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
1
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
2
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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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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(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 5
•
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
6
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%.
7
•
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
8
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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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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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 11
and
entertainment
space.
Reliance
Entertainment’s core focus is to build significant presence for Reliance in the Entertainment eco-system: across content and distribution platforms. The key content initiative are across Movies, Music, Sports, Gaming, Internet & mobile portals, leading to direct opportunities in delivery across the emerging digital distribution platforms: digital cinema, IPTV, DTH and Mobile TV. Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest entertainment companies in India, which has interests in film processing, production, exhibition & digital cinema. Reliance Entertainment has made an entry into the FM Radio business through Adlabs Radio www.big927fm.com Having won 45 stations in the recent bidding, BIG 92.7 FM is already India’s largest private FM radio network with 12 radio stations across the country.
Reliance Communications Limited
The flagship company of the Reliance – ADA Group, Reliance Communications Limited, is the realization of our founder’s dream of bringing about a digital
12
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 13
14
It’s Structure
15
Company’s Values
16
• 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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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 18
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. 19
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 worldclass 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.
20
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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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.
22
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 valueadded services and applications. Our constant endeavor is to achieve customer delight by enhancing the productivity of the enterprises and individuals we serve.
23
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
24
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
25
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 26
•
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 inhouse 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
27
of office premises of various ADAG companies. The offices of the company would be spread all over the country in the manner shown below:
28
29
Organization Structure - Location
Location Head
Payroll Executive
Resource Management Executive
Compliance Officer
Field Recruiter 30
MIS Executive
31
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”.
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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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•
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
34
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.
35
The Recruitment Process 1 Determinethe exact need
8
2 Obtainapproval
9 Allow timefor response
3 Combine / updatejob description 10 and job specification
Imp lement th e d ecision
Screen respo nses
11Draw up a candiddateshortlist
4 DetermineKPAs of the job
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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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
37
recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.
38
SOURCES OF RECRUITMENT
39
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.
40
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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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
42
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
43
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
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
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:
46
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
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
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
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
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
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
• 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
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
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
•
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
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
•
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
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
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
•
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
list of selected, on hold and rejected candidates is also maintained by the organization for future use.
The Recruitment Process
63
E
(R eg istra
back to Table of Contents
Reliance HR Services Private Limited’s
P
Sourcing Process
(Jo b U n 64
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
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
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
D a ta b a s e
1. Sharing of Sourcing plan
67
T D E
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.
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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
Database Recruitment
70
Tele C alling
71
Database Generation
Cam puses
(Degree Colleges, Priv Institutes, Study Cente
72
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
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
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
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
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
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
Source of Information about new job opening at Reliance Website Direct Application Employment Agencies Personal Referrals Advertisments Newspaper 0 Newspaper Series1
2
2
4
6
8
10
12
14
Advertismen Personal Employment Direct ts Referrals Agencies Application 0
18
3
8
16
18
Website 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
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
