

Name of the supervisor (Ist Job) ____________________________(Reference)

IInd Job :

Nature of responsibility __________________________________________

Critical Tasks performed a. ______________________________________

b. ______________________________________

c. ______________________________________

Achievement _____________________________________________

Name of the supervisor (IInd Job) ___________________________(Reference)

84

Why the candidates wants to leave the current job and wants to join RHRS (Salary, Growth, Image

and Reliance, etc)

What kind of “Growth” (Learning and Designation) the candidate is expecting in the next 3

years.

Parameter Ratings 1-4 1 low 4 high

Remarks

Appearance and MannerismsFamily Background

Self Image and Confidence

Communication and clarity in speechCorporate Sales Experience

Experience from Telecom Industry

Market Orientation - Awareness about Reliance & the telecom industry

85

Patience

Integrity and Reliability

Interpersonal Skills

TOTAL /40 (The score should not be less than 28)

Written test Score/84 58 -Passing score

IQ Test Score/15 11 - Passing score

Current CTC of the candidate Monthly Annual

Expected CTC

Assessment of the interviewer

Why the candidate should be offered?

86

Candidate selected for the position

Result of the InterviewSELECTED / REJECTED

Candidate’s acceptance of offer YES / No

Name of the RME/ LH Signature

Name of the Interviewer (ASM/ CSM) Signature

back to Table of Contents

Appendix 2: SALES AND SERVICE EMPLOYABILITY APTITUDE TEST

87

SALES AND SERVICEEMPLOYABILITY APTITUDE TEST

PART A

88

Duration: 50 Minutes

Instructions:

1. Please read the instructions carefully.2. Do not write anything on the Question Booklet. Separate Answer sheets have

been provided to you.3. The test is divided into 2 Sections = Section 1 and Section 2. It is suggested

that you spend 35 minutes on Section 1 and 15 minutes on Section 2.4. The first part contains 21 questions and the second part contains 15 questions.5. Tick the appropriate box, to mark the correct answer.

For Example:

(a) (b) (c) (d)

1    

89

SECTION - 1

90

1. You need to meet the Commercial Manager of a large firm that has about 15 offices. However, you do not know who he is or where he can be contacted. Whom would you approach to acquire the required information?

a. The receptionist of any one of the offices.b. The Security Guard of the entire building.c. Call up Yellow Pages to get the information.d. Ask the neighbors, as they will certainly know.

2. This is in continuation to Question1. After making 5 unsuccessful visits, you are finally in discussions with the Commercial Manager of the concerned firm. But during the meeting he is continuously interrupted by visitors and phone calls and you are not able to make much headway. Which of the options given below is the best one in these circumstances?

a. Politely ask if he is busy and take an appointment for another day. b. Tolerate all the interruptions because there is a possibility that he will be able to meet you

only after several days.c. Ask him to put you onto another person so that he could continue with his other

meetings.d. Politely thank him, because you have decided that there is no point wasting any more of

your time.

3. If you are given a new game to play, would you:

a. Follow instructions given in the manualb. Start experimenting with the toy without reading the manualc. Read from the manual and try out the toy simultaneouslyd. Ask your friend to help you out.

4. You ring up your probable client to seek an appointment. He gives you a date and time that clash with a prior appointment. Your response on the phone to him will be:

a. Agree to the date and time, hopeful that you will be able to reschedule the other meetingb. Share your problem and ask him for an alternate date and timec. Ask him for an alternative date and time directlyd. Agree with his suggestion, but decide that you will give him some excuse of the day of

the meeting.

5. You have been meeting the HOD Administration over the last three weeks. Today is your final meeting with him and he is ready to sign on the dotted line. On meeting him he tells you that he is not ready to sign but has given you the verbal go ahead and you can take his word for it. What will you do?

a. Ask your supervisor for adviceb. Ask your supervisor to speak with the HODc. Ask the HOD to speak with your supervisord. Go back disappointed

91

6. Which of the following statements would be a compliment for you:

a. Persuasive and patient and can see tasks through completionb. Aggressive and result-oriented and cannot tolerate inefficienciesc. Charming, well mannered and well groomedd. Very dedicated and meticulous, soft spoken

7. You are in the middle of an important meeting. Another client calls you and wishes to discuss something important. Which according you is the best approach to take?

a. Tell him that you cannot talk now; and arrange to talk as soon as possible.b. Excuse yourself from the current meeting to speak with the caller for only a few minutes c. Talk to the caller at length as what he has to say is urgent and importantd. Talk simultaneously to both sides; using a mixture of verbal and non-verbal

communication

8. You accompany a colleague to a meeting where the agenda is to close a deal that will benefit the organization significantly. The account has been primarily worked upon by your colleague. During the meeting the customer states that he is very happy with the proposal and is ready to place the order, but his only concern is that he wants the services in 72 hours while you need one week time as per your proposal. He also wants you to answer the question. What will you do?

a. Assure him that it will be done. You also know that it is not possible.b. Tell him that you will be able to confirm only after speaking with your office.c. Tell him point blank that his request is unreasonable.d. Explain the process and reiterate to him that your product is far superior to that of

competition.

