BABU BANARASI DAS NORTHERN INDIA INSTITUTE OF

TECHNOLOGY

INTERNSHIP REPORT

ON
TO ANALYSE THE RECRUITEMENT AND SELECTION
PROCEDURE OF THE EMPLOYEES

Submitted by:

AKANKSHA DUBEY
UNIVERSITY ROLL NO- 1405670010

ACKNOWLEDGEMENT

I am fortunate to have got an opportunity to undergo the

internship at Big Bazaar. The project has been very useful for me in
understanding the various pragmatic aspects of the management
function practice in the real world.
I express my deep sense of gratitude to Mr. NEERAJ SHARMA,
(H.R. Manager), for their counsel throughout my training. I would
also like to express my gratitude to all the members of Connaught
Place branch for their assistance and constant motivation.
I extend my sincere thanks to my mentor Prof. NEETA BHATLA,
BBD NIIT,Lucknow, for having spared his valuable time with me
and for all the guidance given in executing the project as per
requirements.
Above all, I give my special thanks to all my faculty members who
have supported me. I am very thankful to all of them who have
guided me for my project.

(AKANKSHA DUBEY)

TABLE OF CONTENTS
Topics

Page No.

1. Executive Summary

2. Introduction

3. Recruitment and Selection

Recruitment
Guiding Principles Of Recruitment
Recruitment Strategies and Resources
Position Announcements
The Recruitment Industry
The Recruitment Process

Selection
Objectives of Recruitment and Selection
Recruitment and Selection Policy Statement

Company Profile
Recruitment and Selection Guidelines of Big Bazaar
Recruitment and selection policies for executive and
management trainee
Method for a successful recruitment and selection
process

5
6
7
8
9
10
13
15
26
26
27
31
35
41

4. Objective of the study

55

5. Research methodology

60

6. Analysis and Interpretation

61

7. Conclusion

74

8. Recommendations

75

9. Bibliography

79

10. Appendix

80

EXECUTIVE SUMMARY

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

A Study on Recruitment process at Big Bazaar.

SECONDARY OBJECTIVE:
To know the prospect or recruitment and selection procedure.
To critically analyze the functioning of recruitment and
selection procedures.
To identify the probable area of improvement to make
recruitment and selection procedure and more effective.
To know the various source and method of recruitment at Big
Bazaar.
To define selection and explain the selection process at the
Big Bazaar.
Explain the value of different type of employment test and

CONCLUSION

According to my analysis Pantaloon Retail should use Campus

placements as a source of recruitment.
Company mainly focuses on internal sources which has its own
limitations. By focusing on Campus Placements Company can attract
qualified personnel for vacant jobs in the organization. It can facilitate
the infusion of fresh blood with new ideas in to the enterprise. This will
improve the overall working of the enterprise.

For the selection of the candidate for a vacancy company should first
conduct written test and on the basis of the result of the test score
interview should be scheduled for the selected candidate.

According to the analysis company should evaluate the candidates on

all the factors (experience, qualification and family background)
however greater importance should be given to the experience and
then qualification should be considered.

Company should include physical examination in the selection process.

After the result of this question THE COMPANY HAS DECIDED TO
5

INCLUDE PHYSICAL examination in the selection process and are now

getting in touch with various hospitals to enter into a contract with
them.

Certain changes should be made in Recruitment and Selection process

of Big Bazaar such as new sources of recruitment should be
entertained, written examinations should be included in selection
process and physical examination should be considered as a part of
Selection Process.

INTRODUCTION
In this information age, the importance of human capital and human
asset cannot do ignored; rather it is that line of business that could lead
any organization to attain heights. This is the factor that makes difference
between one organization and another. Getting the right person at the
right place and then retaining him is the main area of concern in todays
corporate world. Hence, the emphasis is being laid to device policies and
programs in such a manner that it leads to retention of the desired
manpower and thus contributes towards organizational development.
Each organization is now thriving to attain the best person i.e. the
knowledgeable

worker

and

leverage

their

wisdom

towards

the

achievement of the organizational objectives. Nobody wants to have the

third best or the second best, but to have the best person in the
organization it becomes very difficult to retain them.

Certain great leaders who have made their mark in corporate world by
their actions say that every organization can acquire the same machinery,
the same infrastructure etc. But what makes the difference in one
organization to another is the manpower it possess which cannot be
copied down.
Considering the aspect of sourcing, no organization should ever think that
once it has acquired the best talent created favorable conditions to retain
them they would not require going in for sourcing activities.
Hence this should be kept in mind that sourcing is a continuous process,
an outgoing one and will have its existence till the organization functions.
The talent that we have acquired and retained is through its sourcing
only. Unless and until a person is sourced from outside, how will the
organization get the best. To have the best it is essential to acquire it
from outside. There has been tremendous change in the technology and
for the organization to survive in this changing scenario; it has become
9

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

10

Recruitment refers to the attempt of getting interested applicants and

providing a pool of prospective employees so that the management can
select the right person for the right job from this pool. Recruitment is a
positive process as it attracts suitable applicants to apply for available
jobs. The process of recruitment:
1. Identifies the different sources of manpower supply.
2. Assesses their validity.
3. Chooses the most suitable source or sources.
4. Invites applications from the perspective candidates for the
vacant jobs.

11

RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable

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

12

RECRUITMENT
Recruitment refers to the process of sourcing, screening, and selecting
people for a job or vacancy within an organization. Though individuals can
undertake individual components of the recruitment process, mid and
large size organizations generally retain professional recruiters.
The recruitment process in India is designed in such a way that each
candidate gets the desired profile according to its own choice. Place the
candidate from the right profile, the best job recruitment agencies, the
solution is the end of most Indian job recruitment agencies.
The job recruitment agencies in India involves identifying those posts,
preparing the job description and person specification, advertising,
management of the response, the prequalification process, organizing
meetings, conducting interviews, making decisions, the appointment and
action. This means that a lot of time and resources must be invested
before the right candidate is selected.
Most recruitment agencies in India follow three stages in the recruitment
process, which are essentially short list of application, preliminary
assessment and final interview and selection.
The recruiting India process may include a written test to judge the
particular skills of a candidate. In this case, the test must be carefully
prepared, not to deviate from the subject. Much can be found on the
candidate's resume. A good presentation of his resume is in an organized
way and refined talk a lot on the individual. His mentality and attitude can
be judged according to his resume.
Then the interview, which is an important and crucial part of the
recruitment process. The person who takes the interview of the candidate
must be well prepared in advance. Concerns such as the location of the
interview, the timing, structure of the question of strategy, the style of
taking the interview must be decided in advance, so that nothing is
excluded, and all subjects properly treated.
13

In addition, there are a number of things that must be taken into

consideration in the recruitment process. Until the final decision about a
certain candidate is taken, it is important to keep in regular contact with
the candidate. The decision-making process should not take too long to
prevent candidates from taking any other occasion. An applicant must be
informed once the decision is made. He or she must say the entire
process of his appointment clearly with the details of all documents to be
submitted. A record should be kept of the candidate file for future
reference.
The recruitment process must be strong and justified and shall withstand
external scrutiny. Only a good job recruitment agency with a good
understanding of the area and the process can execute the same success.
In India, most of the recruitment agencies to understand the needs of
clients and candidates and they work in a planned way to recruit people.
GUIDING PRINCIPLES OF RECRUITMENT
Appropriate and effective recruitment strategies vary with each position.
The length and scope of the recruitment should be relevant to the
position.
In setting the timeline for your recruitment, consider the wording
carefully--there are consequences to your choice.

If you specify a recruitment deadline, you may not consider any

applications received after that date.

If you indicate the position will remain open until filled, you must
consider any applications received until an offer has been extended
and accepted.

If you indicate "applications received by a certain date will be assured

full

consideration,"

you

can

decide

whether

or

not

to

review

applications received after the specified date. When using this wording,
it is critical to establish a meaningful date.

