1. PROJECT REPORT
ON
THE RECRUITMENT AND SELECTION PROCESS
AT
RELIANCE COMMUNICATIONS LTD.,
LUCKNOW
Report Submitted in Partial Fulfillment of the Requirements for the
Master of Business Management
Under the Valuable guidance of
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2. Mr. ALOK MISHRA
Head Resource Management- U.P.
Reliance HR Services Private Ltd.
Submitted By:
RISHABH SHUKLA
COLLEGE OF MANAGEMENT STUDIES, KANPUR
2010-2012
ACKNOWLEDGEMENT
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
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3. 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
Mr. Deepak Sareen, Location Head, for his kind support and guidance.
I also express my profound indebtedness to Mr. Alok Mishra, Head Resource
Management)- U.P., for her 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 Prof. Alok Satsabgi 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.
Regards,
Rishabh Shukla
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4. 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)
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5. (ix)Tabulation, Findings and Interpretations …………………..……..…………(55)
(x) Limitations of the study ………………………………………………………..(74)
(xi)Recommendations ……………………………………………………………….(75)
(xii) Appendices ……………………………………………………………………..(78)
(xiii) Bibliography … ……………………………………………………………………....(97)
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
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6. • 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
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7. 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%.
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8. • 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.
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
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9. over 40 million subscribers. It has established a pan-India, high-capacity,
integrated (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.
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.
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10. 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
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.
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11. 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
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
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12. 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
The flagship company of the Reliance – ADA Group, Reliance Communications
Limited, is the realization of our founder’s dream of bringing about a digital
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13. 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
Reliance General Insurance Reliance Portfolio Management
Service
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14. 14

15. It’s Structure
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16. Company’s Values
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17. • 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
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18. 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
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
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19. 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
Chairman’s Message
A New Reliance For A New World
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.
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20. 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.
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21. 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
Group Chairman & CEO
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22. 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.
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23. 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.
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.
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24. 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
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25. the skill and initiative of their workforce that sets them apart from their peers in
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
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26. In order to achieve their objective, they offer their people:
• Growth opportunities to expand leadership capabilities
• True meritocracy and freedom to choose career paths
• Opportunities to develop and hone leadership and functional capabilities
• An entrepreneurial environment where people can pursue their dreams
• Competitive compensation
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
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27. • Create a true meritocracy with a pervasive commitment to transparent
systems and processes
• Do all this with unquestionable Integrity to ensure total compliance with the
laws of the land.
RELIANCE HR SERVICES PRIVATE LIMITED
Anil Ambani wants to go one-up on the 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
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28. of office premises of various ADAG companies. The offices of the company
would be spread all over the country in the manner shown below:
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29. 29

30. Organization Structure - Location
Location
Head
Resource
Payroll
Management Compliance MIS Executive
Executive
Executive Officer
Field
Recruiter
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31. 31

32. 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”.
32

33. 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
vacancy.
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.
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34. • 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.
• So, those people who are involved in the process have a high level of
responsibilities.
Management’s Role in Recruitment
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35. 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.
• 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.
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36. The Recruitment Process
1 Determinethe exact need 8 Imp lement th e d ecision
2 Obtainapproval 9 Allow timefor response
3 Combine / update description 10
job Screen respo nses
and job specification
4 DetermineKPAs of the job 11Draw up a candiddateshortlist
5 Consultthe recruitmen t p olicy 12 Pro videfeedb ack to ap plicants
& procedure
6 Choosethe recruitmen t source(s) 13 Proceed to selection
7 Decideon a recruitment method 14 Evaluatethe recruitment effort
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37. 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
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38. recruitment. Recruitment candidates from all the other sources (like outsourcing
agencies etc.) are known as the external sources of recruitment.
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39. SOURCES OF RECRUITMENT
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40. 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.
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41. 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.
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'.
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42. 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.
External Sources Of Recruitment
External recruitment makes it possible to draw upon a wider range of talent, and
provides the opportunity to bring new experience and ideas in to the business.
Disadvantages are that it is more costly and the company may end up with
someone who proves to be less effective in practice than they did on paper and
in the interview situation.
There are a number of stages, which can be used to define and set out the nature
of particular jobs for recruitment purposes:
Job analysis is the process of examining jobs in order to identify the key
requirements of each job. A number of important questions need to be explored:
the title of the job to whom the employee is responsible for whom the employee
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43. 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
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44. analysts'. In most companies, however, job analysis is expected to be part
of the general skills of a training or personnel officer.
Job description
A job 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
44

45. 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
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:
45

46. 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
in personality and intelligence tests giving them real work simulations to test
their abilities.
The external sources Of Recruitment are:
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47. 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
47

48. Government establishes public employment exchanges throughout the
country. These exchanges provide job information to job seekers and help
employers in identifying suitable candidates.
5. LABOUR CONTRACTORS
Manual workers can be 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.
48