Rating the Recruitment/Selection Process 18 16 14 12 10 8 6 4 2 0
Series1
Highly Efficient
Efficient
Neutral
Ineffecient
Highly Ineffecient
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
Satisfaction rating with the Recruitment Process 16 14 12 10 8 6 4 2 0
Series1
Extremely Satisfied
Satisfied
Neutral
Dissatisfied
Extremely Dissatisfied
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
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 Likely
Series1
S1
Likely
Neutral
Unlikely
Extremely Unlikely
Extremely Likely
Likely
Neutral
Unlikely
Extremely Unlikely
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
Process biased towards Experience than Qualification S trongly Disagree Disagree Neutral Agree Strongly Agree 0
2
S trongly Agree Series1
8
4
6
8
10
12
14
16
Agree
Neutral
Disagree
S trongly Disagree
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
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
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
Was Information regarding the parameters for judging during interview provided before it 18 20 15
10
10 5 0 Series1
Yes
No
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
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
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 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
Series1
2
4
6
8
10
12
14
Very Good
Above Average
Average
Below Average
Poor
8
13
9
0
0
89
25
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
Very G ood S eries1
3
4
6
Above A verage 17
8
10
A verage 8
12
14
Below A verage 1
16
18
P oor 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
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
V ery G ood S eries1
11
4
6
A bove Average 17
8
10
A verage 2
12
14
B elow A verage 0
16
18
P oor 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
Quality of Information provided d) Regarding Salary and Compensation P oor Below Average Average Above Average Very Good 0
S eries1
2
4
6
8
10
12
14
Very Good
Above Average
Average
Below Average
P oor
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
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
V ery G ood A bove A verage S eries 1
5
14
6
8
A verage 8
10 B elow A verage 3
12
14 P oor 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
Quality of Information provided f) Regarding Work Location P oor Below Average Average Above Average Very Good 0
S eries1
2
4
6
8
10
12
14
16
18
Very Good
Above Average
Average
Below Average
P oor
7
19
3
1
0
20
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
Quality of Information provided g) Regarding Reporting Hierarchy P oor Below Average Average Above Average Very Good 0
S eries1
2
4
6
8
10
12
14
Very Good
Above Average
Average
Below Average
P oor
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
Quality of Information provided h) Regarding Growth Oppurtunities Poor Below Average Average Above Average Very Good 0
Series1
2
4
6
8
10
12
14
Very Good
Above Average
Average
Below Average
Poor
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
Quality of Information Provided i) Regarding Organizational Culture P oor Below A verage Average Above A verage Very Good 0
S eries1
2
4
6
8
10
Very Good
A bove Average
Average
2
17
7
12
14
Below A verage
16
18
P oor
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
Updates on status of selection process 14 12 10 8 6 4 2 0 S eries1
Consistently
Usually
Often
S ometimes
Never
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
Parts of the Recruitment Process in which certain Difficulty was experienced 2,
4,
4%
9%
7, 15%
3,
11, 7% 24% 2, 4%
1, 2% 3,
2,
7% 4%
Recruitment Brochures/Information Test/Interview Scheduling Oral Interview Result Notification
10, 1,
22%
2%
Recruiters Test/Interview Location Background Examination City/Department service personnel
Application form Written Examination Process Length
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
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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.
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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.
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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:
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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
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•
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
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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
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APPENDICES
Appendix 1: Interview Record Sheet
Interview Record Sheet
For Office use only:
Name of candidate
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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
__________________________________________
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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)
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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
Corporate Sales Experience Experience from Telecom Industry Market Orientation Awareness about Reliance & the telecom industry Patience Integrity and Reliability Interpersonal Skills
111
TOTAL /40
(The score should not be less than 28)
Written test Score IQ Test Score
Current CTC of the
/84
58 -Passing score
/15
11 - Passing score
Monthly
candidate Expected CTC
Assessment of the interviewer
Why the candidate should be offered?
112
Annual
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
Name of the Interviewer (ASM/ CSM) Signature
back to Table of Contents Appendix 2: SALES AND SERVICE EMPLOYABILITY APTITUDE TEST
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SALES AND SERVICE EMPLOYABILITY APTITUDE TEST
115
PART A
116
Duration: 50 Minutes
Instructions:
1. Please read the instructions carefully. 2.
Do not write anything on the Question Booklet. Separate Answer sheets have been provided to you.
3. The test is divided into 2 Sections = Section 1 and Section 2. It is suggested that you spend 35 minutes on Section 1 and 15 minutes on Section 2. 4. The first part contains 21 questions and the second part contains 15 questions. 5. Tick the appropriate box, to mark the correct answer.
For Example:
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(c (a) 1
(b)
)
(d)
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SECTION - 1
119
120
1. You need to meet the Commercial Manager of a large firm that has about 15 offices. However, you do not know who he is or where he can be contacted. Whom would you approach to acquire the required information?
a. The receptionist of any one of the offices. b. The Security Guard of the entire building. c.
Call up Yellow Pages to get the information.
d. Ask the neighbors, as they will certainly know.