14

Recruitment activities should include good faith efforts to solicit a diverse

applicant pool and affirm that race, sex, age, disability or veteran status
will not be used to discriminate.
If the position is in a job group that is underutilized, by women or ethnic
minorities, additional targeted recruitment efforts should be undertaken.
All advertisements and position announcements should be consistent with
each other, reflect the qualifications identified in the position description.
Prior to recruiting for a position, ensure that you know what institutional
policies and procedures apply. Contact your HR Generalist before
beginning recruitment.
If you wish to waive recruitment for faculty and unclassified positions,
consult with the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in
developing recruitment strategies for each vacancy. General guidelines for
specific types of positions are listed below.
15

Tenure-track Faculty
Scope of Search: National or regional
Recruitment Resources:
Discipline-specific journals, list-serves, professional associations
Personal contacts with colleagues, alma maters, and alumni associations
Position announcement mailings to doctoral-degree granting universities
Chronicle of Higher Education
Recommended Recruitment Period: At least 3 weeks after appearance of
first advertisement; at least 1 full week after publication of last
advertisement
Unclassified staff, Director level and above
Unclassified (below Director Level) and Classified Staff
Scope of Search: Regional (for technical or paraprofessional positions) or
local
Recruitment Resources:
Position announcement mailings to state employment offices, local
vocational and community colleges.
Recommended Recruitment Period
Unclassified: At least 2 weeks after appearance of first advertisement; at
least 1 full week after publication of last advertisement
Classified: Contact your HR Generalist for state requirements
POSITION ANNOUNCEMENTS
Purpose of the Position Announcements:
Provides applicants, hiring departments and search committees with
a general idea of the nature of the position, the terms and conditions of
appointment, salary range, reportage, and required application materials
and application deadline.
16

Serves as a convenient mailer or flyer to advertise the position by direct

mail.
General Guidelines for Developing Position Announcements:

Use the recommended format, which is either printed on companys

own letterhead. Limit the announcement to one page, using the
reverse side of the page, if necessary.

Provide enough information to give applicants adequate understanding

about the nature of the position. Identify required and preferred
qualifications so that you solicit qualified applicants and stimulate
interest in the position.

Provide notification of the company's EO/AA policy, and identify

contacts for requesting reasonable accommodation.

Provide a contact name, address and phone number.

Explain application requirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters
aim to channel candidates into the hiring organizations application
process. As a general rule, the agencies are paid by the companies, not
the candidates. The industries practice of information asymmetry and
recruiters' varying capabilities in assessing candidate quality produces the
negative economic impacts.
Traditional recruitment agency
Also known as an employment agencies, recruitment agencies have
historically had a physical location. A candidate visits a local branch for a
short interview and an assessment before being taken onto the agencys
books. Recruitment Consultants then endeavor to match their pool of
candidates to their clients' open positions. Suitable candidates are with
potential employers.

17

Remuneration for the agency's services usually takes one of two forms:
A contingency fee paid by the company when a recommended candidate
accepts a job with the client company (typically 20%-30% of the
candidates starting salary), which usually has some form of guarantee,
should the candidate fail to perform and is terminated within a set period
of time.
An advance payment that serves as a retainer, also paid by the company.
In some states it may still be legal for an employment agency to charge
the candidate instead of the company, but in most states that practice is
now illegal, due to past unfair and deceptive practices.
Online recruitment websites
Such sites have two main features: job boards and a rsum/Curriculum
Vitae (CV) database. Job boards allow member companies to post job
vacancies. Alternatively, candidates can upload a rsum to be included in
searches by member companies. Fees are charged for job postings and
access to search resumes.
In recent times the recruitment website has evolved to encompass end to
end recruitment. Websites capture candidate details and then pool then in
client accessed candidate management interfaces (also online).Key
players in this sector provide e-recruitment software and services to
organizations of all sizes and within numerous industry sectors, who want
to e-enable entirely or partly their recruitment process in order to improve
business performance.
The

online

software

provided

by

those

who

specialize

in

online

recruitment helps organizations attract, test, recruit, employ and retain

quality staff with a minimal amount of administration.
Online recruitment websites can be very helpful to find candidates that
are very actively looking for work and post their resumes online, but they
will not attract the "passive" candidates who might respond favorably to
an opportunity that is presented to them through other means. Also,
18

some candidates who are actively looking to change jobs are hesitant to
put their resumes on the job boards, for fear that their current
companies, co-workers, customers or others might see their resumes.
Headhunters
Headhunters are third-party recruiters often retained when normal
recruitment

efforts

have

failed.

Headhunters

are

generally

more

aggressive than in-house recruiters. They may use advanced sales

techniques, such as initially posing as clients to gather employee contacts,
as well as visiting candidate offices. They may also purchase expensive
lists of names and job titles, but more often will generate their own lists.
They may prepare a candidate for the interview, help negotiate the salary,
and conduct closure to the search. They are frequently members in good
standing of industry trade groups and associations. Headhunters will often
attend trade shows and other meetings nationally or even internationally
that may be attended by potential candidates and hiring managers.
Headhunters are typically small operations that make high margins on
candidate placements (sometimes more than 30% of the candidates
annual compensation). Due to their higher costs, headhunters are usually
employed to fill senior management and executive level roles, or to find
very specialized individuals.
While in-house recruiters tend to attract candidates for specific jobs,
headhunters will both attract candidates and actively seek them out as
well. To do so, they may network, cultivate relationships with various
companies, maintain large databases, purchase company directories or
candidate lists, and cold call.
In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using
their Human Resources department. In addition to coordinating with the
agencies

mentioned

above,

in-house

recruiters

may

advertise

job

vacancies on their own websites, coordinate employee referral schemes,

19

and/or focus on campus graduate recruitment. Alternatively a large

employer may choose to outsource all or some of their recruitment
process (Recruitment process outsourcing).

THE RECRUITMENT PROCESS

These are the main recruiting stages.
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process,
often encompassing multiple media, such as the Internet, general
newspapers,

job

ad

newspapers,

professional

publications,

window

advertisements, job centers, and campus graduate recruitment programs;

and 2) recruiting research, which is the proactive identification of relevant
talent who may not respond to job postings and other recruitment
advertising methods. This initial research for so-called passive prospects,
also called same-generation, results in a list of prospects who can then be
contacted to solicit interest, obtain a resume/CV, and be screened.
Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g.

communication, typing, and computer skills. Qualifications may be shown
through resumes, job applications, interviews, educational or professional
experience, the testimony of references, or in-house testing, such as for
software knowledge, typing skills, numeracy, and literacy, through
psychological tests or employment testing.
In some countries, employers are legally mandated to provide equal
opportunity in hiring.
Onboarding

20

A well-planned introduction helps new employees become fully operational

quickly and is often integrated with the recruitment process.
PITFALLS OF RECRUITMENT
Candidates can sometimes be subject to undue pressure to accept a job
or position by an overly zealous recruiter or personnel person.

21

SELECTION
This is the process of choosing individuals who have relevant qualifications
to fill vacant positions. The process begins when a hiring department
identifies the need to fill a position, and ends when a person is hired to
meet that need. What happens in the middle of the process includes job
analysis, position description development, recruitment, testing, and
screening,

corresponding

with

applicants,

Credentials

verification,

background investigations, interviewing, reference checking, physical

examinations, and the offer.
Discriminatory hiring practices could result in significant costs for the
Company. Individuals acting on behalf of the organization who fail to
follow nondiscrimination policies may face personal liability. Poorly
designed or executed selection processes will generally fail to identify the
right person for the job, result in missed opportunities or delays in
accomplishing the mission of the organization, and lead to discrimination
claims. Impolite or incompetent interviewers, unnecessarily long waits,
and lack of follow-up may cause unfavorable impressions of the Company.
THE COST OF SELECTION
The cost of selecting performers who are inadequate performers or who
leave the organization before contributing to profits is a major cost of
doing business. The cost incurred in hiring and training any new employee
is expensive sometimes in the thousands of dollars. In 1983, the average
cost per hire for exempt employees was more than $4600; nearly $4700
if there was relocation. These cost incurred by the organization suggest
that hiring is very expensive activity and that any efforts the organization
can make toward minimizing turnover and hiring costs can pay dividends.
Thus

proper

selection

of

personnel

is

obviously

an

area

where

effectiveness (choosing competent workers who perform well in their

position) can result in large savings.

22

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability.
Seeking training from HR for anyone who participates in the process
before beginning.
Provide reasonable accommodation in the application process to persons
with disabilities.
Use

nondiscriminatory,

valid,

and

consistently

applied

selection

criteria/process. Use of a rating guide is recommended. This is a form

used to rate applications for a position based on the required and
preferred qualification as defined in the position description. Rating guides
simplify the paper screening process, ensure that applications are being
evaluated against the same criteria, and provide documentation which will
be used to defend any challenged outcome.
Once it is determined that an individual does not meet the established
minimum

qualifications,

she

must

be

eliminated

from

further

consideration. If you are unclear whether or not an applicant possesses

the minimum qualifications, it is appropriate to conduct a verification
phone interview. You may also ask applicants to include a cover letter
detailing how they meet the established qualifications as part of the
application process.
Be able to justify every selection/nonselection decision with appropriate
documentation

(e.g., the

position description,

applications/resumes,

rating guides, selection criteria, interview questions, and reference

checks). This documentation should be forwarded to HR Generalist after
the search is completed.
Avoid prohibited pre-employment inquiries and interview contaminants.
Conduct reference checks as part of the selection process.
Remember that every applicant is a potential complainant.

