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ICFAI UNIVERSITY “IBS’’ DEHRADUN
INTERNSHIP REPORT
ON
RECRUITMENT & SELECTION PRACTICES
AT BIG BAZAAR
Submitted to: Submitted by:
Mr. VIKAS TYAGI (HR) SURAJ SHARMA
ID No. 14BSPDDO1115

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ACKNOWLEDGEMENT
I am fortunate to have got an opportunity to undergo the
“internship” at Big Bazaar. The project has been very useful for me in
understanding the various pragmatic aspects of the management
function practice in the real world.
I express my deep sense of gratitude to Mr. VIKAS TYAGI, (HR),
for their counsel throughout my training. I would also like to express
my gratitude to all the members of big bazaar ISBT branch for their
assistance and constant motivation.
Above all, I give my special thanks to all my faculty members who
have supported me. I am very thankful to all of them who have
guided me for my project.
(SURAJ SHARMA)

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TABLE OF CONTENTS
Topics PAGE NO.
1. Executive Summary 1
2. Introduction 2
3. Recruitment and Selection 5
 Recruitment 6
 Guiding Principles Of Recruitment 7
 Recruitment Strategies and Resources 8
 Position Announcements 9
 The Recruitment Process 10
 Selection 11
 Objectives of Recruitment and Selection 20
 Recruitment and Selection Policy Statement 20
 Company Profile 21
 Recruitment and Selection Guidelines of Big Bazaar 25
 Receipe for a sucessful recuritment and selection
process
30
4. Objective of the study 48
5. Research methodology 49
6. Analysis and Interpretation 50
7. Conclusion 63
64
8. Recommendations
9. Appendix 68
10. Bibliography 71

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EXECUTIVE SUMMARY
Recruitment is not a magical process of having people sign up, but is
one of the most critical aspects of operating your program.
Recruitment should be a strategic process that connects candidates
who need what you have to offer and who possess the skills and
aptitude to accomplish your goal and objectives.
The recruitment and selection unit is dedicated to recruiting and
selecting qualified candidates for appointment. This process includes
administering all testing phases from the written examination up
until applicants are appointed. The recruitment and selection process
should ensure fairness and consistency throughout the entire
process. It should be administered in such a way that only those
applicants who meet various job related standards are offered
positions of appointment. The recruitment and selection units should
actively recruit and participate in event that will foster a diverse
applicant pool. Recruiting from a pool of targeted leads can decrease
member attrition.
The objective of my study was to understand the recruitment and
selection practices. In this report, I have tried to include all the
issues related to recruitment and selection process which I could
gather after reading various articles on Human Resource.

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INTRODUCTION
In this information age, the importance of human capital and human
asset cannot do ignored; rather it is that line of business that could
lead any organization to attain heights. This is the factor that makes
difference between one organization and another. Getting the right
person at the right place and then retaining him is the main area of
concern in today’s corporate world. Hence, the emphasis is being laid
to device policies and programs in such a manner that it leads to
retention of the desired manpower and thus contributes towards
organizational development. Each organization is now thriving to
attain the best person i.e. the knowledgeable worker and leverage
their wisdom towards the achievement of the organizational
objectives. Nobody wants to have the third best or the second best,
but to have the best person in the organization it becomes very
difficult to retain them.
Certain great leaders who have made their mark in corporate world
by their actions say that every organization can acquire the same
machinery, the same infrastructure etc. But what makes the
difference in one organization to another is the manpower it possess
which cannot be copied down.
Considering the aspect of sourcing, no organization should ever think
that once it has acquired the best talent created favorable conditions
to retain them they would not require going in for sourcing activities.
Hence this should be kept in mind that sourcing is a continuous
process, an outgoing one and will have its existence till the
organization functions. The talent that we have acquired and retained

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is through its sourcing only. Unless and until a person is sourced
from outside, how will the organization get the best. To have the
best it is essential to acquire it from outside. There has been
tremendous change in the technology and for the organization to
survive in this changing scenario; it has become very essential that
they keep up with the pace with the changes in the technology, the
change in the culture etc.
Taking for example no organization can even think of operating
without the use of information technology, now it becomes very
difficult and costly affair to train the people within the organization at
different level to learn how to make use of this technology. Hence
sourcing is done and the best talent is acquired so that the person
not only takes case of changing technical needs of the organization
but also be able to make other employee learn from him.
After having determined the number and kinds of personnel required
the human resource and personnel manager proceeds with
identification of sources of recruitment and finding suitable
candidates for employment. Both internal and external sources of
manpower are used depending upon the types of personnel needed.
The selection procedure starts with the receipt of applications for
various jobs from the interested candidates. Totally unsuitable
candidates are rejected at the screening stage. Man power planning
gives an assessment of the number and type of people required in
the organization.
The next task of the personnel manager is to find out capable and
suitable persons who may be working in the organization itself while
others will have to be sought from outside the organization. It

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involves persuading and inducing suitable persons to apply for and
seek jobs in the organization.
Recruitment refers to the attempt of getting interested applicants
and providing a pool of prospective employees so that the
management can select the right person for the right job from this
pool. Recruitment is a positive process as it attracts suitable
applicants to apply for available jobs. The process of recruitment:
1. Identifies the different sources of manpower supply.
2. Chooses the most suitable source or sources.
3. Invites applications from the perspective candidates for
the vacant jobs.

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RECRUITMENT AND SELECTION
Recruitment is the process by which hiring departments develop a
viable applicant pool from which hiring and promotion decisions are
made. But prior to recruitment, position description is necessary
while selection includes all the activities, from the initial screening
interview to physical examination if required, that exist for the
purpose of making effective selection decisions.
POSITION DESCRIPTION
A complete, accurate and current position description is the
foundation for planning and conducting the recruitment effort. It
should be
Non discriminatory- One should never express a preference for
certain age, race or national origin. In very rare case sex can
constitute a bonafide occupational qualification.
Valid- This means they are inherently job related and predict
successful performance of the job.
Defensible- This means they are recognized as legitimate in the
field attached to the position.
Objective and Measurable- It should be as objective and
measurable as possible. The more subjective qualification the greater
the need to predetermine how it will be qualitatively assessed.

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RECRUITMENT
Recruitment refers to the process of sourcing, screening, and
selecting people for a job or vacancy within an organization. Though
individuals can undertake individual components of the recruitment
process, mid and large size organizations generally retain
professional recruiters.
The recruitment process in India is designed in such a way that each
candidate gets the desired profile according to its own choice. Place
the candidate from the right profile, the best job recruitment
agencies, the solution is the end of most Indian job recruitment
agencies.
The job recruitment agencies in India involves identifying those
posts, preparing the job description and person specification,
advertising, management of the response, the prequalification
process, organizing meetings, conducting interviews, making
decisions, the appointment and action. This means that a lot of time
and resources must be invested before the right candidate is
selected.
Most recruitment agencies in India follow three stages in the
recruitment process, which are essentially short list of application,
preliminary assessment and final interview and selection.
The recruiting India process may include a written test to judge the
particular skills of a candidate. In this case, the test must be
carefully prepared, not to deviate from the subject. Much can be
found on the candidate's resume. A good presentation of his resume
is in an organized way and refined talk a lot on the individual. His
mentality and attitude can be judged according to his resume.
Then the interview, which is an important and crucial part of the
recruitment process. The person who takes the interview of the

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candidate must be well prepared in advance. Concerns such as the
location of the interview, the timing, structure of the question of
strategy, the style of taking the interview must be decided in
advance, so that nothing is excluded, and all subjects properly
treated.
In addition, there are a number of things that must be taken into
consideration in the recruitment process. Until the final decision
about a certain candidate is taken, it is important to keep in regular
contact with the candidate. The decision-making process should not
take too long to prevent candidates from taking any other occasion.
An applicant must be informed once the decision is made. He or she
must say the entire process of his appointment clearly with the
details of all documents to be submitted. A record should be kept of
the candidate file for future reference.
The recruitment process must be strong and justified and shall
withstand external scrutiny. Only a good job recruitment agency with
a good understanding of the area and the process can execute the
same success. In India, most of the recruitment agencies to
understand the needs of clients and candidates and they work in a
planned way to recruit people.
GUIDING PRINCIPLES OF RECRUITMENT
Appropriate and effective recruitment strategies vary with each
position. The length and scope of the recruitment should be relevant
to the position.
In setting the timeline for your recruitment, consider the wording
carefully--there are consequences to your choice.
 If you specify a recruitment deadline, you may not consider any
applications received after that date.