49. 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
• 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
49

50. 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
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
50

51. 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
talent pool for the selection of the right candidate at the right place quickly.
51

52. 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.
52

53. • Unbiased policy.
• To aid and encourage employees in realizing their full potential.
• Transparent, task oriented and merit based selection.
• Weightage during selection given to factors that suit organization needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each selection.
• Abides by relevant 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.
53

54. back to Table of Contents
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.
54

55. 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.
• 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.
55

56. • 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
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.
56

57. 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
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.
57

58. • 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.
58

59. 59

60. 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
60

61. 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
61

62. • Functional Knowledge Validation
• Target Orientation
• Energy Level
• Sample sales
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
62

63. list of selected, on hold and rejected candidates is also maintained by the
organization for future use.
The Recruitment Process
63

64. E
(R eg istra
back to Table of Contents
Reliance HR Services Private Limited’s P
Sourcing Process
(Jo b U n
64

65. Und
(Client’s Pr
Profile,
Understanding of Client Requirement
1. Client’s Businesses - Understanding the client’s business Profile and it’s
expectation.
(Sourcin
2. Candidate’s Profile - Understanding the candidate’s age, qualification,
experience, and language.
3. Compensation - Understanding the salary and incentive pattern.
65

66. 4. Benefits - Understanding the PF (Provident Fund), ESIC (Employee State
Insurance) and other allowances.
5. Location - Understanding the mobility and conveyance factors.
Resource Planning
66

67. S o u rc ing C h a n ne ls
•
C am p u s •
C
•
R e fe rra ls •
back to Table of Contents
Coordination with Clients
T
D a ta b a s e
1. Sharing of Sourcing plan
D
67
E

68. 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.
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.
68

69. 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.
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.
69

70. Database Recruitment
70

71. Tele C alling
71

72. Database Generation
Cam puses
(Degree Colleges, Priv
Institutes, Study Cente
72

73. Field Recruitment
Competitors, DSAs & DS
Tele Calling on 20 resum
per day
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.
73

74. 3. A target of two SE’s/TL/FSA per week from competitors.
Advertisement Based Recruitment
M essage/ Com m unicatio
(Eng/Local Language)
74

75. METHODOLOGY FOLLOWED
The research methodology adopted during this project was divided into
three parts:
• Questionnaire Design
• Field Study or Survey, and
• Compilation and Analysis of data
All the three parts were carried out under the guidance of the in-charge project
guide complying with the organizational standards.
A Questionnaire meets the research objectives only 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
75

76. 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
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
76

77. 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.
TABULATION, FINDINGS AND
INTERPRETATION
77

78. 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.
78

79. Source of Information about new job
opening at Reliance
Website
Direct Application
Employment Agencies
Personal Referrals
Advertisments
Newspaper
0 2 4 6 8 10 12 14 16 18
Advertismen Personal Employment Direct
Newspaper Website
ts Referrals Agencies Application
Series1 2 0 18 3 8 0
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
79

80. 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
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.
80

81. Rating the Recruitment/Selection Process
18
16
14
12
10
8
6
4
2
0
Highly Highly
Efficient Neutral Ineffecient
Efficient Ineffecient
Series1 5 17 7 1 0
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
neutral responses were mostly from Finance and Marketing department and
mostly all managers.
81

82. Satisfaction rating with the Recruitment
Process
16
14
12
10
8
6
4
2
0
Extremely Extremely
Satisfied Neutral Dissatisfied
Satisfied Dissatisfied
Series1 7 16 4 3 0
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
82

83. 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.
Likeliness of Recommendation
20
0
Extremely S1
Likely
Likely Neutral
Unlikely
Extremely
Unlikely
Extremely Extremely
Likely Neutral Unlikely
Likely Unlikely
Series1 12 13 4 1 0
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.
83

84. Process biased towards Experience than
Qualification
S trongly Disagree
Disagree
Neutral
Agree
Strongly Agree
0 2 4 6 8 10 12 14 16
S trongly
S trongly Agree Agree Neutral Disagree
Disagree
Series1 8 15 3 3 1
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.
84

85. Is the Recruitment /Selection process
adequately advertised
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.
85

86. Satisfatied with Application Form
standard
7
27%
18
73%
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.
86

87. Was Information regarding the
parameters for judging during interview
provided before it
18
20
15 10
10
5
0
Yes No
Series1 10 18
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.
87

88. Did you apply for a change in interview
time or request feedback
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.
88

89. If YES, was the
s
2
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
25
average 25% of the requests were not satisfied which is not a good sign as this
can bring a bad name to the company.
Quality of Information provided
a)Regarding the Organization
Poor
Below Average
Average
Above Average
Very Good
0 2 4 6 8 10 12 14
Very Good Above Average Average Below Average Poor
Series1 8 13 9 0 0
89