23

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an
employer's ability to choose the most qualified person. They are intended
to

ensure

that

employers

use

criteria

that

are

job-related

and

nondiscriminatory. Hiring departments and search committees should use

the

appropriate

guidelines

to

identify

appropriate

pre-employment

inquiries. Any questions regarding the appropriateness of specific inquiries

should be directed to the EO/Compliance Specialist.
TIPS FOR INTERVIEW PROCESS
Minimize Stereotypes Provide interviewers with a job description and
specifics on job requirements.

In the absence of specific information

individuals may be more likely to make stereotypical judgments about a

candidate
Job Related Construct interview questions that are job related. Not
having job related interview questions will lower the validity of the
interview process.
Train Interviewers Improve the interpersonal skills of the interviewer
and the interviewers ability to make decisions without influence from
non-job related information. Interviewers should be trained to:

Avoid asking questions unrelated to the job

Avoid making quick decisions about an applicant

Avoid stereotyping applicants

Avoid giving too much weight to a few characteristics

Try to put the applicant at ease during the interview

Communicate clearly with the applicant

24

COMMON INTERVIEW CONTAMINANTS

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

25

REFERENCE CHECKS
Nearly 80% of what is needed to be known about candidates can be
learned

through

good

investigative

techniques.

Although

privacy

legislation has had an impact on the reliability of reference checks, they

remain a viable means of verifying applicant information. Appropriate
checks are also necessary to defend against charges of negligent hiring.
Keep the following guidelines in mind:
Obtain permission from candidates.
Inform candidates that reference checks and validation of credentials will
be part of the selection process.
A candidate may have valid reasons for setting some limits, and these
limitations should be respected.
The bottom line is that the candidate must allow some access to people
familiar with their work, or withdraw their candidacy.
If access is significantly candidate-controlled, she/he must understand
that less restricted checks will be made before any offer is extended.
Intentionally choose whom to contact. Consider the following guidelines:

Call the references identified by the candidate.

Seek permission to call persons who should know the candidate (e.g.,
current

department

chair,

departmental

head,

supervisor,

vice

president, colleagues, etc.).

Complete enough calls for a full picture of the candidate to emerge.

Apply the following guidelines for determining what inquiries to make:

All information considered in the selection process must be related to

job performance.

Request the same information regarding all applicants.

26

Avoid asking references prohibited pre-employment inquiries.

Focus on gaining information about the knowledge, abilities, skills and

work behaviors identified as being important to the position.

Address significant gaps or missing elements in the candidate's

application materials.

Avoid being put off by scattered "negative" comments from references.

Look for patterns of strength and limitations, and for indications of fit
between the person and the position.

Not every comment should be given equal weight. Attempt to evaluate

the reference's perspective, how credible they may be, and how
recently or how well they know the candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search
process predisposes qualified candidates to consider a company as a
potential

employer.

The

nature

and

timeliness

of

correspondence

contributes to the applicant's perception that a particular company is a

quality organization.
Typically, a recruitment and selection process will present the following
opportunities to correspond with applicants:

Acknowledgement of application materials. An acknowledgement letter

confirms that the hiring department has received all or part of the
required application materials, identifies any missing materials which
must be provided to ensure consideration, and indicates the expected
timeline for the selection process.

Notification that application materials were received too late for

consideration. Informing persons that they will not be considered for
the position is not only a courtesy. It also serves as evidence that the
applicant was not part of the applicant pool from which selection
decisions were made should the ultimate hiring decision be challenged.
27

Notification of a change in the timeline for selection. In order to keep

good candidates interested in the position, it is advisable to keep
applicants informed should a change in the selection timeline be
necessary.

Notification that an applicant is no longer being considered. As a

courtesy to applicants, particularly those for high level or particularly
competitive positions, hiring departments

are advised to notify

applicants when the screening process has eliminated them from

consideration. This may occur after any round of screening or
interviewing.

Confirmation of campus interview arrangements. This correspondence

should be preceded by telephone conversations with the candidate,
and should include information about the Company, the community,
individuals with whom the candidate will meet, itinerary, travel and
lodging arrangements, and other information which helps the candidate
prepare for the campus visit.

Appreciation for interview and rejection. Individuals who have been

invited to campus for an interview but are not offered the position
should receive such a letter as a professional courtesy.

Letter of offer. Once a hiring decision has been made and discussed
either in person or by telephone with the finalist, it should be
confirmed in writing. The individual should confirm his or her
acceptance in writing.

Hiring departments should contact their HR Generalist for assistance in

writing these letters.

Guidelines
Depending on the type of position, a hiring department may decide to use
a search committee to manage the recruitment and selection process. The
committee's role will vary with the department, school, or administrative

28

unit and type of position. The following guidelines should be considered

when using a search committee:
The decision to establish a search committee rests with the individual who
has authority to make a final offer for a position.
The search committee should be comprised of individuals who have some
knowledge

of

the

position

to be

filled,

are

committed

to

equal

employment opportunity, and have the capacity for balanced judgment

and discretion. Whenever possible, committees should represent diverse
backgrounds and perspectives.
Generally, the ideal size of a committee is relative to the position. For
some positions, a committee of 3 is adequate. For positions at or above
the manager level, committees of 5-7 are more appropriate. Committees
for positions at the Executive level may be significantly larger.
A search committee chair should be appointed. Chairs should be selected
for their ability to provide leadership to the committee, a demonstrated
understanding of the recruitment and selection process, and their
commitment to ensure a legally defensible process.
The committee should receive a formal charge, which establishes the
scope of its responsibilities. At a minimum, the charge should indicate
whether or not the committee is responsible for conducting interviews,
and whether its recommendations to the hiring official shall be in ranked
or

unranked

order.

Typically,

Companys

search

committee

responsibilities include all or some of the following:

Helping develop the position announcement, including the identification

of minimum and preferred qualifications, timeline and recruitment plan

Completing recruitment and selection activities for classified and

unclassified staff positions

Placing advertisements or conducting personal outreach

29

Developing the selection procedure, including rating guides receiving

applications,

corresponding

with

applicants,

sending

applicant

information forms, and maintaining the applicant record

Screening applications, conducting reference checks, determining a

long or short list of finalists

Maintaining required search documentation

Coordinating campus visits for interviews and/or conducting interviews

Making recommendations to the hiring official

Appointing one of the members, or using departmental staff, to act as

search committee secretary

PRACTICAL CONSIDERATIONS
Disagreements about the outcome of a selection procedure often arise
because the process for reviewing applicant materials was not agreed
upon prior to the beginning of the process. Committee members,
including the committee secretary, should discuss and agree upon the
following practical considerations:

When will review begin? Unless an inordinate number of applications

are expected, it is recommended that the review process begin after
the date, which was advertised.

Will initial review of applications for minimum qualifications be done by

the committee chair, secretary, or all committee members?

Will committee members review every application, or will applications

be divided into groups that are initially reviewed by only part of the
committee?

Will the committee use a rating form? A rating guide is highly

recommended, because it can be used to defend against EEO
challenges to the selection decision. In designing the rating guide, the
committee must decide whether they will use numerical scoring (and
30

whether it will be weighted or unweighted), qualitative scoring (for

example, poor, average, strong), or a combination of the two.

Has the committee developed a plan for corresponding with applicants,

including the language for standard letters? Sample letters are
available from your HR Generalist.

Has an effective system been planned for filing and retrieving

application materials?

Where will committee members review the files? Will they need to
come to the search committee secretary or chair office? If so, is there
adequate space and privacy for the review? Will members be allowed
to take copies of the application materials for review elsewhere? If so,
has there been adequate precaution taken to ensure confidentiality and
security

of

the

materials?

Who

will

need

access

to

online

applications/resumes for classified and unclassified positions?

Has the committee established reasonable timelines for completing its

review?

Search committees who have questions about these, or other practical

considerations, can contact their HR Generalist and advice.

31

OBJECTIVES OF RECRUITMENT AND SELECTION

1. Hire the right person
2. Conduct a wide and extensive search of the potential positive
candidates
3. Recruit staff members who are compatible with the organizations
environment or culture

4. Hire individuals by using a model that focuses on learning and

education of the whole person
5. Place individuals in positions with responsibilities that will enhance
their personal development

32

RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a thorough position
analysis regardless of the level of the position or the extent of the search.
The diversity goals of the institution, division of affairs, and the unit will
be addressed in all recruitment and selection processes.
Units may use different processes for recruitment depending upon the
circumstances surrounding the need to fill the position, but must take
steps to ensure that the values of the profession are applied in all
procedures that are used. IT Recruitment and selection committee
members

should

be

properly

trained

to

assume

the

important

responsibilities of recruitment and selection.