2. This is in continuation to Question1.
After making 5 unsuccessful visits, you are finally in
discussions with the Commercial Manager of the concerned firm. But during the meeting he is continuously interrupted by visitors and phone calls and you are not able to make much headway. Which of the options given below is the best one in these circumstances?
a. Politely ask if he is busy and take an appointment for another day. b. Tolerate all the interruptions because there is a possibility that he will be able to meet you only after several days. c.
Ask him to put you onto another person so that he could continue with his other meetings.
d. Politely thank him, because you have decided that there is no point wasting any more of your time.
3. If you are given a new game to play, would you:
a. Follow instructions given in the manual
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b. Start experimenting with the toy without reading the manual c.
Read from the manual and try out the toy simultaneously
d. Ask your friend to help you out.
4. You ring up your probable client to seek an appointment. He gives you a date and time that clash with a prior appointment. Your response on the phone to him will be:
a. Agree to the date and time, hopeful that you will be able to reschedule the other meeting b. Share your problem and ask him for an alternate date and time c.
Ask him for an alternative date and time directly
d. Agree with his suggestion, but decide that you will give him some excuse of the day of the meeting.
5. You have been meeting the HOD Administration over the last three weeks. Today is your final meeting with him and he is ready to sign on the dotted line. On meeting him he tells you that he is not ready to sign but has given you the verbal go ahead and you can take his word for it. What will you do?
a. Ask your supervisor for advice b. Ask your supervisor to speak with the HOD c.
Ask the HOD to speak with your supervisor
d. Go back disappointed
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6. Which of the following statements would be a compliment for you:
a. Persuasive and patient and can see tasks through completion b. Aggressive and result-oriented and cannot tolerate inefficiencies c.
Charming, well mannered and well groomed
d. Very dedicated and meticulous, soft spoken
7. You are in the middle of an important meeting. Another client calls you and wishes to discuss something important. Which according you is the best approach to take?
a. Tell him that you cannot talk now; and arrange to talk as soon as possible. b. Excuse yourself from the current meeting to speak with the caller for only a few minutes c.
Talk to the caller at length as what he has to say is urgent and important
d. Talk simultaneously to both sides; using a mixture of verbal and non-verbal communication
8. You accompany a colleague to a meeting where the agenda is to close a deal that will benefit the organization significantly. The account has been primarily worked upon by your colleague. During the meeting the customer states that he is very happy with the proposal and is ready to place the order, but his only concern is that he wants the services in 72 hours while you need one week time as per your proposal. He also wants you to answer the question. What will you do?
a. Assure him that it will be done. You also know that it is not possible. b. Tell him that you will be able to confirm only after speaking with your office. c.
Tell him point blank that his request is unreasonable.
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d. Explain the process and reiterate to him that your product is far superior to that of competition.
9. The client is very interested in your product. To understand his perspective and requirements better, you usually:
a. Ask the client several questions to understand his needs better. b. Make intelligent guesses on what he shares with you c.
Always arrange for a meeting between your supervisor and the client
d. Tell him about the product and let his assess if it meets his requirements
10. You have been pursuing an important client for several months. Today he shares with you that he has called up some clients of yours who have shared that customer service has been below average. And he is apprehensive about the quality of customer service that he will receive from your organization. What according to you is the best response:
a. Agree with him completely, but tell him that this is top on the organization’s priority list b. Out rightly deny it and tell him that it is not true at all c.
Tell him that it is a propaganda by competition
d. You yourself start criticizing the company in the hope of getting his sympathies
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11. A husband and wife show keen interest in the telephone line schemes that you offer. How will you proceed further?
a. Give them the brochure and ask them to read it b. Explain in person all the details c.
Say that you would like to meet them with your supervisor later
d. Answer only their queries…after all why should you waste time
12. When you think of the most difficult times you have faced in the past, what is your first thought?
a. You can’t think about it without getting physically ill b. Thank God, it is behind you c.
You feel that it is a miracle that you survived it, you cannot do it again.
d. You would not want to live it again, but you learned a lot from it
13. You client is very social and likes to have a good chat. So during meetings you normally:
a. Maintain the agenda for the meeting b. Allow the conversation to take its own course c.