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 If you indicate the position will remain open until filled, you must
consider any applications received until an offer has been
extended and accepted.
 If you indicate "applications received by a certain date will be
assured full consideration," you can decide whether or not to
review applications received after the specified date. When using
this wording, it is critical to establish a meaningful date.
Recruitment activities should include good faith efforts to solicit a
diverse applicant pool and affirm that race, sex, age, disability or
veteran status will not be used to discriminate.
If the position is in a job group that is underutilized, by women or
ethnic minorities, additional targeted recruitment efforts should be
undertaken.
All advertisements and position announcements should be consistent
with each other, reflect the qualifications identified in the position
description.
Prior to recruiting for a position, ensure that you know what
institutional policies and procedures apply. Contact your HR
Generalist before beginning recruitment.
If you wish to waive recruitment for faculty and unclassified
positions, consult with the appropriate HR Director or designee.
RECRUITMENT STRATEGIES AND RESOURCES
HR Persons will assist search committees and hiring departments in
developing recruitment strategies for each vacancy. General
guidelines for specific types of positions are listed below.
Tenure-track Faculty
Scope of Search: National or regional

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Recruitment Resources:
Discipline-specific journals, list-serves, professional associations
Personal contacts with colleagues, alma maters
Recommended Recruitment Period: At least 3 weeks after
appearance of first advertisement; at least 1 full week after
publication of last advertisement
Unclassified staff, Director level and above
Unclassified (below Director Level) and Classified Staff
POSITION ANNOUNCEMENTS
Purpose of the Position Announcements:
Provides applicants, hiring departments and search committees
with a general idea of the nature of the position, the terms and
conditions of appointment, salary range, reportage, and required
application materials and application deadline.
Serves as a convenient mailer or flyer to advertise the position by
direct mail.
General Guidelines for Developing Position Announcements:
 Use the recommended format, which is either printed on
company’s own letterhead. Limit the announcement to one page,
using the reverse side of the page, if necessary.
 Provide enough information to give applicants adequate
understanding about the nature of the position. Identify required
and preferred qualifications so that you solicit qualified applicants
and stimulate interest in the position.
 Provide notification of the company's EO/AA policy, and identify
contacts for requesting reasonable accommodation.
 Provide a contact name, address and phone number.

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 Explain application requirements.
THE RECRUITMENT PROCESS
These are the main recruiting stages.
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting
process, often encompassing multiple media, such as the Internet,
general newspapers, job ad newspapers, professional publications,
window advertisements, job centers, and campus graduate
recruitment programs; and 2) recruiting research, which is the
proactive identification of relevant talent who may not respond to job
postings and other recruitment advertising methods. This initial
research for so-called passive prospects, also called same-
generation, results in a list of prospects who can then be contacted
to solicit interest, obtain a resume/CV, and be screened.
Screening & selection
Suitability for a job is typically assessed by looking for skills, e.g.
communication, typing, and computer skills. Qualifications may be
shown through resumes, job applications, interviews, educational or
professional experience, the testimony of references, or in-house
testing, such as for software knowledge, typing skills, numeracy, and
literacy, through psychological tests or employment testing.
In some countries, employers are legally mandated to provide equal
opportunity in hiring.
Onboarding
A well-planned introduction helps new employees become fully
operational quickly and is often integrated with the recruitment
process.

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PITFALLS OF RECRUITMENT
Candidates can sometimes be subject to undue pressure to accept a
job or position by an overly zealous recruiter or personnel person.
SELECTION
This is the process of choosing individuals who have relevant
qualifications to fill vacant positions. The process begins when a
hiring department identifies the need to fill a position, and ends when
a person is hired to meet that need. What happens in the middle of
the process includes job analysis, position description development,
recruitment, testing, and screening, corresponding with applicants,
Credentials verification, background investigations, interviewing,
reference checking, physical examinations, and the offer.
Discriminatory hiring practices could result in significant costs for the
Company. Individuals acting on behalf of the organization who fail to
follow nondiscrimination policies may face personal liability. Poorly
designed or executed selection processes will generally fail to identify
the right person for the job, result in missed opportunities or delays
in accomplishing the mission of the organization, and lead to
discrimination claims. Impolite or incompetent interviewers,
unnecessarily long waits, and lack of follow-up may cause
unfavorable impressions of the Company.
THE COST OF SELECTION
The cost of selecting performers who are inadequate performers or
who leave the organization before contributing to profits is a major
cost of doing business. The cost incurred in hiring and training any
new employee is expensive sometimes in the thousands of dollars. In
1983, the average cost per hire for exempt employees was more
than $4600; nearly $4700 if there was relocation. These cost
incurred by the organization suggest that hiring is very expensive

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activity and that any efforts the organization can make toward
minimizing turnover and hiring costs can pay dividends. Thus proper
selection of personnel is obviously an area where effectiveness
(choosing competent workers who perform well in their position) can
result in large savings.
GUIDING PRINCIPLES OF SELECTION
The selection process exposes the organization or company to
liability. Seeking training from HR for anyone who participates in the
process before beginning.
Provide reasonable accommodation in the application process to
persons with disabilities.
Use a nondiscriminatory, valid, and consistently applied selection
criteria/process. Use of a rating guide is recommended. This is a form
used to rate applications for a position based on the required and
preferred qualification as defined in the position description. Rating
guides simplify the paper screening process, ensure that applications
are being evaluated against the same criteria, and provide
documentation which will be used to defend any challenged outcome.
Once it is determined that an individual does not meet the
established minimum qualifications, she must be eliminated from
further consideration. If you are unclear whether or not an applicant
possesses the minimum qualifications, it is appropriate to conduct a
verification phone interview. You may also ask applicants to include a
cover letter detailing how they meet the established qualifications as
part of the application process.
Be able to justify every selection/nonselection decision with
appropriate documentation (e.g., the position description,
applications/resumes, rating guides, selection criteria, interview

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questions, and reference checks). This documentation should be
forwarded to HR Generalist after the search is completed.
Avoid prohibited pre-employment inquiries and interview
contaminants.
Conduct reference checks as part of the selection process.
Remember that every applicant is a potential complainant.
TIPS FOR INTERVIEW PROCESS
Minimize Stereotypes – Provide interviewers with a job description
and specifics on job requirements. In the absence of specific
information individuals may be more likely to make stereotypical
judgments about a candidate
Job Related – Construct interview questions that are job related.
Not having job related interview questions will lower the validity of
the interview process.
Train Interviewers – “Improve the interpersonal skills of the
interviewer and the interviewer’s ability to make decisions without
influence from non-job related information. Interviewers should be
trained to:
 Avoid asking questions unrelated to the job
 Avoid making quick decisions about an applicant
 Avoid stereotyping applicants
 Avoid giving too much weight to a few characteristics
 Try to put the applicant at ease during the interview
 Communicate clearly with the applicant