Supervisors should adhere to any institution-wide recruitment and
selection programs. This cannot, however, substitute for an understanding
of procedures and processes from a student affairs perspective.
Recruitment

and

selection

should

be

planned,

implemented,

and

evaluated to ensure that each potential employee is provided equal

opportunities to compete for the position.

33

COMPANY PROFILE
Big Bazaar is not just another hypermarket. It caters to every need of a
family. Where Big Bazaar scores over other stores is its value for money
proposition for the Indian customers. At Big Bazaar, one can get the best
products at the best prices that is what they guarantee. With the ever
increasing array of private labels, it has opened the doors into the world
of fashion and general merchandise including home furnishings, utensils,
crockery, cutlery, sports goods and much more at prices that will surprise
you. And this is just the beginning. Big Bazaar plans to add much more to
complete the shopping experience. Food is the main shopped for category
in this store.

Parent Company:Pantaloon Retail (India) Limited, is Indias leading retailer that operates
multiple
Retail formats in both the value and lifestyle segment of the Indian
consumer market.

34

LINES OF BUSINESS OF THE ABOVE STORE: E-tailing

Food
Fashion
Home Solution
General Merchandise
Leisure and Entertainment
Wellness and Beauty
Books and Music
Big Bazaar, which has about 150 outlets across the country, is also
promoting small retailers by partly having the shop-in-shop concept. The
selected retailers put up their counters and sell through the outlet. The
small retailers also lower their prices as they gain through bulk sales.
Life at Big Bazaar is pretty self-sufficient. If you were trapped in there for
a week, you could live a good life. But to appreciate the nuances of home
economics, one should try comparing prices. The clothes especially
deserve an independent feature of their own.
The Big Bazaar is the discount store which offers a wide range of products
under one roof. The products include apparels and non-apparels such as
utensils, sports goods and footwear. The Food Bazaar provides a range of
food and grocery products ranging from fresh fruits and vegetables,
staples, FMCG products and ready-to-cook products. The Central offers a
chain of stores including books and music stores, global brands in fashion,
sports and lifestyle accessories, grocery store and restaurants.
Services :Particularly designed for the regular middle-class family that requires
clothing that lasts and doesn't burn holes into the pockets of existing
clothing, this store offers good bargains. What you won't get here is
35

designs your friends will drool over. Checks and stripes are like the farend of the creative exercise here, and the best bet for the fashion
conscious would be the plain colours on display.
Big bazaar
1. Variety: Big Bazaar offers a wide variety of products of different prices
and different qualities satisfying most of its customers.

2. Quality: Providing quality at low prices and having different types of

products for different income customers is another advantage.
3. Price: As noted the prices and offers in Big Bazaar have been one of
the main attractions and reasons for its popularity. The price ranges and
the products offered are very satisfying to the customers.
4. Location : The location of Big Bazaar has been mainly in the heart of
the city or in the out skirts giving a chance to both the City and the
people living outside the city to shop.
5. Advertisements : Big bazaar has endorsed very popular figure like M
S Dhoni and other famous personalities which has attracted a lot of
customers. This has resulted in increase of sale and the outdoor
advertising techniques have also helped Big Bazaar.
6. Middle class appeal : Considering the fact that there are a lot middle
class families in India, Big bazaar has had a huge impact on the middle
class section of India, the prices, quality and sales strategy has helped in
getting the middle income groups getting attracted towards Big Bazaar.
7. Attractive sales : Big bazaar has been known for its great sale and
great offers. Big bazaar has had long lines of people waiting to get into
the store for the sale. Therefore, the sales that Big Bazaar has had has
increased sales in a huge way due to the sales and offers, thus this has
been one of the main advantages of Big Bazaar.
Disadvantages:
36

1. Store layout: The store layout and the assortment of goods is not
the best at Big Bazaar, as the quantity of goods sold is more the
arrangement and assortment of goods in the store is the greatest.
Hence at times customers find it hard to find what they require, this
leads to dissatisfaction of customer.
2.

Lower quality of goods: As Big bazaar aims more toward the

middle income group, the quality of goods is not of the highest
quality, and this is sometimes a disadvantage as some would prefer
better quality to the price, making customers to search for different
places.

3.

Does not appeal to the elite: As mentioned above, the main

customers are middle income and a few high income groups, The
elite do not like to shop at Big Bazaar as the quality of goods is
lower and they would prefer a higher price and get better brand,
this decreases sales from the elite class.

4. Not acclaimed for very good service : Big Bazaar is not known
for high class service. The staff recruited is not very well trained
and the billing queues take a long time to move, this irritates
customers which makes them visit the store more seldom.
5. Lower quality of goods: As the sore is trying to concentrate on
the middle income group the type of products used is not of the
most superior quality and most of the times nor branded, this may
dissatisfy certain customers.
6. Consumer satisfaction: Long queues and lower quality leads to
dissatisfaction of customers. Due to factors mentioned above Big
Bazaar shoppers are not always satisfied, this is not a positive for
the store.

37

RECRUITMENT AND SELECTION GUIDELINES OF

BIG BAZAAR
These guidelines are also called BIG BAZAAR RECRUITMENT RULES.
OBJECTIVE
The main objective of detailing guidelines is that the right type of
personnels are recruited, who fulfills the requisite job specifications for
Recruitment

including

the

desirable

level

of

qualification,

skills/

experiences and competence which is essential for the sustained vitality

and growth of the organization
APPLICABLITY AND SCOPE
The guidelines shall apply to the Managerial/ Executive/ Supervisors
category of employees in the pay scale/level, as announced separately in
the classification of employees order. Detailed job specifications, required
to recruit the person at various Levels/ Grades.
RECRUITMENT
Recruitment shall be resorted for induction of talent from outside, when
suitable Candidates are not available from within the organization or upon
a specific demand of the post is such that it has to be filled up from the
open market.
SOURCES OF RECRUITMENT
From within organization through Transfers;

Through Employment Exchanges

Through Placement agencies/ Consultants

Through open Market Advertisements

From Engineering /Management / Educational Institutes.

Through E-mail sources viz Naukri.com etc.

38

Through Contractors /Suppliers etc.

Through referred cases, relatives / friends etc

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

39

applicable to other regular Executives/ Employees of the company of his

cadre
REQUISITION FOR RECRUITMENT OF PERSONNEL
All HODs / Sectional Heads shall raise a requisition in the prescribed
format, as per sanctioned manpower and duly approved by competent
authority.
STANDARD APPLICATION FORM
Candidates application screened / short listed are required to fill in the
prescribed application form in their own handwriting and submit the same
to HR Department along with a passport size photograph, photocopies of
certificate and testimonials etc, in support of their Age, Qualification,
Experience conduct etc
LETTER OF APPOINTMENT:
Every candidate selected and appointed in Executive Cadre shall be issued
a letter of appointment as per the Standard Format placed.
SERVICE AGREEMENT
Experienced personnel recruited in Executive cadre may be required to
execute a service agreement to serve the organization at least for a
period of two years, after joining the service of the company.

40

ANTECEDENT VERIFICATION
Each Candidate should state names along with contact address Telephone
number etc of at least 2 persons (not in relation), who can be referred by
the employer to verify candidate antecedents etc, in the application form
itself, out of which one should be preferably of immediate past employer.

SCRUITINY OF APPLIACTION
All application received from the candidates, shall initially be screened by
HR Department Recruitment section to ensure that candidate fulfills the
job specifications and there after send the screened applications to
respective HOD / Requisition authority for detailed screening and ensuring
that the candidate meet their requirement and return such screened
applications back to
H R Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

41

All applicants, who have been short listed for an appointment in the
Company, shall be required to complete an Application Blank for
Employment in his own handwriting.