Initiate topics that interest the client
d. Bring the attention to yourself by bragging about your achievements
14. You will achieve your annual targets by finalizing this one deal. The client asks you for a service that you cannot under any circumstances fulfill. You will:
a.
Explain your inability to meet his requirement
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b. Clearly refuse him as honoring your commitments is very important to you c.
Ignore the issue in an attempt to distract the client
d. Accept his terms and conditions and deny it at a later stage
15. To sell personal telephone connections, you would normally:
a. Make cold calls and often meet the housewife herself b. Wait till end of day to meet the head of the family c.
Make all your calls on holidays so that the head of the family will be at home
d. Leave your visiting card and brochure in all mail boxes
16. You are most often described as a person who is:
a. A good listener and still be able to get his point across. b. Kind and sincere c.
Detached and unemotional
d. Able to get his point across irrespective of adverse responses.
17. You start a hike up on a small mountain. Half mile from the top you see that the trail is covered with snow. What will you do?
a. Decide to continue. You have come this far and you cannot stop now. b. Immediately turn back. It does not matter whether you make it to the top or not c.
Continue with the hike as long as it is fun and safe
d. Discontinue. It is disappointing but not worth risking an injury
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18. A client asks you for a clarification. You are very uncertain of the response, but feel that your credibility is at stake. How will you reply?
a. Give him a plausible but false answer. b. Distract him by moving onto another topic for discussion c.
Tell him that you will get back at the earliest
d. Shrug your shoulders and keep quiet.
19. You approach a household to sell your telephone connection. A busy and troubled housewife has answered the door. She is angry at your interruption. And abuses you. How will you react?
a. Apologize for the interruption, and walk away b. Tell her that you need to be spoken with respect c.
Apologize and ask her for a suitable time
d. Just turn around and walk away.
20. A very close relative heads a medium sized enterprise. He is keen to place an order for your products. However, the sales team in our organization is organized geographically. His office does not fall within your geographical area. The area belongs to a colleague to whom you are very close. What will you do?
a. Introduce the relative to your colleague, although this means a financial loss to you b. Ask your relative to place the order with your competitors
127
c.
Take the order because after all organization policies can be bent a little
d. Take the order and request your supervisor to credit you with the sale
21. While conversing with others you tend to
a. Involve them in the discussion b. Focus on the topic of discussion c.
Let the conversation move in different directions. It helps build the rapport
d. Discuss topics that others are interested in
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SECTION - 2
129
130
For Questions 1-3, Complete the Analogy.
1. Bacteria : Illness
A) Medicine : Bacteria
B) Illness : Health
C) Bomb : Explosion
D) Humidity: Pressure
2. Shave: ? : : Cut: Knife
A) Lather
B) Blade
C) Razor
D) Mirror
3. Door : ? : : Telephone : Ring
A) Key
B) Knock
C) Jam
D) Room
4. 6 3 12 6 18 …
A) 9
B) 12
C) 24
D) 36
C) X
D) Y
5. H I K J L M O N P Q S R T U ___
A) W
B) V
6. A man started walking from North to South. He turned right at right angles then again right at right angles. In which direction was he ultimately walking?
131
A) East
B) West
C) North
D) South
7. Sujit, Mohan, Vishal and Mahesh are weight lifters. Mahesh can outlift Vishal and Mohan can outlift Mahesh. Vishal cannot lift Sujit. Therefore:
A)
Both Sujit and Mohan can outlift Mahesh
B)
Mahesh can outlift Sujit but can’t outlift Vishal.
C)
Mahesh can outlift Sujit by more than he can outlift Vishal
D)
None of the above is true
8. M is above N and O; N is above O and below P. Therefore:
A) M is not above O and P
B) O is above N
C) P is above O
D) O is above P
9. What would be the next number in this series?
HD
DH
HD
DH
Choose among the following
HDD
HD A
DH B
C
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HH D
10. What would be the next picture in this series?
Choose one of the following five:
11. If you spend Rs4000/- on the training of every new joinee. You need to hire 15 new people for the next 6 months. What should be your training budget for this lot of joinees?