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COMMON INTERVIEW CONTAMINANTS
FEELINGS -- frequently carry more clout than fact. If you like a
candidate, you may attach attributes to her that don't actually exist.
MISSING DATA -- especially if the candidate isn't encouraged to fill in
the gaps.
NEGATIVE BENT -- the tendency to focus on information which will
automatically disqualify a candidate, causing you to overlook his/hers
strengths in the process
SNAP JUDGMENTS can devastate the interview process -- remember
that you gather information during the interview and evaluate it
afterwards.
IMPROPER QUESTIONS -- loaded, confusing, irrelevant or
antagonistic
INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you
carefully document the interview, valuable material will slip through
the cracks; avoid recording inappropriate information (i.e., anything
not related to the job) or statements based on your own inferences.
STEREOTYPING -- a major problem. Focusing on the job rather than
personal traits can offset a tendency to categorize candidates.
THE HALO EFFECT -- a tendency to generalize one outstanding
feature of a candidate as representative of success in any endeavor,
no matter how unrelated
MIND SET -- your background, attitudes, motives, values, aspirations
and biases
CHEMISTRY or rapport between two people can contaminate the
interview -- the basis of your personal reaction to a candidate must
always be evaluated in terms of the position requirements

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CORRESPONDING WITH APPLICANTS
All contact with applicants is important. A professionally conducted
search process predisposes qualified candidates to consider a
company as a potential employer. The nature and timeliness of
correspondence contributes to the applicant's perception that a
particular company is a quality organization.
Typically, a recruitment and selection process will present the
following opportunities to correspond with applicants:
 Acknowledgement of application materials. An acknowledgement
letter confirms that the hiring department has received all or part
of the required application materials, identifies any missing
materials which must be provided to ensure consideration, and
indicates the expected timeline for the selection process.
 Notification that application materials were received too late for
consideration. Informing persons that they will not be considered
for the position is not only a courtesy. It also serves as evidence
that the applicant was not part of the applicant pool from which
selection decisions were made should the ultimate hiring decision
be challenged.
 Notification of a change in the timeline for selection. In order to
keep good candidates interested in the position, it is advisable to
keep applicants informed should a change in the selection timeline
be necessary.
 Notification that an applicant is no longer being considered. As a
courtesy to applicants, particularly those for high level or
particularly competitive positions, hiring departments are advised
to notify applicants when the screening process has eliminated
them from consideration. This may occur after any round of
screening or interviewing.

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 Confirmation of campus interview arrangements. This
correspondence should be preceded by telephone conversations
with the candidate, and should include information about the
Company, the community, individuals with whom the candidate
will meet, itinerary, travel and lodging arrangements, and other
information which helps the candidate prepare for the campus
visit.
 Appreciation for interview and rejection. Individuals who have
been invited to campus for an interview but are not offered the
position should receive such a letter as a professional courtesy.
 Letter of offer. Once a hiring decision has been made and
discussed either in person or by telephone with the finalist, it
should be confirmed in writing. The individual should confirm his
or her acceptance in writing.
 Hiring departments should contact their HR Generalist for
assistance in writing these letters.
Guidelines
Depending on the type of position, a hiring department may decide
to use a search committee to manage the recruitment and selection
process. The committee's role will vary with the department, school,
or administrative unit and type of position. The following guidelines
should be considered when using a search committee:
The decision to establish a search committee rests with the individual
who has authority to make a final offer for a position.
The search committee should be comprised of individuals who have
some knowledge of the position to be filled, are committed to equal
employment opportunity, and have the capacity for balanced

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judgment and discretion. Whenever possible, committees should
represent diverse backgrounds and perspectives.
Generally, the ideal size of a committee is relative to the position. For
some positions, a committee of 3 is adequate. For positions at or
above the manager level, committees of 5-7 are more appropriate.
Committees for positions at the Executive level may be significantly
larger.
A search committee chair should be appointed. Chairs should be
selected for their ability to provide leadership to the committee, a
demonstrated understanding of the recruitment and selection
process, and their commitment to ensure a legally defensible
process.
The committee should receive a formal charge, which establishes the
scope of its responsibilities. At a minimum, the charge should
indicate whether or not the committee is responsible for conducting
interviews, and whether its recommendations to the hiring official
shall be in ranked or unranked order. Typically, a Company’s search
committee responsibilities include all or some of the following:
 Helping develop the position announcement, including the
identification of minimum and preferred qualifications, timeline
and recruitment plan
 Completing recruitment and selection activities for classified and
unclassified staff positions
 Placing advertisements or conducting personal outreach
 Developing the selection procedure, including rating guides
receiving applications, corresponding with applicants, sending
applicant information forms, and maintaining the applicant record

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 Screening applications, conducting reference checks, determining
a long or short list of finalists
 Maintaining required search documentation
 Coordinating campus visits for interviews and/or conducting
interviews
 Making recommendations to the hiring official
 Appointing one of the members, or using departmental staff, to
act as search committee secretary
PRACTICAL CONSIDERATIONS
Disagreements about the outcome of a selection procedure often
arise because the process for reviewing applicant materials was not
agreed upon prior to the beginning of the process. Committee
members, including the committee secretary, should discuss and
agree upon the following practical considerations:
 When will review begin? Unless an inordinate number of
applications are expected, it is recommended that the review
process begin after the date, which was advertised.
 Will initial review of applications for minimum qualifications be
done by the committee chair, secretary, or all committee
members?
 Will committee members review every application, or will
applications be divided into groups that are initially reviewed by
only part of the committee?
 Will the committee use a rating form? A rating guide is highly
recommended, because it can be used to defend against EEO
challenges to the selection decision. In designing the rating guide,
the committee must decide whether they will use numerical
scoring (and whether it will be weighted or unweighted),

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qualitative scoring (for example, poor, average, strong), or a
combination of the two.
 Has the committee developed a plan for corresponding with
applicants, including the language for standard letters? Sample
letters are available from your HR Generalist.
 Has an effective system been planned for filing and retrieving
application materials?
 Where will committee members review the files? Will they need to
come to the search committee secretary or chair office? If so, is
there adequate space and privacy for the review? Will members
be allowed to take copies of the application materials for review
elsewhere? If so, has there been adequate precaution taken to
ensure confidentiality and security of the materials? Who will need
access to online applications/resumes for classified and
unclassified positions?
 Has the committee established reasonable timelines for
completing its review?
 Search committees who have questions about these, or other
practical considerations, can contact their HR Generalist and
advice.

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OBJECTIVES OF RECRUITMENT AND SELECTION
1. Hire the right person
2. Conduct a wide and extensive search of the potential positive
candidates
3. Recruit staff members who are compatible with the organization’s
environment or culture
4. Hire individuals by using a model that focuses on learning and
education of the whole person
5. Place individuals in positions with responsibilities that will enhance
their personal development
RECRUITMENT AND SELECTION POLICY STATEMENT
Every position vacancy will be filled based upon a thorough position
analysis regardless of the level of the position or the extent of the
search. The diversity goals of the institution, division of affairs, and
the unit will be addressed in all recruitment and selection processes.
Units may use different processes for recruitment depending upon
the circumstances surrounding the need to fill the position, but must
take steps to ensure that the values of the profession are applied in
all procedures that are used. IT Recruitment and selection committee
members should be properly trained to assume the important
responsibilities of recruitment and selection.
Supervisors should adhere to any institution-wide recruitment and
selection programs. This cannot, however, substitute for an
understanding of procedures and processes from a student affairs
perspective.
Recruitment and selection should be planned, implemented, and
evaluated to ensure that each potential employee is provided equal
opportunities to compete for the position.