42

RECRUITMENT AND SELECTION POLICIES FOR

EXECUTIVE AND MANAGEMENT TRAINEE
SCOPE & OBJECTIVES:
Keeping in the view the existing and expansion needs as well as to meet
the competition BIG BAZAAR needs well qualified, and talented personnel
in various discipline of Retail business Viz, Merchandizing, Sales, Supply
chain, Warehousing, HR and Finance & A/cs, General Management etc. In
view of that it has been considered desirable to induct fresh entrants as
ETs/ MTs so as to mould and develop them as per organization need and
to frame guidelines to Recruit, Select and provide effective Training to
new entrants, so as to ensure that each one of them shoulders
appropriate responsibility and produce desired results.
TITLE & APPLICABILITY
This scheme shall be called as ET/MT scheme which interlaid include CAs,
MBAs, ICWA, Engineers. IT Professionals and Commerce discipline
candidates and shall come into force, w.e. from 1 st April 2007. All such
Trainees recruited shall be placed in Executive Cadre (E- Cadre)
TRAINING AND STIPEND
Candidate recruited as Trainee shall undergo six month training. Their job
specifications and level shall be as stated here under:MANAGEMENT TRAINEE:
Minimum qualifications
MBAs from A &B class Management Institutes
IT Engineers
Fresh CAs
Training Duration

43

Total 6 months unless extended by another 3 months, in no case training

period shall exceed for 9 months
Training Schedule
First Fortnight- General Overview and theoretical training/visits etc
including organizational setup, orientation and exposures to organizational
Rules and Regulations
Next 2 months- On the job training in various Department on
rotational basis so as to know all the functions of the organization
Next 3 months- On the job/ under study /Training in the parent
Department where the Trainee has to be placed finally. To be trained in
detailed working and in depth studies & working of that department.
EXECUTIVE TRAINEE:
Training Period: 6 months extended by another 3 months not beyond
that
ICWAS/Bright Commerce Graduate with min 50% pass marks
MBAs from C class & below level Management Institutes.
Diploma Holder of minimum 1 year duration of respective vocation/
Profession after Graduation
Training Schedule
First Fortnight- General Overview and theoretical training/visits etc
including organizational setup, orientation and exposure to organizational
Rules and Regulations

Next 2 and months- On the job training in various Department on

rotational basis so as to know the all the functions of the organization
Next 3 months- On the job/ under study / Training in the parent
Department, to be trained in detailed working and in depth studies &
workin of that department, where he has to be placed initially.
44

Age:
The age limit of trainee shall not be above 25 years of age at the time of
selection. However, this can be relaxed by 3 years in the case of
CAs/ICWAs/Professional Trained personnel.
Review:
Progress of each trainee shall be reviewed by a committee consisting of
Guru/ Supervisor/HOD/Trainer and a HR representative every quarter.
Recruitment:
Recruitment of MT;s/ET/s shall be done on a continuous basis. However,
campus recruitment shall be encouraged for this level of personnel. To
impart effective training recruitment of MTs and ETs shall be done twice
a year, keeping into view the manpower requirement of the organization.
During recruitment specific emphasis shall be laid on the overall
personality, IQ, EQ and performance in the exam starting from Board
School Exams onward and his potential to meet organizational needs &
challenges and to fit in organizational culture.
Candidates to be recruited shall be evaluated through written Tests,
Group Discussions and Interviews by the expert committee, candidates
selected for recruitment shall be physically fit and mentally alert and each
trainee shall have to qualify in medical standards as laid down by the
company
Service Agreement
As company incurs a substantial costs on training the personnel, all
Trainees, shall have to execute a service agreement with the company for
a minimum period of two years after the completion of scheduled training
period.
Progress Report:
Each trainee shall submit a Monthly Report to Training Manager about his
Training work, difficulties and suggestions made. As stated in Para 4 and
45

in order to keep a watch on the progress of each trainee there shall be a

Quarterly Assessment by the concerned Guru/Supervisor and Training
officer about the learning and progress of the Trainee. Every quarter each
trainee shall undergo Performance Review so as to assess his learning and
get feedback about his adjustment in the organization and if needed
counseling session shall be held with the Trainee.
Each trainee shall undergo a written Test upon completion of Training and
only trainees who have got constantly a Good rating shall be withdrawn
from the training scheme and be placed in appropriate level/ Grade.
Training Module
Training modules for each trade shall be announced and circulated by the
Training department from time to time.
Implementation of Training Scheme
Training

scheme

shall be

coordinated by Training

Manager/

H R

Department, and shall be reviewed periodically on need based.

Placement of Trainees Upon withdrawal from Training

Each person upon successful completion of training shall be placed in the
companys Executive cadre and in regular pay scale as per the service
agreement / Company pay structure.
Service Conditions
All Trainees engaged in Executive Cadre shall be governed by the Service
Rules of the company and the terms and conditions laid down in their
letter of appointment and service agreement which they shall be required
to be executed at the time of joining the company.

46

FLOW CHART FOR

RECRUITMENT AND SELECTION IN BIG BAZAAR

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business

Head)

Selection Procedures (Initial interview by HR

Department/Finalization by Business
Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal

47

METHOD FOR A SUCESSFUL RECRUITMENT AND

SELECTION PROCESS

Develop a written job description, which clearly articulates the

essential elements of the job.

Establish valid, job-related criteria which are as objective and

measurable as possible.

Find qualified and diverse applicants by casting your recruitment net

far and wide.

Evaluate all applicants by the same criteria.

Never make prohibited pre-employment inquiries.

Safe questions are those which are clearly job-related.

Establish and retain documentation supporting all selection or rejection

decisions.
The process of recruitment and selection of staff occurs within a

student affairs culture shaped by many external and internal forces. Such
forces should be considered in every search process. Whereas many
external forces are common among institutions, internal forces that are
unique to the institution impact most campuses. These forces should be
considered in the recruitment and selection procedures.
Every administrator should consider applicable laws whenever conducting
search processes. However, the overriding institutional policies should be
considered in all circumstances. It is wise to consult with the campus
personnel office before undertaking any recruitment and selection
process. Once the campus personnel office has been consulted, the
recruitment and selection process may begin. Following are 12 steps that
every effective search process should include:

48

1. Assess the Need For and Establish the Purpose of the Position
The institution's goals and mission statement should be clearly defined
and understood prior to conducting a search for qualified individuals. It
should also emphasize the people oriented nature of the organization.
2. Perform a Position Analysis
Every student affairs division should identify the characteristics and
requirements of the vacant position and the personality traits that would
most benefit the individual who assumes the position. It is important to
create a profile that best fits the position in the context of the institution's
culture.
Whether the position is new or recently vacated, there must be a careful
determination of why the position is needed, precisely how it will assist
the division and the institution in achieving its goals and mission, how it
relates to other positions in the division, and what skills and other abilities
are necessary to carry out its responsibilities.
Finally, the position analysis should include a judgment as to whether
other positions in the division should be reconfigured in light of the
vacancy.
49

3. Prepare the Position Description

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

Position title

Credentials or position specifications

50

Administrative location of the position

Physical and working conditions

Goals for the position

Work activities

Procedures and conditions of employment

Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

The integrated staffing model suggests the use of a search committee to
recruit and select staff. Search committees are most frequently the
mechanism used to carry out recruitment and selection processes
Composition of committees varies depending on the functional area and
level of the position. Persons frequently included in search committees
were:

Student affairs staff outside the department with the vacancy

Staff from non-student affairs areas of the institution

Students

Faculty members

Professional staff in the area/department with vacancy

Support staff in the area/department with vacancy

According to Winston and Creamer (1997), as the level of responsibilities

of the vacant position increases, the search committee members should
be more widely representative of the entire campus and outside
community. Search committee membership may be comprised of many
different constituents. Care, however, should be exercised to keep the
committee small enough that it can communicate and function effectively.
Large committees have difficulty in just scheduling meetings, such less
providing

opportunities

for

everyone's
51

active

participation.

Large

committees may impede timely reviews of applications, which may result

in having highly qualified candidates withdraw because they have received
offers from competing institutions.
As search committees tend to be ad hoc committees, members may not
know precisely what is expected of them. The committee's duties and the
role of the hiring authority should be clearly stated in writing. Because
search committees are sometimes comprised of students and individuals
outside of the division and others who may not be familiar with the
credentials and experience required for professional work in the field of
student affairs, it is vital that all members of the committee are well
trained regarding the necessary qualifications. The members of the search
committee should be educated as to the general progression of a career in
student affairs and what level of responsibilities are required for
involvement at the particular level of employment where the vacancy
exists.
The empowering official shall clarify the following responsibilities with the
search committee members:

Select a search committee chairperson

Prepare the position description (this responsibility is sometimes

fulfilled prior to appointment of the search committee)

Determine the timeline of the search process

Prepare the position announcement

Advertise the position

Manage the overall search process

Determine the finalists

Make arrangements for interviews

Make or recommend the final decision

52

5. Prepare the Position Announcement

This crucial step informs all who are interested in the position precisely
what the search committee is looking for in clear and unambiguous
language. The announcement should include such information as:

Title

Location and demographics of the institution

Supervisor

Mission of institution and division

Contributions

expected

by

the

staff

member

toward

the

accomplishment of these missions

Goals and work requirements of the position

Minimum education

Experience and knowledge requirements

Conditions of employment

Date for beginning of review process

Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the

overall search process by encouraging self-elimination of candidates who
clearly do not fit the announced requirements.
6. Advertise the Position
The student affairs division should evaluate all possible avenues for
advertising a position vacancy. Limited budgets may determine the means
by which a position vacancy is advertised. Therefore, it is important to
consider carefully which advertising medium is most likely to target the
audience most important to reach. Possibilities to consider are

53

Campus resources such as publications, offices, employee referrals,

web-sites, or electronic bulletin boards

Local newspapers

Word-of-mouth

Employment agencies

Mass media advertising (radio, television, etc.)