A) Rs24,000/-
B) Rs60,000/-
C) Rs90,000/-
D) Rs3,60,000/-
12. Solve: ____5 ____6 ____7 + ____8 ----------------------146 In the correctly worked addition problem above, each ____(blank) represents the same digit. What is the value of ____?
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a) 3 b) 4 c) 6 d) 8
For Questions 13- 15, Chose the right word:
13. This is a nice camera. Is it your/yours?
14. Whose books are these? Yours or my/mine?
15. They have two children, but I do not know their name/names.
Appendix 3: Sample Questionnaire
QUESTIONNAIRE Reliance Communication Ltd., a group company of Reliance ADAG is conducting a survey to gauge the effectiveness of the Recruitment and Selection Process, being carried out through Reliance HR Services Private Ltd.. We will be highly grateful if you take out some time to fill this questionnaire.
134
Q1. Which position did you apply for in the company?
Q2. Where did you get to know about the new job opening in the organization? •
Newspaper
•
Advertisement
•
Personal referrals
•
Employment agencies
•
Direct application
•
Website
•
Others (please specify):
Q3. Did you find the Reliance recruitment/selection process to be: •
Extremely efficient
•
Efficient
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•
Neutral
•
Inefficient
•
Highly Inefficient
Q4. What was your overall satisfaction with the recruitment process? • Extremely satisfied •
Satisfied
•
Neutral
•
Dissatisfied
•
Extremely dissatisfied
Q5.How likely are you to recommend the company to a friend or a colleague? • Extremely Likely •
Likely
•
Neutral
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•
Unlikely
•
Extremely Unlikely
Q6. The Reliance recruitment process is biased more towards experience than towards qualifications. • Strongly Agree •
Agree
•
Neutral
•
Disagree
•
Strongly Disagree
Q7. Do you think that the recruitment and selection process is adequately advertised? •
Yes
•
No
Q8. Were you satisfied with the standards of the application form? •
Yes
137
•
No
Q9. Were you informed about the parameters on which you would be judged before the interview process? •
Yes
•
No
Q10. During the selection process, did you contact the Recruitment Services to change an interview time or request feedback? •
Yes
•
No
Q11.If yes, then were you treated respectfully and was the issue dealt with by Recruitment Services to your satisfaction? •
Yes
•
No
138
Q12. Rate the quality of information provided to you regarding the position you were being interviewed for:
Excellent
Very Good
Information about the organization Job Description Department Salary and Compensation Job Responsibilities Work Location Reporting Hierarchy Growth Opportunities Organizational culture
139
Average
Below Average
Poor
Q13. Did the recruiter you were engaged with keep you updated on the status of your selection process? •
Consistently
•
Usually
•
Often
•
Sometimes
•
Never
140
Q14. Did you experience (or are you experiencing) difficulty or concern with any of the following aspects of the recruitment/selection process:
•
Recruitment Brochures/ information
•
Recruiters
•
The application Form
•
Test/Interview scheduling
•
Test/Interview location
•
Written examination
•
Oral interview
•
Background examination
•
Length of the process
•
Notification of the results
•
City/ Department service personnel
•
Others (please specify):
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Q15. Are there any further comments that you would like to make on the whole recruitment and selection process?
Demographic Profile:-
Age 20-25
26-30
31-35
Male
Female
>35
Gender
Department HR
Marketing
Finance
IT
Sales Designation Manager
Executive
Associate
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Interns
Supervisor
Work Experience <1 Yr
1-3 Yrs
4-10 Yrs
>10 Yrs
<10000
10000-20000
20000-40000
>40000
Monthly Income
Thank You for your response……
143
BIBLIOGRAPHY
•
www.wiki.answers.com
•
www.hrmadvice.com
•
www.recruitment.naukrihub.com
•
www.relianceadagroup.com
•
Tripathi, P.C., Human Resource Development, New Delhi, Sultan Chand & sons, 2003.
•
Rao, V.S.P., personal management, New Delhi, Sultan Chand & Sons, 2001.
•
Business Research Methods by William G. Zikmund
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THANK YOU……
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