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COMPANY PROFILE
Big Bazaar is not just another hypermarket. It caters to every need
of a family. Where Big Bazaar scores over other stores is its value for
money proposition for the Indian customers. At Big Bazaar, one can
get the best products at the best prices – that is what they
guarantee. With the ever increasing array of private labels, it has
opened the doors into the world of fashion and general merchandise
including home furnishings, utensils, crockery, cutlery, sports goods
and much more at prices that will surprise you. And this is just the
beginning. Big Bazaar plans to add much more to complete the
shopping experience. Food is the main shopped for category in this
store.
Parent Company:-
Pantaloon Retail (India) Limited, is India’s leading retailer that
operates multiple
Retail formats in both the value and lifestyle segment of the Indian
consumer market.
LINES OF BUSINESS OF THE ABOVE STORE:-
· E-tailing
· Food
· Fashion
· Home Solution
· General Merchandise
· Leisure and Entertainment
· Wellness and Beauty
· Books and Music

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Big Bazaar, which has about 150 outlets across the country, is also
promoting small retailers by partly having the shop-in-shop concept.
The selected retailers put up their counters and sell through the
outlet. The small retailers also lower their prices as they gain through
bulk sales.
Life at Big Bazaar is pretty self-sufficient. If you were trapped in
there for a week, you could live a good life. But to appreciate the
nuances of home economics, one should try comparing prices. The
clothes especially deserve an independent feature of their own.
The Big Bazaar is the discount store which offers a wide range of
products under one roof. The products include apparels and non-
apparels such as utensils, sports goods and footwear. The Food
Bazaar provides a range of food and grocery products ranging from
fresh fruits and vegetables, staples, FMCG products and ready-to-
cook products. The Central offers a chain of stores including books
and music stores, global brands in fashion, sports and lifestyle
accessories, grocery store and restaurants.
Services :-
Particularly designed for the regular middle-class family that requires
clothing that lasts and doesn't burn holes into the pockets of existing
clothing, this store offers good bargains. What you won't get here is
designs your friends will drool over. Checks and stripes are like the
far-end of the creative exercise here, and the best bet for the fashion
conscious would be the plain colours on display.
Big bazaar
1. Variety: Big Bazaar offers a wide variety of products of different
prices and different qualities satisfying most of its customers.

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2. Quality: Providing quality at low prices and having different types
of products for different income customers is another advantage.
3. Price: As noted the prices and offers in Big Bazaar have been one
of the main attractions and reasons for its popularity. The price
ranges and the products offered are very satisfying to the customers.
4. Location : The location of Big Bazaar has been mainly in the
heart of the city or in the out skirts giving a chance to both the City
and the people living outside the city to shop.
5. Advertisements : Big bazaar has endorsed very popular figure
like M S Dhoni and other famous personalities which has attracted a
lot of customers. This has resulted in increase of sale and the
outdoor advertising techniques have also helped Big Bazaar.
6. Middle class appeal : Considering the fact that there are a lot
middle class families in India, Big bazaar has had a huge impact on
the middle class section of India, the prices, quality and sales
strategy has helped in getting the middle income groups getting
attracted towards Big Bazaar.
7. Attractive sales : Big bazaar has been known for its great sale
and great offers. Big bazaar has had long lines of people waiting to
get into the store for the sale. Therefore, the sales that Big Bazaar
has had has increased sales in a huge way due to the sales and
offers, thus this has been one of the main advantages of Big Bazaar.
Disadvantages:
1. Store layout: The store layout and the assortment of goods is
not the best at Big Bazaar, as the quantity of goods sold is
more the arrangement and assortment of goods in the store is
the greatest. Hence at times customers find it hard to find what
they require, this leads to dissatisfaction of customer.

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2. Lower quality of goods: As Big bazaar aims more toward
the middle income group, the quality of goods is not of the
highest quality, and this is sometimes a disadvantage as some
would prefer better quality to the price, making customers to
search for different places.
3. Does not appeal to the elite: As mentioned above, the main
customers are middle income and a few high income groups,
The elite do not like to shop at Big Bazaar as the quality of
goods is lower and they would prefer a higher price and get
better brand, this decreases sales from the elite class.
4. Not acclaimed for very good service : Big Bazaar is not
known for high class service. The staff recruited is not very well
trained and the billing queues take a long time to move, this
irritates customers which makes them visit the store more
seldom.
5. Lower quality of goods: As the sore is trying to concentrate
on the middle income group the type of products used is not of
the most superior quality and most of the times nor branded,
this may dissatisfy certain customers.
6. Consumer satisfaction: Long queues and lower quality leads
to dissatisfaction of customers. Due to factors mentioned above
Big Bazaar shoppers are not always satisfied, this is not a
positive for the store.

28. Page | 25
RECRUITMENT AND SELECTION GUIDELINES
OF BIG BAZAAR
These guidelines are also called BIG BAZAAR RECRUITMENT RULES.
OBJECTIVE
The main objective of detailing guidelines is that the right type of
personnel’s are recruited, who fulfills the requisite job specifications
for Recruitment including the desirable level of qualification, skills/
experiences and competence which is essential for the sustained
vitality and growth of the organization
APPLICABLITY AND SCOPE
The guidelines shall apply to the Managerial/ Executive/ Supervisors
category of employees in the pay scale/level, as announced
separately in the classification of employees order. Detailed job
specifications, required to recruit the person at various Levels/
Grades.
RECRUITMENT
Recruitment shall be resorted for induction of talent from outside,
when suitable Candidates are not available from within the
organization or upon a specific demand of the post is such that it has
to be filled up from the open market.
SOURCES OF RECRUITMENT
From within organization through Transfers;
 Through Employment Exchanges
 Through Placement agencies/ Consultants
 Through open Market Advertisements
 From Engineering /Management / Educational Institutes.

29. Page | 26
 Through E-mail sources viz Naukri.com etc.
 Through Contractors /Suppliers etc.
 Through referred cases, relatives / friends etc
General
All recruitment shall be done exclusively on merit basis only Except
experienced personnel maximum age for recruitment shall be 28
years of age & Minimum 18 years.
JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL
Each person is expected to fulfill the requisite job specifications / as
required for the position before his candidature is considered for the
post. Age requirement at entry point with 10+2 qualification shall be
around 20 years and for Graduate / Post graduate / Professional
Qualification shall be between 21 years to 25 years for a fresher. The
upper age limit for recruitment of experienced personnel shall
normally be not more than 45 years.
AGE OF SUPERANNUATION
Normally the age of superannuation shall be 60 years for all classes
of employees. In order to streamline the recruitment age and to
ensure that no person is retiring on his birthday, all employee shall
be retiring only on first day of the next month in which he attains the
age of superannuation.
EXTENSIONS IN SERVICE
In case any employee requests for extension of services on attaining
the age of superannuation, i.e., 60 years, or management wishes to
retain his service in the interest of the organization, subject to
medically fitness, the management at its sole discretion, may grant
such extension of service for one year at a time, However, a
management may also consider reappointment of a retired employee

30. Page | 27
on a contract basis. However such a person shall be entitled to a
consolidated amount and contracted facilities/ perquisites only. He
shall not be entitled to any other facility/perquisite as applicable to
other regular Executives/ Employees of the company of his cadre
REQUISITION FOR RECRUITMENT OF PERSONNEL
All HOD’s / Sectional Heads shall raise a requisition in the prescribed
format, as per sanctioned manpower and duly approved by
competent authority.
STANDARD APPLICATION FORM
Candidates application screened / short listed are required to fill in
the prescribed application form in their own handwriting and submit
the same to HR Department along with a passport size photograph,
photocopies of certificate and testimonials etc, in support of their
Age, Qualification, Experience conduct etc
LETTER OF APPOINTMENT:
Every candidate selected and appointed in Executive Cadre shall be
issued a letter of appointment as per the Standard Format placed.
SERVICE AGREEMENT
Experienced personnel recruited in Executive cadre may be required
to execute a service agreement to serve the organization at least for
a period of two years, after joining the service of the company.
ANTECEDENT VERIFICATION
Each Candidate should state names along with contact address
Telephone number etc of at least 2 persons (not in relation), who can
be referred by the employer to verify candidate antecedents etc, in
the application form itself, out of which one should be preferably of
immediate past employer.