Professional lists

Professional journals and web-sites.

Professional placement conferences and exchanges.

The Chronicle of Higher Education - The Chronicle of Higher Education

is generally thought to be the most helpful medium in higher education
though it may not be read at all institutions. The Chronicle is
distributed in both paper and electronic form.

Extra care should be taken to ensure that the announcement reaches

potential minority candidates.

54

7. Conduct the Search

The individual and office listed in the position announcement should
receive

all

applications

from

candidates.

Acknowledgment

of

the

application should be sent to both the applicant and the search

committee. All correspondence and activity should be recorded in a log to
ensure careful tracking of the candidates' materials and status.
Applicants that the division would normally judge unacceptable suddenly
seem desirable when the need to hire a body, "any body", becomes
severe. The division will face a natural temptation to short-circuit the
standard screening process and hire a replacement immediately.
One way to avoid such crisis hiring is to encourage qualified individuals to
submit employment applications even when the division has no current
job

openings.

The

applications

may

be

kept

on

file

for

future

consideration. Another way to maintain possible candidates on file is to

55

ask exemplary staff members to refer their friends who might be looking
for work, even offering the staff members rewards for referrals.
8. Screen the Applicants
Screening of applications should be conducted from the beginning of the
search process, and reviews should begin immediately following the
announcement. The division should test to ensure that each applicant fits
the profile and hire a person who fits the profile remembering that good
selection reduces turnover, training and recruitment costs, and thereby
produces stability, consistency, low operating costs and an ability to
increasingly reward desired behavior.
Selection

methods

that

focus

both

on

crucial

requirements

and

organizational culture include:

Interviews

Biographical data

Work samples

Self-assessment

Personality tests

Cognitive abilities

Physical abilities

Use of an assessment center

A thorough literature review concerning the screening of resumes.

A comprehensive employment application is the cornerstone of every

successful pre-employment screening program. It will identify many
undesirable applicants early in the selection process. The completion of an
application form is important for Equal Employment Opportunity reasons,
for record keeping, and for gathering information from which to make a
good employment decision.

56

Some institutions require that all applicants complete an employment

application. Taking a critical look at the institution's

employment

application, the recruitment staff may see ways in which it can be

improved. The one page, stationery-store variety is too brief if it fails to
elicit vital information that can be legally requested.
The nitty-gritty of the employment application is the work history section.
Recent jobs are the best predictors of future job performance and
permanency. An application should provide enough space to allow the
applicant to list every job he/she has held for at least five years. Their
personal saga of success or failure often is displayed clearly in their
unabridged employment record. Beginning and ending dates of each job,
month as well as year, are also necessary. Precise dates of employment
expose gaps between jobs.
Instructions should direct job seekers to list every job, including parttime, second jobs, and volunteer jobs. The search committee should
always carefully study each applicant's employment history.

9. Arrange the Candidate Interviews

Once the applicant pool has been screened and individuals to be
considered are identified, interviews should be arranged with those
candidates. Often, the size of the departmental recruitment budget will
determine both the type and the number of interviews that will be
conducted. Many times, institution with limited budgets will begin the
interview

process

by

conducting

telephone

interviews.

Telephone

interviews can be held with either an individual or a group of people as

the

interviewer.

If

group

of

people

interviews

the

candidate,

arrangements should be made to conduct a conference telephone call with

the candidate.
If an institution is fortunate to have a healthy recruitment budget, the
search committee may wish to invite one or more candidates to visit the
57

office and participate in the interview process in person. Or, an institution

might wish to conduct office interviews after conducting phone interviews
has narrowed the pool of candidates. Regardless of what method of
interviewing is used, certain arrangements are necessary prior to the
interview:

Arrange and confirm dates and times with candidate

Develop the interview schedule and confirm with all individuals who will
be involved in the interview process (provide a final copy of the
schedule to the candidate, the interviewers, and the search committee
members)

Arrange for escorts to and from all interviews

Arrange overnight accommodations if necessary

Arrange for transportation if necessary

Arrange for a campus host (and pick up from airport, train station, etc.
if necessary)

Arrange for any meals provided outside of the interview schedule if

necessary

Develop an evaluation tool for all interviewers to use upon completion

of the interview

The candidate should be reimbursed for all travel related expenses

incurred in order to attend the interview unless other arrangements
have been made.

10. Interview the Finalists

Interviewing an applicant from a resume can lead the search committee
to overvalue assets and never see liabilities. The purpose of the
applicant's resume is to highlight assets and hide shortcomings. Most
applicants do not overtly lie on their resumes; they just omit negative

58

information. Unsuccessful short-term jobs, reasons for leaving and dates

of employment are the items most frequently omitted from resumes.
As a result, interviews must be conducted from completed employment
applications. The search committee should never grant an interview to an
applicant who has not fully completed an application form. Interviews are
most effective when they include questions based on a careful analysis of
job functions. Interviews should be consistent from candidate to candidate
and should evaluate a candidate's interpersonal and communication skills.
Interviews should involve multiple interviewers. It is always instructive to
see how different interviewers give different points of view on the same
applicant, which leads to a better overall hiring choice. Additionally, it is
easy for search committee members to forget some of the material that
was covered in the interview. It is useful to document every interview
session and to have one interviewer from each interview team provide
brief notes regarding the gist of the interview.
11. Conduct Reference Checks
One of the most crucial but often neglected steps in the hiring process is
reference checking. Reference checking is often forfeited when a student
affairs division is pressured to hire in a hurry. Additionally, reference
checking can be a frustrating exercise that yields little useful information
about a candidate. Nevertheless, the desire to save time and avoid legal
ramifications should not prevent any recruitment staff from conducting
thorough reference checks on all prospective new hires.
Reference checks round out the profile of a job applicant by providing
third-party support for first impressions. Reference checks should be
made only for those candidates who have advanced to the finalist stage
and who are under serious consideration for the job.
When calling a reference, be friendly and courteous. Ask if it is a good
time to talk then put the person at ease by mentioning something or
someone you both have in common. After developing rapport, begin with
59

basic questions about the applicant. This will yield essential information
while breaking the ice. Ask for confirmation of employment dates, title,
job duties, salary and the name of the previous employer. Next, segue
into a brief description of the experience and skills you have been looking
for and ask the reference to comment on the applicant's ability to handle
some of the typical responsibilities
Some ways to improve reference checking are:

Inform the candidates that, if they advance as a finalist for the

position, the hiring supervisor will conduct a reference check. This
information should encourage candidates to be frank and honest in
their responses to questions.

To increase the chances of contacting candid references, ask each

applicant for at least five names, including immediate supervisors.
Additionally, request a fact about each contact, such as membership in
professional associations, which can be used as an icebreaker when
calling.

The position supervisor should call all references personally. That

person knows best which skills and personality traits will be optimal for
the position.

Ask open-ended questions in order to elicit broad information. Some

people may be fortunate and contact a reference that is willing to
frankly discuss the candidate's qualifications. But it is just as likely that
the reference will be reluctant and offer minimal information.