90. 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.
Quality of Information provided
b) Regarding the J ob Description
P oor
Below A verage
Average
Above A verage
V ery G ood
0 2 4 6 8 10 12 14 16 18
Very G ood Above A verage A verage Below A verage P oor
S eries1 3 17 8 1 1
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
90

91. 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.
Quality of Information provided
c) Regarding the Department
P oor
B elow A verage
A verage
A bove A verage
V ery G ood
0 2 4 6 8 10 12 14 16 18
V ery G ood A bove Average A verage B elow A verage P oor
S eries1 11 17 2 0 0
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.
91

92. Quality of Information provided
d) Regarding Salary and Compensation
P oor
Below Average
Average
Above Average
Very Good
0 2 4 6 8 10 12 14
Very Good Above Average Average Below Average P oor
S eries1 2 11 13 3 1
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.
92

93. Quality of Information provided
e) Regarding J ob Responsibilities
P oor
B elow A verage
A verage
A bove A verage
V ery G ood
0 2 4 6 8 10 12 14
V ery G ood A bove A verage A verage B elow A verage P oor
S eries 1 5 14 8 3 0
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.
93

94. Quality of Information provided
f) Regarding Work Location
P oor
Below Average
Average
Above Average
Very Good
0 2 4 6 8 10 12 14 16 18 20
Very Good Above Average Average Below Average P oor
S eries1 7 19 3 1 0
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.
94

95. Quality of Information provided
g) Regarding Reporting Hierarchy
P oor
Below Average
Average
Above Average
Very Good
0 2 4 6 8 10 12 14
Very Good Above Average Average Below Average P oor
S eries1 8 14 6 2 0
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.
95

96. Quality of Information provided
h) Regarding Growth Oppurtunities
Poor
Below Average
Average
Abov Av
e erage
Very Good
0 2 4 6 8 10 12 14
Very Good Abov Av
e erage Average Below Average Poor
Series1 2 9 14 5 0
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.
96

97. Quality of Information Provided
i) Regarding Organizational Culture
P oor
Below A verage
Average
Above A verage
Very Good
0 2 4 6 8 10 12 14 16 18
Very Good A bove Average Average Below A verage P oor
S eries1 2 17 7 2 2
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.
97

98. Updates on status of selection process
14
12
10
8
6
4
2
0
Consistently Usually Often S ometimes Never
S eries1 8 14 4 3 0
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.
98

99. Parts of the Recruitm ent Process in
which certain Difficulty was experienced
2,
4, 7,
4%
9% 15%
3,
11,
7%
24%
2,
4%
1,
2% 3, 10,
2,
1,
7% 22%
4%
2%
Recruitment Brochures/Information Recruiters Application form
Test/Interview Scheduling Test/Interview Location Written Examination
Oral Interview Background Examination Process Length
Result N otification City/Department service personnel
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
99

100. feel any inconvenience during the process. Apart from this 8 of the employees
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.
100

101. 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.
101

102. 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
RECOMMENDATIONS
Having considered all the responses available and the issues set out above,
following recommendations can be made:
102

103. 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.
• 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
103

104. • 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.
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
104

105. 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. Recruiting Yield
Pyramid
105

106. 106

107. APPENDICES
Appendix 1: Interview Record Sheet
Interview Record Sheet
For Office use only:
Name of candidate
107

108. 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 __________________________________________
108

109. 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)
Why the candidates wants to leave the current job and wants to join
RHRS (Salary, Growth, Image and Reliance, etc)
109

110. What kind of “Growth” (Learning and Designation) the candidate is
expecting in the next 3 years.
Parameter Ratings Remarks
1-4
1 low
4 high
Appearance and
Mannerisms
Family
Background
Self Image and
Confidence
Communication
and clarity in
speech
110

111. Corporate Sales
Experience
Experience from
Telecom Industry
Market
Orientation -
Awareness about
Reliance & the
telecom industry
Patience
Integrity and
Reliability
Interpersonal
Skills
111

112. TOTAL
/40 (The score should not be less
than 28)
/84 58 -Passing score
Written test Score
/15 11 - Passing score
IQ Test Score
Current CTC of the Monthly Annual
candidate
Expected CTC
Assessment of the interviewer
Why the candidate should be offered?
112

113. Candidate selected for the
position
SELECTED / REJECTED
Result of the Interview
Candidate’s acceptance of YES / No
offer
Name of the RME/ LH
Signature
113

114. Name of the Interviewer (ASM/ CSM)
Signature
back to Table of Contents
Appendix 2: SALES AND SERVICE EMPLOYABILITY APTITUDE TEST
114

115. SALES AND SERVICE
EMPLOYABILITY
APTITUDE TEST
115

116. PART A
116