31. Page | 28
SCRUITINY OF APPLIACTION
All application received from the candidates, shall initially be
screened by HR Department Recruitment section to ensure that
candidate fulfills the job specifications and there after send the
screened applications to respective HOD / Requisition authority for
detailed screening and ensuring that the candidate meet their
requirement and return such screened applications back to
H R Department for further action to request and fill the vacancy.
APPLICATION BLANK FOR EMPLOYMENT
All applicants, who have been short listed for an appointment in the
Company, shall be required to complete an Application Blank for
Employment in his own handwriting.

32. Page | 29
FLOW CHART FOR
RECRUITMENT AND SELECTION IN BIG BAZAAR
Manpower planning
Requirement Generation (Allotted Vs Actual Basis)
Internal Fitment (Job Rotation)
Recruitment (CVs screened by HR Department along with
Business Head)
Selection Procedures (Initial interview by HR
Department/Finalization by Business
Head/Executive Committee/CMD)
Joining and Induction
Orientation
Placement
Appraisal

33. Page | 30
RECEIPE FOR A SUCESSFUL RECRUITMENT
AND SELECTION PROCESS
 Develop a written job description, which clearly articulates the
essential elements of the job.
 Establish valid, job-related criteria which are as objective and
measurable as possible.
 Find qualified and diverse applicants by casting your recruitment
net far and wide.
 Evaluate all applicants by the same criteria.
 Never make prohibited pre-employment inquiries.
 Safe questions are those which are clearly job-related.
 Establish and retain documentation supporting all selection or
rejection decisions.
The process of recruitment and selection of staff occurs within a
student affairs culture shaped by many external and internal forces.
Such forces should be considered in every search process. Whereas
many external forces are common among institutions, internal forces
that are unique to the institution impact most campuses. These
forces should be considered in the recruitment and selection
procedures.
Every administrator should consider applicable laws whenever
conducting search processes. However, the overriding institutional
policies should be considered in all circumstances. It is wise to
consult with the campus personnel office before undertaking any
recruitment and selection process. Once the campus personnel office
has been consulted, the recruitment and selection process may

34. Page | 31
begin. Following are 12 steps that every effective search process
should include:
1. Assess the Need For and Establish the Purpose of the
Position
The institution's goals and mission statement should be clearly
defined and understood prior to conducting a search for qualified
individuals. It should also emphasize the people oriented nature of
the organization.
2. Perform a Position Analysis
Every student affairs division should identify the characteristics and
requirements of the vacant position and the personality traits that
would most benefit the individual who assumes the position. It is
important to create a profile that best fits the position in the context
of the institution's culture.
Whether the position is new or recently vacated, there must be a
careful determination of why the position is needed, precisely how it
will assist the division and the institution in achieving its goals and
mission, how it relates to other positions in the division, and what
skills and other abilities are necessary to carry out its responsibilities.
Finally, the position analysis should include a judgment as to whether
other positions in the division should be reconfigured in light of the
vacancy.
3. Prepare the Position Description
The division should first establish a hiring profile, consistent with the
idea of choosing the person who would best fit the position. It is
imperative that a position description clearly defines the institution's
goals, including the definition of student services, and that

35. Page | 32
employees are selected based on personality and chemistry that fit
the defined services and goals.
The division should offer leadership that embraces the concept and
reality of the defined goals and practice them everyday. It should
also simplify operations so the "people element" shines forth and
stamps the institution.
The job description should indicate the need for the position in light
of the institution's goals. It also should make clear to other members
of the unit in which the work is to be performed, what is expected of
the new member.
The position description should take heed of ethical consideration in
regards to ethnic, gender, and minority bias. It should be written so
that it does not systematically eliminate members of
underrepresented groups such as women and minorities. For
example, because women's career paths are more often marked by
absences related to maternal and family responsibilities, the
expectation that an applicant's record show a steady progression of
positions with increasing responsibilities is more likely to attract men
than women.
In writing a job description, one should avoid "must statements" such
as "the candidate must possess a Ph.D.". Use of such statements
creates unnecessary limitations in the event the most successful
candidate does not meet the qualifications that have been described
as a "must."
At a minimum a position description should include:
 Position title
 Credentials or position specifications
 Administrative location of the position

36. Page | 33
 Physical and working conditions
 Goals for the position
 Work activities
 Procedures and conditions of employment
 Institutional and divisional performance expectations
4. Appoint and Empower the Search Committee
The integrated staffing model suggests the use of a search
committee to recruit and select staff. Search committees are most
frequently the mechanism used to carry out recruitment and
selection processes Composition of committees varies depending on
the functional area and level of the position. Persons frequently
included in search committees were:
 Student affairs staff outside the department with the vacancy
 Staff from non-student affairs areas of the institution
 Students
 Faculty members
 Professional staff in the area/department with vacancy
 Support staff in the area/department with vacancy
According to Winston and Creamer (1997), as the level of
responsibilities of the vacant position increases, the search
committee members should be more widely representative of the
entire campus and outside community. Search committee
membership may be comprised of many different constituents. Care,
however, should be exercised to keep the committee small enough
that it can communicate and function effectively. Large committees
have difficulty in just scheduling meetings, such less providing
opportunities for everyone's active participation. Large committees

37. Page | 34
may impede timely reviews of applications, which may result in
having highly qualified candidates withdraw because they have
received offers from competing institutions.
As search committees tend to be ad hoc committees, members may
not know precisely what is expected of them. The committee's duties
and the role of the hiring authority should be clearly stated in writing.
Because search committees are sometimes comprised of students
and individuals outside of the division and others who may not be
familiar with the credentials and experience required for professional
work in the field of student affairs, it is vital that all members of the
committee are well trained regarding the necessary qualifications.
The members of the search committee should be educated as to the
general progression of a career in student affairs and what level of
responsibilities are required for involvement at the particular level of
employment where the vacancy exists.
The empowering official shall clarify the following responsibilities with
the search committee members:
 Select a search committee chairperson
 Prepare the position description (this responsibility is sometimes
fulfilled prior to appointment of the search committee)
 Determine the timeline of the search process
 Prepare the position announcement
 Advertise the position
 Manage the overall search process
 Determine the finalists
 Make arrangements for interviews
 Make or recommend the final decision

38. Page | 35
5. Prepare the Position Announcement
This crucial step informs all who are interested in the position
precisely what the search committee is looking for in clear and
unambiguous language. The announcement should include such
information as:
 Title
 Location and demographics of the institution
 Supervisor
 Mission of institution and division
 Contributions expected by the staff member toward the
accomplishment of these missions
 Goals and work requirements of the position
 Minimum education
 Experience and knowledge requirements
 Conditions of employment
 Date for beginning of review process
 Individual and office to contact for further information
If stated clearly, the position announcement can unencumbered the
overall search process by encouraging self-elimination of candidates
who clearly do not fit the announced requirements.
6. Advertise the Position
The student affairs division should evaluate all possible avenues for
advertising a position vacancy. Limited budgets may determine the
means by which a position vacancy is advertised. Therefore, it is
important to consider carefully which advertising medium is most

39. Page | 36
likely to target the audience most important to reach. Possibilities to
consider are
 Campus resources such as publications, offices, employee
referrals, web-sites, or electronic bulletin boards
 Local newspapers
 Word-of-mouth
 Employment agencies
 Mass media advertising (radio, television, etc.)
 Professional lists
 Professional journals and web-sites.
 Professional placement conferences and exchanges.
 The Chronicle of Higher Education - The Chronicle of Higher
Education is generally thought to be the most helpful medium in
higher education though it may not be read at all institutions. The
Chronicle is distributed in both paper and electronic form.
Extra care should be taken to ensure that the announcement reaches
potential minority candidates.
7. Conduct the Search
The individual and office listed in the position announcement should
receive all applications from candidates. Acknowledgment of the
application should be sent to both the applicant and the search
committee. All correspondence and activity should be recorded in a
log to ensure careful tracking of the candidates' materials and status.
Applicants that the division would normally judge unacceptable
suddenly seem desirable when the need to hire a body, "any body",
becomes severe. The division will face a natural temptation to short-