Avoid inquiring about the candidate's marital status, age, disabilities,

religion, ethnicity, gender, or other personal issues. Such information
may not be used in making a hiring decision. The committee may
submit one of the following types of recommendations, depending
upon the charge that was originally given to the search committee:

12. Make the Offer

60

After the search committee has completed all of the interviews and has
evaluated the candidacy of the finalists, the committee will submit a
recommendation to the hiring authority. The committee may submit one
of the following types of recommendations, depending upon the charge
that was originally given to the search committee:

The name of one candidate

The names of two or more candidates in order of hiring preference

The names of two or more candidates in no particular order

Once a qualified candidate or candidates has been recommended to the

hiring

supervisor,

the

supervisor

should

strongly

consider

the

recommendation that has been presented. The supervisor may accept a

hiring recommendation or charge the search committee to continue the
search.
Should a hiring recommendation be accepted, the supervisor should
contact the preferred candidate and make the job offer. Some important
issues that should be addressed in the job offer are:

Starting salary

Starting date

Length of contract

Employee benefits

Moving expenses (if applicable)

Living accommodations (if applicable)

Any other points of negotiation

The candidate should be given sufficient time to either accept or reject the
offer. However, the hiring authority should not compromise the availability
of other candidates if the candidate of choice declines the offer by
allowing too much time to pass between the offer and the decision.
61

If the candidate accepts the position, the offer and conditions of hiring
should be sent to the candidate in writing as soon as possible. If the
candidate declines the position, the hiring supervisor should make the
offer to the next candidate of choice or should reconvene the search
committee to make other arrangements.
Once an individual has been secured for the position, all other candidates
should be notified immediately. They should be informed of the closure to
the search and thanked for their interest in the position. It is proper
etiquette to notify those candidates who were interviewed, either by
telephone or in person, personally.
Finally, the search committee should be dissolved with acknowledgments
of their time and service. Appropriate announcements should be made
regarding the outcome of the search process.
Avoiding Ethical Breaches When Conducting a Candidate Search
It is important to act ethically at all times when conducting a candidate
job search, not only out of respect for each candidate, but also to protect
the integrity of the institution. It is not uncommon for hard feelings to
develop between candidate and institution as a result of thoughtless acts
or misbehavior on the part of those involved in the search process. It is
important for institutions to avoid any disrespect or malfeasance on the
part of the institution to help ensure success for current as well as future
candidate searches. Following are some behaviors that if adopted, will
help ensure a legitimate and respectable job search:

Train all search committee members to understand and recognize the

necessary credentials for the particular position.

Acknowledge receipt of all application materials.

Do not make offers that are not honest. For example, do not tell a
candidate the position will be offered to him or her unless it has been
agreed upon by the entire search committee and the hiring authority.

62

Never misrepresent the position in any way.

Maintain confidentiality throughout the entire job search.

Provide the candidate with professional materials representative of the

company.

Conduct open searches. If there is an internal candidate or candidates

for the position, announce this to all other candidates.

Never mislead a candidate as to his or her status in the search

process.

ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

Religion should not be a factor in advertising vacant positions in cases

of public universities. It is however permissible in private institutions.
In this case, state this explicitly in the advertisement especially if it is a
factor in selection.

Search committee members should be trained on the protocol and

legal situations.

Search committee members should not make attempts to deduce

religious denomination based on affiliations or organizations listed on
the resume.

Be forthright with all institution policies related to religion.

63

In position advertisements attempt to list as much descriptive

information on the local community as possible.

State all terms of employment in hiring offer.

List all institutional policies related to dress and appropriate attire.

This is important for employees who may want wear traditional or
native attire to work.

Be sure that hiring practices are consistent across the board.

There

have been court cases where employees may not have been hired
because of their religious denomination.

ISSUES OF GENDER IN RECRUITMENT AND SELECTION

Do not discard applicants who stopped out to provide care for a child,
or for maternity leave.

Consider the dynamics of the interview is the candidate being

interviewed in an environment that is representative of the office
environment.

Understand questions that cannot be asked regarding family, children,

pregnancy, etc.

Provide medical insurance that covers the full range of medical needs
of women employees, including reproductive health care.

64

Provide paid sick-leave policies for employees illness and illness of

spouses, lifetime partners, dependent children, and elderly parents.

Provide life insurance, disability and pension programs that are

nondiscriminatory on the basis of gender.

Have clear and vigorously enforced sex, race and sexual orientation
discrimination and sexual harassment policies and include a statement
about these policies in the advertisement of the position.

Before attempting to diversify a staff and make it more gender

equitable, one must tackle issues such as, gender stereotyping;
discrimination in hiring, pay, and promotions; family issues; and sexual
orientation discrimination. There are five areas critical to this process:
1. Open communication
2. A commitment to creating an inclusive environment
3. Clear preconceived expectations based on gender

4. A neutral supervisor who can observe different styles and facilities

communication when a conflict arises.
5. Training sexual harassment as well as gender issues training (It is
thought that 75-80% of sexual harassment complaints could be
prevented by understanding gender differences

CERTAIN DOS AND DONT IN RECRUITMENT AND SELECTION

DOS:
Be fair at the time of decision making for the final selections as well as
salary.
Always cross check the references and the information provided by the
candidate
Place a person according to his qualification and experience

65

Lessen the grievance of each employee and take decision according to

natural law of justice.
DONT:
Dont get influence by outsiders at the time of outsiders at the time of
requirement
Dont be judgmental on personal basis
Dont promise anything which will go against the ethos of the organization

66

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE:
A Study on Recruitment process at Big Bazaar.
SECONDARY OBJECTIVE:
To know the prospect or recruitment and selection procedure.
To critically analyze the functioning of recruitment and
selection procedures.
To identify the probable area of improvement to make
recruitment and selection procedure and more effective.
To know the various source and method of recruitment at Big
Bazaar.
To define selection and explain the selection process at the
Big Bazaar.
Explain the value of different type of employment test and

67

RESEARCH METHODOLOGY

This section

includes the research methods, their rationale, validity,

reliability, sample size, alternatives and limitations faced during primary

research.

To know about the various needs of staff and what they want from
their job.

To discuss what steps do managers to take the motivate their staff

and fulfill their needs.

To gauge the impact of staff motivation on employee productivity.

Primary Research
I

have

chosen

different

tools

to

collect

primary

data

including

questionnaire, interviews etc.

Data Collection Techniques:

This project consists of two parts.

The first part is a study of the banking industry, ICICI Bank using
secondary data sources. This secondary information has been sourced
from the internet and from business related magazines and newspapers.
The second part of the study has been done using an exploratory research
process and a structured questionnaire was developed for this purpose.
For the collection of primary data this was the only method used. The
reason I used this method is because a need was felt for the free influx of
information about the products. Also this method allowed the use of skills
gained in class.
68

Sample Design:
The population considered for the purpose of the survey was employees
of Bigbazaar.
Sampling Technique Used:
Since the information required was not of a very technical nature and also
looking at the scope of the project and the extent of the target segment,
the

sampling

technique

employed

was

Convenience

Sampling.

administered the questionnaires.

Sample Size:
I have restricted the sample size to 50 respondents. This was done
keeping in mind the time constraints and the fact that I felt that this
number would be enough to serve the information needs required to show
the trends.

69

ANALYSIS AND INTERPRETATION

1.

Does your company follow formal recruitment

process?

From the above diagram it is quite clear that employees of Big Bazaar
(88%) are satisfied by the recruitment and selection procedure followed
by the company. However there can be some changes introduced in the
procedure which are suggested by the employees to improve the
recruitment and selection policy of the company.

70

2.

When does your company hires new employees?

From the above diagram we can see that there were mix responses from
the employees regarding the above mentioned question. 74% said that
company is hiring employees annually as well as according to the
company needs but 22% of my sample size believes company hires
according to the need of the organization and 4% says that Big Bazaar
employs on yearly basis.

71

3.

Which sources of recruitment your company should

follow?

There are various ways of recruiting candidates in the Big Bazaar.

Some of the sources used by them are promotion, internal referrals and
consultancy firms.
From the chart it is clear that employees of Big Bazaar are in favour of
Campus placements and promotion and transfers.
20% of employees are in favour of internal references and 15% have
suggested using consultancy services.
Some have suggested advertising the vacancy in newspapers also.

72

4.

What criteria do you think should be used for

selection process?

Big Bazaar practices panel interview for selecting a candidate but from the
chart it is clear that 60% of employees want written test along with the
interview to select a candidate.
No employee is in favour of written test only and some have suggested
that even physical examination should be included while selecting the
candidates along with written test and interview.

73

5. According to you, 3 rounds of interview in Big Bazzar

are essential for an effective recruitment process.

Interpretation:
62% (10 in number) of the departments disagree with the statement that
3 rounds are essential. It depends upon the position for which the
interview is being conducted.

74

6.

Were you given same job description as discussed in

the Interview?

Almost all the employees got the specified jobs offered to them. This
implies that the Big Bazaar have the organized manpower planning and
well organized recruitment policy.
From the chart it is crystal clear that the candidates get exactly the same
job as described. So from Big Bazaar perspective it is a good sign for the
overall growth and development. There were some employees around 2%
of my sample study who were against the above mentioned point.

75

7. According to you on what basis candidates should be

evaluated for selection?