9. The client is very interested in your product. To understand his perspective and requirements better, you usually:

a. Ask the client several questions to understand his needs better.b. Make intelligent guesses on what he shares with youc. Always arrange for a meeting between your supervisor and the clientd. Tell him about the product and let his assess if it meets his requirements

10. You have been pursuing an important client for several months. Today he shares with you that he has called up some clients of yours who have shared that customer service has been below average. And he is apprehensive about the quality of customer service that he will receive from your organization. What according to you is the best response:

a. Agree with him completely, but tell him that this is top on the organization’s priority listb. Out rightly deny it and tell him that it is not true at allc. Tell him that it is a propaganda by competitiond. You yourself start criticizing the company in the hope of getting his sympathies

92

11. A husband and wife show keen interest in the telephone line schemes that you offer. How will you proceed further?

a. Give them the brochure and ask them to read itb. Explain in person all the detailsc. Say that you would like to meet them with your supervisor laterd. Answer only their queries…after all why should you waste time

12. When you think of the most difficult times you have faced in the past, what is your first thought?

a. You can’t think about it without getting physically illb. Thank God, it is behind youc. You feel that it is a miracle that you survived it, you cannot do it again.d. You would not want to live it again, but you learned a lot from it

13. You client is very social and likes to have a good chat. So during meetings you normally:

a. Maintain the agenda for the meetingb. Allow the conversation to take its own coursec. Initiate topics that interest the clientd. Bring the attention to yourself by bragging about your achievements

14. You will achieve your annual targets by finalizing this one deal. The client asks you for a service that you cannot under any circumstances fulfill. You will:

a. Explain your inability to meet his requirementb. Clearly refuse him as honoring your commitments is very important to youc. Ignore the issue in an attempt to distract the clientd. Accept his terms and conditions and deny it at a later stage

15. To sell personal telephone connections, you would normally:

a. Make cold calls and often meet the housewife herselfb. Wait till end of day to meet the head of the familyc. Make all your calls on holidays so that the head of the family will be at homed. Leave your visiting card and brochure in all mail boxes

16. You are most often described as a person who is:

a. A good listener and still be able to get his point across.b. Kind and sincerec. Detached and unemotionald. Able to get his point across irrespective of adverse responses.

17. You start a hike up on a small mountain. Half mile from the top you see that the trail is covered with snow. What will you do?

a. Decide to continue. You have come this far and you cannot stop now.b. Immediately turn back. It does not matter whether you make it to the top or notc. Continue with the hike as long as it is fun and safed. Discontinue. It is disappointing but not worth risking an injury

93

18. A client asks you for a clarification. You are very uncertain of the response, but feel that your credibility is at stake. How will you reply?

a. Give him a plausible but false answer.b. Distract him by moving onto another topic for discussionc. Tell him that you will get back at the earliestd. Shrug your shoulders and keep quiet.

19. You approach a household to sell your telephone connection. A busy and troubled housewife has answered the door. She is angry at your interruption. And abuses you. How will you react?

a. Apologize for the interruption, and walk awayb. Tell her that you need to be spoken with respectc. Apologize and ask her for a suitable time d. Just turn around and walk away.

20. A very close relative heads a medium sized enterprise. He is keen to place an order for your products. However, the sales team in our organization is organized geographically. His office does not fall within your geographical area. The area belongs to a colleague to whom you are very close. What will you do?

a. Introduce the relative to your colleague, although this means a financial loss to youb. Ask your relative to place the order with your competitorsc. Take the order because after all organization policies can be bent a little d. Take the order and request your supervisor to credit you with the sale

21. While conversing with others you tend to

a. Involve them in the discussionb. Focus on the topic of discussionc. Let the conversation move in different directions. It helps build the rapportd. Discuss topics that others are interested in

94

back to Table of Contents

SECTION - 2

95

For Questions 1-3, Complete the Analogy.