40. Page | 37
circuit the standard screening process and hire a replacement
immediately.
One way to avoid such crisis hiring is to encourage qualified
individuals to submit employment applications even when the
division has no current job openings. The applications may be kept
on file for future consideration. Another way to maintain possible
candidates on file is to ask exemplary staff members to refer their
friends who might be looking for work, even offering the staff
members rewards for referrals.
8. Screen the Applicants
Screening of applications should be conducted from the beginning of
the search process, and reviews should begin immediately following
the announcement. The division should test to ensure that each
applicant fits the profile and hire a person who fits the profile
remembering that good selection reduces turnover, training and
recruitment costs, and thereby produces stability, consistency, low
operating costs and an ability to increasingly reward desired
behavior.
Selection methods that focus both on crucial requirements and
organizational culture include:
 Interviews
 Biographical data
 Work samples
 Self-assessment
 Personality tests
 Cognitive abilities
 Physical abilities

41. Page | 38
 Use of an assessment center
 A thorough literature review concerning the screening of resumes.
A comprehensive employment application is the cornerstone of every
successful pre-employment screening program. It will identify many
undesirable applicants early in the selection process. The completion
of an application form is important for Equal Employment
Opportunity reasons, for record keeping, and for gathering
information from which to make a good employment decision.
Some institutions require that all applicants complete an employment
application. Taking a critical look at the institution's employment
application, the recruitment staff may see ways in which it can be
improved. The one page, stationery-store variety is too brief if it fails
to elicit vital information that can be legally requested.
The nitty-gritty of the employment application is the work history
section. Recent jobs are the best predictors of future job
performance and permanency. An application should provide enough
space to allow the applicant to list every job he/she has held for at
least five years. Their personal saga of success or failure often is
displayed clearly in their unabridged employment record. Beginning
and ending dates of each job, month as well as year, are also
necessary. Precise dates of employment expose gaps between jobs.
Instructions should direct job seekers to list every job, including part-
time, second jobs, and volunteer jobs. The search committee should
always carefully study each applicant's employment history.
9. Arrange the Candidate Interviews
Once the applicant pool has been screened and individuals to be
considered are identified, interviews should be arranged with those
candidates. Often, the size of the departmental recruitment budget

42. Page | 39
will determine both the type and the number of interviews that will
be conducted. Many times, institution with limited budgets will begin
the interview process by conducting telephone interviews. Telephone
interviews can be held with either an individual or a group of people
as the interviewer. If a group of people interviews the candidate,
arrangements should be made to conduct a conference telephone call
with the candidate.
If an institution is fortunate to have a healthy recruitment budget,
the search committee may wish to invite one or more candidates to
visit the office and participate in the interview process in person. Or,
an institution might wish to conduct office interviews after conducting
phone interviews has narrowed the pool of candidates. Regardless of
what method of interviewing is used, certain arrangements are
necessary prior to the interview:
 Arrange and confirm dates and times with candidate
 Develop the interview schedule and confirm with all individuals
who will be involved in the interview process (provide a final copy
of the schedule to the candidate, the interviewers, and the search
committee members)
 Arrange for escorts to and from all interviews
 Arrange overnight accommodations if necessary
 Arrange for transportation if necessary
 Arrange for a campus host (and pick up from airport, train station,
etc. if necessary)
 Arrange for any meals provided outside of the interview schedule
if necessary
 Develop an evaluation tool for all interviewers to use upon
completion of the interview

43. Page | 40
 The candidate should be reimbursed for all travel related expenses
incurred in order to attend the interview unless other
arrangements have been made.
10. Interview the Finalists
Interviewing an applicant from a resume can lead the search
committee to overvalue assets and never see liabilities. The purpose
of the applicant's resume is to highlight assets and hide
shortcomings. Most applicants do not overtly lie on their resumes;
they just omit negative information. Unsuccessful short-term jobs,
reasons for leaving and dates of employment are the items most
frequently omitted from resumes.
As a result, interviews must be conducted from completed
employment applications. The search committee should never grant
an interview to an applicant who has not fully completed an
application form. Interviews are most effective when they include
questions based on a careful analysis of job functions. Interviews
should be consistent from candidate to candidate and should
evaluate a candidate's interpersonal and communication skills.
Interviews should involve multiple interviewers. It is always
instructive to see how different interviewers give different points of
view on the same applicant, which leads to a better overall hiring
choice. Additionally, it is easy for search committee members to
forget some of the material that was covered in the interview. It is
useful to document every interview session and to have one
interviewer from each interview team provide brief notes regarding
the gist of the interview.
11. Conduct Reference Checks
One of the most crucial but often neglected steps in the hiring
process is reference checking. Reference checking is often forfeited

44. Page | 41
when a student affairs division is pressured to hire in a hurry.
Additionally, reference checking can be a frustrating exercise that
yields little useful information about a candidate. Nevertheless, the
desire to save time and avoid legal ramifications should not prevent
any recruitment staff from conducting thorough reference checks on
all prospective new hires.
Reference checks round out the profile of a job applicant by providing
third-party support for first impressions. Reference checks should be
made only for those candidates who have advanced to the finalist
stage and who are under serious consideration for the job.
When calling a reference, be friendly and courteous. Ask if it is a
good time to talk then put the person at ease by mentioning
something or someone you both have in common. After developing
rapport, begin with basic questions about the applicant. This will yield
essential information while breaking the ice. Ask for confirmation of
employment dates, title, job duties, salary and the name of the
previous employer. Next, segue into a brief description of the
experience and skills you have been looking for and ask the
reference to comment on the applicant's ability to handle some of the
typical responsibilities
Some ways to improve reference checking are:
 Inform the candidates that, if they advance as a finalist for the
position, the hiring supervisor will conduct a reference check. This
information should encourage candidates to be frank and honest
in their responses to questions.
 To increase the chances of contacting candid references, ask each
applicant for at least five names, including immediate supervisors.
Additionally, request a fact about each contact, such as

45. Page | 42
membership in professional associations, which can be used as an
icebreaker when calling.
 The position supervisor should call all references personally. That
person knows best which skills and personality traits will be
optimal for the position.
 Ask open-ended questions in order to elicit broad information.
Some people may be fortunate and contact a reference that is
willing to frankly discuss the candidate's qualifications. But it is
just as likely that the reference will be reluctant and offer minimal
information.
 Avoid inquiring about the candidate's marital status, age,
disabilities, religion, ethnicity, gender, or other personal issues.
Such information may not be used in making a hiring decision.
The committee may submit one of the following types of
recommendations, depending upon the charge that was originally
given to the search committee:
12. Make the Offer
After the search committee has completed all of the interviews and
has evaluated the candidacy of the finalists, the committee will
submit a recommendation to the hiring authority. The committee
may submit one of the following types of recommendations,
depending upon the charge that was originally given to the search
committee:
 The name of one candidate
 The names of two or more candidates in order of hiring preference
 The names of two or more candidates in no particular order
Once a qualified candidate or candidates has been recommended to
the hiring supervisor, the supervisor should strongly consider the

46. Page | 43
recommendation that has been presented. The supervisor may
accept a hiring recommendation or charge the search committee to
continue the search.
Should a hiring recommendation be accepted, the supervisor should
contact the preferred candidate and make the job offer. Some
important issues that should be addressed in the job offer are:
 Starting salary
 Starting date
 Length of contract
 Employee benefits
 Moving expenses (if applicable)
 Living accommodations (if applicable)
 Any other points of negotiation
The candidate should be given sufficient time to either accept or
reject the offer. However, the hiring authority should not compromise
the availability of other candidates if the candidate of choice declines
the offer by allowing too much time to pass between the offer and
the decision.
If the candidate accepts the position, the offer and conditions of
hiring should be sent to the candidate in writing as soon as possible.
If the candidate declines the position, the hiring supervisor should
make the offer to the next candidate of choice or should reconvene
the search committee to make other arrangements.
Once an individual has been secured for the position, all other
candidates should be notified immediately. They should be informed
of the closure to the search and thanked for their interest in the