The above diagram clearly depicts that the employees prefer Experience
as a criteria to select the candidate. Next they consider academic
qualification should be given importance while selecting a candidate. Only
10% are in favor of family background to be used as a selection criteria
by the company.
22% of sample size is in favour of all the three factors that are
experience, academic qualification and family background.

76

8.

Do

you

think

physical

examination

should

be

included in selection process?

The physical examination discloses the physical characteristics of the

individual that are significant from the standpoint of his efficient
performance of the job that he may be assigned.
Accordingly 70% of employees are in favor of physical examination to be
included in the selection procedure because they believe it will ensure
higher standard of health and physical fitness of the employees and will
reduce the rates of accident, labour turnover and absenteeism.
24% are not in favour of physical examination as they think it is a
wasteful expenditure of the company.

77

9.

Are you satisfied with the overall recruitment &

selection process of your company?

From the above figure, it is quite clear that out of my sample size , 50%
are those who are not satisfied with the recruitment and selection policy
followed by Big Bazaar and have suggested some measures to improve
them. 40% were those who were satisfied by the policy and 10% were
those who were not able to comment on it.

78

10. Which of the following factors mentioned below you

think have a beneficial effect upon the ability of Big
Bazzar to attract and retain good employees?

From the above chart it can be understood that most of the employees
are inspired by the career growth and salary package of the Big Bazaar.
Its clear from the chart that Brand name is also important factor which is
a motivating force for the employees of Big Bazaar. Only 15% of the
employees consider working environment in Big Bazaar to be a motivating
factor.

79

11. According to you, the recruitment department in

your organization is efficient enough.

Interpretation:
Half of the departments agree that the recruitment department is efficient
enough in hiring the best talent from the pool of large people. It means
they are satisfied from the persons recruited in the organization.

80

12. The salary offered at the time of interview to the

candidates is at par with the market rate.

Interpretation:
The above graph tells us that around half of the departments are unaware
of the salary being offered to the people at the time of joining.

81

13. You are satisfied with the recruitment process in

your organization.

Interpretation:
There is a mixed reaction of this question. Around half of the departments
dont know anything in this regard. So, no clear picture can be drawn on
the basis of this answer.

82

CONCLUSION

According to my analysis Pantaloon Retail should use Campus

placements as a source of recruitment.
Company mainly focuses on internal sources which has its own
limitations. By focusing on Campus Placements Company can attract
qualified personnel for vacant jobs in the organization. It can facilitate
the infusion of fresh blood with new ideas in to the enterprise. This will
improve the overall working of the enterprise.

For the selection of the candidate for a vacancy company should first
conduct written test and on the basis of the result of the test score
interview should be scheduled for the selected candidate.

According to the analysis company should evaluate the candidates on

all the factors (experience, qualification and family background)
however greater importance should be given to the experience and
then qualification should be considered.

Company should include physical examination in the selection process.

After the result of this question THE COMPANY HAS DECIDED TO
INCLUDE PHYSICAL examination in the selection process and are now
getting in touch with various hospitals to enter into a contract with
them.

Certain changes should be made in Recruitment and Selection process

of Big Bazaar such as new sources of recruitment should be
entertained, written examinations should be included in selection
process and physical examination should be considered as a part of
Selection Process.

83

RECOMMENDATIONS
My study of the recruitment and selection processes at Big Bazaar generated
the following findings:

The recruitment process at Big Bazaar is in line with the recruitment

policy of the company. The entire process works exactly as it should
according to the policy.

The recruitment process i.e. the activity of generating the pool of

perspective employees, is similar for all entry level positions.
However the selection process is unique for every position. The
recruitment process at Big Bazaar is shown in above flowchart.

The human resources department maintains the blanket count of

personal in each department and is responsible for filling up vacant
positions in all departments throughout the organization.

The recruitment and selection activity is centralized and is conducted

by the human resources department at Big Bazaar head office.

Different sources of recruitment for every position has been tried and
tested over the years at Big Bazaar and at present every position has
one unique source of recruitment, which is always resorted to.

Walk-ins are always used as a source of recruitment for junior level.

Big Bazaar has earned a good name for itself in the entire country and
hence huge pool of candidates is created through this source. However
the hiring/applicants ratio is very low. This is because a lot of

84

unsuitable candidates also show up for interview. This leads to wastage

of time and effort.

Big Bazaar can improve its recruitment and selection process with the
advices mention below and can increase the sources of recruitment for
selecting the right pool of candidates.

85

Employment Cycle

Possible vacancy identified

Analysis carried out to see if the job has changed or it still needed

Recruitment
Phase

Job description drawn up

Person specification drawn up
Advertisement designed and issued
_________________________________________________________
Short listing

Selection
Phase

Interviews

Appointment offered
Induction

Employment
Phase

Training, development & appraisal

______________________________________________________________

Exit
Phase

Resignation or retirement

86

Not only recruitment and selection phase but also other phases (employment
phase and exit phase) of employment cycle can be improved if all phases are
properly interlinked with each other, as shown in above figure.
At the time of recruitment, when a possible vacancy occurs, it is a
good idea to look at the post that is being vacated to see:

Are the functions that were being carried out still going to be needed?

Is the position changing such that new skills will be needed in the near
future?

Can the job be combined with another job that may also be undergoing a
change?
Only after checking all these points, go ahead with other parts of
recruitment phase.
In case of job description, check the following points:

Formal job description

Does it fit the pattern?

In case of advertisement designed and issued:

Where would you advertise your job in order to attract suitable

candidates?

How would you word the advertisement?

At the time of selection, first comes short listing and after this interview.
In case of interview, check the following points:

Structure of interview (one-to-one interview, two-to-one interview, panel

interview)

Feasibility of interview pattern

And after this, last part of selection phase that is appointment offered
comes.

87

BIBLIOGRAPHY
BOOKS:
Understanding and managing people (BEACON BOOKS)
Human Resource Management (Galgotia Publishing Company)
Personnel/Human Resource Management (MSM Textbook)
Organization Effectiveness and Change (MSM Textbook)
Organizational Behavior (MSM Textbook)
INTERNET SOURCES:
wikipedia.com
kumc.edu.com
hr.uchicago.com
vishalmegamart.net.com

88

APPENDIX
Dear Sir/Madam,
I am a student of BBD NIIT Institute Of Management Lucknow
and presently doing my project on To analyse the recruitment and
selection procedure of the employees at BIGBAZAAR. I request you to
kindly spare some time to fill up the questionnaire below and I assure you
that the data generated shall be kept confidential.

89

QUESTIONNAIRE
DEPARTMENT
DESIGNATION
1. Does your company follow formal recruitment process ?
a) Yes

b) No

c) cant say
c) Can't say

2. When does your company hires new employees ?

a) Immediate need
b) Yearly basis
basis
c) Both

b) Yearly

3. Which sources of recruitment your company should follow?

a) Promotion / Transfer
b) consultancy
b) Consultancy
c) Campus Placements

d) Reference

d) References

e) Any Other..
4. What criteria do you think should be used for selection process?
a) Written test
b) personal Interview
Personal Interview
c) Written test and Interview
d) any other
d) Any
Other..

b)

5. According to you, 3 rounds of interview in Big Bazaar are essential for

an effective recruitment process.
a) Strongly agree
b) Agree
c) Cant say
d) Disagree
e) strongly disagree

6. Were you given same job description as discussed in the Interview?

a) Yes
b) No
7. According to you on what basis candidates should be evaluated for
selection?
a) Academic Qualification
b) Family background
b)
Experience
90

c) Family Background
the above

d) All of the above

d) All of

8. Do you think physical examination should be included in selection

process?
a) Yes
b) No
c) Can't say
9. Are you satisfied with the overall recruitment & selection process of
your company?
a) Satisfied
c) Dissatisfied

b) Neutral

10. Which of the following factors mentioned below you think have
beneficial effect upon the ability of Big Bazzar to attract & retain good
employees?
a) Salary Package
b) Brand Name
b) Brand
Name
c) Career Growth
d) Good Working environment
Good working environment
e) Any Other..

e)

11. According to you, the recruitment department in your organization is

efficient enough.
a) Strongly agree
d) Disagree

b) Agree
e) strongly disagree

c) Cant say

12. The salary offered at the time of interview to the candidates is at par
with the market rate.
a) Strongly agree
d) Disagree

b) Agree
e) strongly disagree

c) Cant say

13. You are satisfied with the recruitment process in your organization.
a) Strongly agree
d) Disagree

b) Agree
e) strongly disagree

c) Cant say

14. Suggestions (if any, to improve the Recruitment Process)

______________________________________________________
___________
______________________________________________________
91

______________________________________________________
______________________________________________________

92