1. Bacteria : Illness

A) Medicine : Bacteria B) Illness : Health

C) Bomb : Explosion D) Humidity: Pressure

2. Shave: ? : : Cut: Knife

A) Lather B) Blade C) Razor D) Mirror

3. Door : ? : : Telephone : Ring

A) Key B) Knock C) Jam D) Room

4. 6 3 12 6 18 …

A) 9 B) 12 C) 24 D) 36

5. H I K J L M O N P Q S R T U ___

A) W B) V C) X D) Y

6. A man started walking from North to South. He turned right at right angles then again right at right angles. In which direction was he ultimately walking?

A) East B) WestC) North D) South

7. Sujit, Mohan, Vishal and Mahesh are weight lifters. Mahesh can outlift Vishal and Mohan can outlift Mahesh. Vishal cannot lift Sujit. Therefore:

A) Both Sujit and Mohan can outlift MaheshB) Mahesh can outlift Sujit but can’t outlift Vishal.C) Mahesh can outlift Sujit by more than he can outlift VishalD) None of the above is true

8. M is above N and O; N is above O and below P. Therefore:

A) M is not above O and P B) O is above N C) P is above O D) O is above P

9. What would be the next number in this series?

96

HD DH HD DH

Choose among the following

HDD HD DH HH

A B C D

10. What would be the next picture in this series?

Choose one of the following five:

11. If you spend Rs4000/- on the training of every new joinee. You need to hire 15 new people for the next 6 months. What should be your training budget for this lot of joinees?

A) Rs24,000/- B) Rs60,000/- C) Rs90,000/- D) Rs3,60,000/-

12. Solve: ____5

____6____7

+ ____8-----------------------

146In the correctly worked addition problem above, each ____(blank) represents the same digit. What is the value of ____?

a) 3b) 4c) 6d) 8

For Questions 13- 15, Chose the right word:

13. This is a nice camera. Is it your/yours?

14. Whose books are these? Yours or my/mine?

97

15. They have two children, but I do not know their name/names.

Appendix 3: Sample Questionnaire

QUESTIONNAIRE

Q1. Which position did you apply for in the company?

Q2. Where did you get to know about the new job opening in the organization?

Newspaper

Advertisement

Personal referrals

Employment agencies

Direct application

Website Others (please specify):

Q3. Did you find the Reliance recruitment/selection process to be:

Extremely efficient

Efficient

Neutral

Inefficient

Highly Inefficient

98

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

Q4. What was your overall satisfaction with the recruitment process?

Extremely satisfied

Satisfied

Neutral

Dissatisfied

Extremely dissatisfied

Q5.How likely are you to recommend the company to a friend or a colleague?

Extremely Likely

Likely

Neutral

Unlikely

Extremely Unlikely

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

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Q7. Do you think that the recruitment and selection process is adequately advertised?

Yes

No

Q8. Were you satisfied with the standards of the application form?

Yes

No

99

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

Yes

No

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

Yes

No

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

Yes

No

Q12. Rate the quality of information provided to you regarding the position you were being interviewed for:

Excellent Very Good

Average Below Average

Poor

Information about theorganizationJob Description

DepartmentSalary and Compensation

Job ResponsibilitiesWork LocationReporting HierarchyGrowth OpportunitiesOrganizational culture

100

Q13. Did the recruiter you were engaged with keep you updated on the status of your selection process?

Consistently

Usually

Often

Sometimes

Never

Q14. Did you experience (or are you experiencing) difficulty or concern with any of the following aspects of the recruitment/selection process:

Recruitment Brochures/ information

Recruiters

The application Form

Test/Interview scheduling

Test/Interview location

Written examination

Oral interview

Background examination

Length of the process

Notification of the results

City/ Department service personnel Others (please specify):

Q15. Are there any further comments that you would like to make on the whole recruitment and selection process?

101

Demographic Profile:-

Age

20-25 26-30 31-35 >35Gender

Male Female Department

HR Marketing Finance IT

Sales Designation

Manager Executive Interns Supervisor Associate

Work Experience

<1 Yr 1-3 Yrs 4-10 Yrs >10 YrsMonthly Income

<10000 10000-20000 20000-40000 >40000

Thank You for your response……

102

back to Table of Contents

BIBLIOGRAPHY

www.wiki.answers.com

www.hrmadvice.com

www.recruitment.naukrihub.com

www.relianceadagroup.com

Tripathi, P.C., Human Resource Development, New Delhi,

Sultan Chand & sons, 2003.

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

& Sons, 2001.

Business Research Methods by William G. Zikmund

103

back to Table of Contents

THANK YOU……

104