47. Page | 44
position. It is proper etiquette to notify those candidates who were
interviewed, either by telephone or in person, personally.
Finally, the search committee should be dissolved with
acknowledgments of their time and service. Appropriate
announcements should be made regarding the outcome of the search
process.
Avoiding Ethical Breaches When Conducting a Candidate
Search
It is important to act ethically at all times when conducting a
candidate job search, not only out of respect for each candidate, but
also to protect the integrity of the institution. It is not uncommon for
hard feelings to develop between candidate and institution as a result
of thoughtless acts or misbehavior on the part of those involved in
the search process. It is important for institutions to avoid any
disrespect or malfeasance on the part of the institution to help
ensure success for current as well as future candidate searches.
Following are some behaviors that if adopted, will help ensure a
legitimate and respectable job search:
 Train all search committee members to understand and recognize
the necessary credentials for the particular position.
 Acknowledge receipt of all application materials.
 Do not make offers that are not honest. For example, do not tell a
candidate the position will be offered to him or her unless it has
been agreed upon by the entire search committee and the hiring
authority.
 Never misrepresent the position in any way.
 Maintain confidentiality throughout the entire job search.

48. Page | 45
 Provide the candidate with professional materials representative of
the company.
 Conduct open searches. If there is an internal candidate or
candidates for the position, announce this to all other candidates.
 Never mislead a candidate as to his or her status in the search
process.
ISSUES OF GENDER IN RECRUITMENT AND SELECTION
 Do not discard applicants who “stopped out” to provide care for a
child, or for maternity leave.
 Consider the dynamics of the interview – is the candidate being
interviewed in an environment that is representative of the office
environment.
 Understand questions that cannot be asked regarding family,
children, pregnancy, etc.
 Provide medical insurance that covers the full range of medical
needs of women employees, including reproductive health care.
 Provide paid sick-leave policies for employees’ illness and illness
of spouses, lifetime partners, dependent children, and elderly
parents.
 Provide life insurance, disability and pension programs that are
nondiscriminatory on the basis of gender.
 Have clear and vigorously enforced sex, race and sexual
orientation discrimination and sexual harassment policies and
include a statement about these policies in the advertisement of
the position.

49. Page | 46
 Before attempting to diversify a staff and make it more gender
equitable, one must tackle issues such as, “gender stereotyping;
discrimination in hiring, pay, and promotions; family issues; and
sexual orientation discrimination”. There are five areas critical to
this process:
1. Open communication
2. A commitment to creating an inclusive environment
3. Clear preconceived expectations based on gender
4. A neutral supervisor who can observe different styles and facilities
communication when a conflict arises.
5. Training – sexual harassment as well as gender issues training (It
is thought that 75-80% of sexual harassment complaints could be
prevented by understanding gender differences”
CERTAIN DO’S AND DON’T IN RECRUITMENT AND SELECTION
DO’S:
Be fair at the time of decision making for the final selections as well
as salary.
Always cross check the references and the information provided by
the candidate
Place a person according to his qualification and experience
Lessen the grievance of each employee and take decision according
to natural law of justice.
DON’T:
Don’t get influence by outsiders at the time of outsiders at the time
of requirement

50. Page | 47
Don’t be judgmental on personal basis
Don’t promise anything which will go against the ethos of the
organization

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OBJECTIVE OF THE STUDY
 To explain the constructive under which recruitment process
taken place at the Big Bazaar.
 Describe the factor to be considered while evaluating recruiting
efforts at Big Bazaar.
 To know the various source and method of recruitment at Big
Bazaar.
 To define selection and explain the selection process at the Big
Bazaar.
 Explain the value of different type of employment test and
interview at Big Bazaar.

52. Page | 49
RESEARCH METHODOLOGY
This section includes the research methods, their rationale, validity,
reliability, sample size, alternatives and limitations faced during
primary research.
 To know about the various needs of staff and what they want
from their job.
 To discuss what steps do managers to take the motivate their
staff and fulfill their needs.
 To gauge the impact of staff motivation on employee
productivity.
Primary Research
I have chosen different tools to collect primary data including
questionnaire, interviews etc. The main objectives were to collect

53. Page | 50
ANALYSIS AND INTERPRETATION
1. Does your company follow formal recruitment
process?
From the above diagram it is quite clear that employees of Big
Bazaar (88%) are satisfied by the recruitment and selection
procedure followed by the company. However there can be some
changes introduced in the procedure which are suggested by the
employees to improve the recruitment and selection policy of the
company.
88%
2%10%
Yes No Can't Say

54. Page | 51
2. When does your company hires new employees?
From the above diagram we can see that there were mix responses
from the employees regarding the above mentioned question. 74%
said that company is hiring employees annually as well as according
to the company needs but 22% of my sample size believes company
hires according to the need of the organization and 4% says that Big
Bazaar employs on yearly basis.
Immediate Need
22%
Yearly Basis
4%
Both
74%

55. Page | 52
3. Which sources of recruitment your company
should follow?
There are various ways of recruiting candidates in the Big Bazaar.
Some of the sources used by them are promotion, internal referrals
and consultancy firms.
From the chart it is clear that employees of Big Bazaar are in favour
of Campus placements and promotion and transfers.
20% of employees are in favour of internal references and 15% have
suggested using consultancy services.
Some have suggested advertising the vacancy in newspapers also.
31%
15%31%
20%
3%
Promotion / Transfer
Consultancy
Campus Placements
References
Any Other

56. Page | 53
4. What criteria do you think should be used for
selection process?
Big Bazaar practices panel interview for selecting a candidate but
from the chart it is clear that 60% of employees want written test
along with the interview to select a candidate.
No employee is in favour of written test only and some have
suggested that even physical examination should be included while
selecting the candidates along with written test and interview.
0%
38%
60%
2%
Written test
Personal Interview
Written test and
Interview
Any Other

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5. According to you, 3 rounds of interview in Big
Bazzar are essential for an effective recruitment
process.
Interpretation:
62% (10 in number) of the departments disagree with the statement
that 3 rounds are essential. It depends upon the position for which
the interview is being conducted.
13%
25%
62%
0%
0%
Strongly Agree Agree Can't Say Disagree Strongly Disagree

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6. Were you given same job description as
discussed in the Interview?
Almost all the employees got the specified jobs offered to them. This
implies that the Big Bazaar have the organized manpower planning
and well organized recruitment policy.
From the chart it is crystal clear that the candidates get exactly the
same job as described. So from Big Bazaar perspective it is a good
sign for the overall growth and development. There were some
employees around 2% of my sample study who were against the
above mentioned point.
98%
2%
Yes
No

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7. According to you on what basis candidates should
be evaluated for selection?
The above diagram clearly depicts that the employees prefer
Experience as a criteria to select the candidate. Next they consider
academic qualification should be given importance while selecting a
candidate. Only 10% are in favor of family background to be used as
a selection criteria by the company.
22% of sample size is in favour of all the three factors that are
experience, academic qualification and family background.
Academic
Qualification
32%
Experience
36%
Family
Background
10%
All Three
22%

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8. Do you think physical examination should be
included in selection process?
The physical examination discloses the physical characteristics of the
individual that are significant from the standpoint of his efficient
performance of the job that he may be assigned.
Accordingly 70% of employees are in favor of physical examination
to be included in the selection procedure because they believe it will
ensure higher standard of health and physical fitness of the
employees and will reduce the rates of accident, labour turnover and
absenteeism.
24% are not in favour of physical examination as they think it is a
wasteful expenditure of the company.
Yes
70%
No
24%
Can't Say
6%

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9. Are you satisfied with the overall recruitment &
selection process of your company?
From the above figure, it is quite clear that out of my sample size ,
50% are those who are not satisfied with the recruitment and
selection policy followed by Big Bazaar and have suggested some
measures to improve them. 40% were those who were satisfied by
the policy and 10% were those who were not able to comment on it.
40%
10%
50%
Satisfied
Neutral
Dissatisfied

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10. Which of the following factors mentioned below
you think have a beneficial effect upon the
ability of Big Bazzar to attract and retain good
employees?
From the above chart it can be understood that most of the
employees are inspired by the career growth and salary package of
the Big Bazaar. Its clear from the chart that Brand name is also
important factor which is a motivating force for the employees of Big
Bazaar. Only 15% of the employees consider working environment in
Big Bazaar to be a motivating factor.
30%
24%
31%
15%
Salary Package
Brand Name
Career Growth
Good Working Environment
.

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11. According to you, the recruitment department in
your organization is efficient enough.
Interpretation:
Half of the departments agree that the recruitment department is
efficient enough in hiring the best talent from the pool of large
people. It means they are satisfied from the persons recruited in the
organization.
0%
50%
25%
25%
0%
Strongly Agree
Agree
Can't Say
Disagree
Strongly Disagree

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12. The salary offered at the time of interview to the
candidates is at par with the market rate.
Interpretation:
The above graph tells us that around half of the departments are
unaware of the salary being offered to the people at the time of
joining.
0%
25%
43%
13%
19%
Strongly Agree
Agree
Can't Say
Disagree
Strongly Disagree

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13. You are satisfied with the recruitment process in
your organization.
Interpretation:
There is a mixed reaction of this question. Around half of the
departments don’t know anything in this regard. So, no clear picture
can be drawn on the basis of this answer.
Agree
48%
Can't Say
17%
Disagree
35%
Strongly Agree
0%
Strongly Disagree
0%

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CONCLUSION
 According to my analysis Big bazaar (future group) should use
Campus placements as a source of recruitment.
Company mainly focuses on internal sources which has its own
limitations. By focusing on Campus Placements Company can
attract qualified personnel for vacant jobs in the organization. It
can facilitate the infusion of fresh blood with new ideas in to the
enterprise. This will improve the overall working of the enterprise.
 For the selection of the candidate for a vacancy company should
first conduct written test and on the basis of the result of the test
score interview should be scheduled for the selected candidate.
 According to the analysis company should evaluate the
candidates on all the factors (experience, qualification and family
background) however greater importance should be given to the
experience and then qualification should be considered.
 Company should include physical examination in the selection
process. After the result of this question THE COMPANY HAS
DECIDED TO INCLUDE PHYSICAL examination in the selection
process and are now getting in touch with various hospitals to
enter into a contract with them.
 Certain changes should be made in Recruitment and Selection
process of Big Bazaar such as new sources of recruitment should
be entertained, written examinations should be included in
selection process and physical examination should be considered
as a part of Selection Process.

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RECOMMENDATIONS
My study of the recruitment and selection processes at Big Bazaar
generated the following findings:
 The recruitment process at Big Bazaar is in line with the
recruitment policy of the company. The entire process works
exactly as it should according to the policy.
 The recruitment process i.e. the activity of generating the pool of
perspective employees, is similar for all entry – level positions.
However the selection process is unique for every position. The
recruitment process at Big Bazaar is shown in above flowchart.
 The human resources department maintains the blanket count of
personal in each department and is responsible for filling up
vacant positions in all departments throughout the organization.
 The recruitment and selection activity is centralized and is
conducted by the human resources department at Big Bazaar
head office.
 Different sources of recruitment for every position has been tried
and tested over the years at Big Bazaar and at present every
position has one unique source of recruitment, which is always
resorted to.
 Walk-ins are always used as a source of recruitment for junior
level. Big Bazaar has earned a good name for itself in the entire
country and hence huge pool of candidates is created through this

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source. However the hiring/applicants ratio is very low. This is
because a lot of unsuitable candidates also show up for interview.
This leads to wastage of time and effort.
 Big Bazaar can improve its recruitment and selection process with
the advices mention below and can increase the sources of
recruitment for selecting the right pool of candidates.

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Employment Cycle
Possible vacancy identified
Analysis carried out to see if the job has changed or it still needed
Job description drawn up
Person specification drawn up
Advertisement designed and issued
_________________________________________________________
Short listing
Interviews
Appointment offered
Induction
Training, development & appraisal
______________________________________________________________
Resignation or retirement
Recruitment
Phase
Selection
Phase
Employment
Phase
Exit
Phase

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Not only recruitment and selection phase but also other phases
(employment phase and exit phase) of employment cycle can be
improved if all phases are properly interlinked with each other, as
shown in above figure.
At the time of recruitment, when a possible vacancy occurs, it is a
good idea to look at the post that is being vacated to see:
 Are the functions that were being carried out still going to be
needed?
 Is the position changing such that new skills will be needed in the
near future?
 Can the job be combined with another job that may also be
undergoing a change?
Only after checking all these points, go ahead with other parts of
recruitment phase.
In case of job description, check the following points:
 Formal job description
 Does it fit the pattern?
In case of advertisement designed and issued:
 Where would you advertise your job in order to attract suitable
candidates?
 How would you word the advertisement?
At the time of selection, first comes short listing and after this interview.
In case of interview, check the following points:
 Structure of interview (one-to-one interview, two-to-one interview,
panel interview)
 Feasibility of interview pattern
And after this, last part of selection phase that is appointment offered
comes.

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APPENDIX

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QUESTIONNAIRE
DEPARTMENT
DESIGNATION
1. Does your company follow formal recruitment process ?
a) Yes b) No
2. When does your company hires new employees ?
a) Immediate need
c) Both
3. Which sources of recruitment your company should follow ?
a) Promotion / Transfer
c) Campus Placements
e) Any Other……………………………………………………………..
4. What criteria do you think should be used for selection process ?
a) Written test
c) Written test and Interview
5. According to you, 3 rounds of interview in Big Bazzar are essential
for an effective recruitment process.
a) Strongly agree b) Agree c)Can’t say
d) Disagree e) Strongly disagree
6. Were you given same job description as discussed in the
Interview?
a) Yes b) No
7. According to you on what basis candidates should be evaluated for
selection ?
a) Academic Qualification
c) Family Background

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8. Do you think physical examination should be included in selection
process ?
a) Yes b) No
9. Are you satisfied with the overall recruitment & selection process
of your company ?
a) Satisfied b) Neutral
c) Dissatisfied
10. Which of the following factors mentioned below you think have
beneficial effect upon the ability of Big Bazzar to attract & retain
good employees?
a) Salary Package
c) Career Growth
e) Any Other……………………………………………………………..
11. According to you, the recruitment department in your
organization is efficient enough.
a) Strongly agree b) Agree c)Can’t say
d) Disagree e) Strongly disagree
12. The salary offered at the time of interview to the candidates is at
par with the market rate.
a) Strongly agree b) Agree c) Can’t say
d) Disagree e) Strongly disagree
13. You are satisfied with the recruitment process in your
organization.
a) Strongly agree b) Agree c) Can’t say
d) Disagree e) Strongly disagree
14. Suggestions (if any, to improve the Recruitment Process)
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________

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BIBLIOGRAPHY
BOOKS:
Understanding and managing people (BEACON BOOKS)
Human Resource Management (ICFAI Publishing BOOKS)
Personnel/Human Resource Management (MSM Textbook)
Organization Effectiveness and Change (MSM Textbook)
Organizational Behavior (MSM Textbook)
INTERNET SOURCES:
wikipedia.com
kumc.edu.com
hr.uchicago.com
www.futuregroup.in
www.futurebazaar.com

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THANK YOU … 