Table of Contents

Research
Extract......................................................................................09
Retailing In
India.....................................................................................10
Introduction ..................................................................................
……..11
The Retail
Industry...................................................................................12
Some Key
Players....................................................................................17
An insight into human resources with respect to recruitment and
selection....................................................................................................
22
Recruitment and Selection Procedure........................................ 27
Designing The Selection Process...............................................29
Selection ....................................................................................
31
Problem
Statement.....................................................................32
Review of
Literature.......................................................................34
Purpose of the review ................................................................ 35
Research Design ...........................................................................
38 Research Methodology.............................................................. 39

Hypothesis ..............................................................................
39
Type of Research....................................................................
39
Research Method....................................................................
39
Types of Data..........................................................................
40
Data Gathering Procedure....................................................... 40
Research Techniques .............................................................. 40
Sampling Details..........................................................................
41 Population for the Study ......................................................... 41

Sample
size...............................................................................41
Sample description..................................................................
41
Sampling techniques............................................................... 41
Plan Of Analysis.....................................................................
41
Limitations Of The Study .......................................................42
Data analysis and interpretation.................................................... ..43
Findings and Suggestions ............................................................. ..78

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 Recommendations......................................................................
79
Conclusion....................................................................................
81
Closing
Thought ........................................................................82
Annexure ......................................................................................
83 Questionnaire.............................................................................
84
Bibliography..............................................................................
87
List of Tables

Table 1: Gender ratio in Retail Industry ........................................................................... 44

Table 2: Qualification of Frontline Sales Personnel ....................................................... 46
Table 3: Sources of Recruitment.......................................................................................
Table 4: Service period with the current employer........................................................... 50
48
Table 5: Employees with prior work experience .............................................................. 52
Table 6: Experience with interviews................................................................................. 54
Table 7: Steps in selection process in the current company ............................................. 56
Table 8: Respondents’ perception on the difficulty level of the aptitude test .................. 58
Table 9: Significance of aptitude test in the selection procedure ..................................... 60
Table 10: Time taken to inform about the final selection................................................ 62
Table 11: Time lapse between offer and joining .............................................................. 64
Table 12: Anxiety faced by the employees before joining ............................................... 66
Table 13: Training session after joining the company...................................................... 68
Table 14: Knowledge of multiple languages ................................................................... 70
Table 15 : Benefit of knowing multiple languages ........................................................... 72
Table 16: Benefit of English language.............................................................................. 74
Table 17: Preference to local people in employment........................................................ 76

List of Graphs

Graph 1: Gender ratio in Retail Industry .......................................................................... 45

Graph 2: Qualification of Frontline Sales Personnel ...................................................... 47
Graph 3: Sources of Recruitment...................................................................................... 49
Graph 4: Service period with the current employer .......................................................... 51
Graph 5: Employees with prior work experience ............................................................. 53
Graph 6: Experience with interviews................................................................................ 55
Graph 7: Steps in selection process in the current company ............................................ 57
Graph 8: Respondents’ perception on the difficulty level of the aptitude test.................. 59
Graph 9: Significance of aptitude test in the selection procedure .................................... 61
Graph 10: Time taken to inform about the final selection............................................... 63
Graph 11: Time lapse between offer and joining.............................................................. 65
Graph 12: Anxiety faced by the employees before joining .............................................. 67

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Graph 13: Training session after joining the company.....................................................
69
Graph 14: Knowledge of multiple languages ..................................................................
71
Graph 15: Benefit of knowing multiple languages ...........................................................
Graph 16: Benefit of English language.............................................................................
73
75
Graph 17: Preference to local people in employment.......................................................
77

Page 8 of 87
Research Extract

Page 9 of 87
 Retailing In India

Retailing in India is gradually inching its way toward becoming the next boom industry.
The whole concept of shopping has altered in terms of format and consumer buying
behavior, ushering in a revolution in shopping in India. Modern retail has entered India as
seen in sprawling shopping centres, multi-storied malls and huge complexes offer
shopping, entertainment and food all under one roof. The Indian retailing sector is at an
inflexion point where the growth of organized retailing and growth in the consumption by
the Indian population is going to take a higher growth trajectory. The Indian population is
witnessing a significant change in its demographics. A large young working population
with median age of 24 years, nuclear families in urban areas, along with increasing
working-women population and emerging opportunities in the services sector are going
to be the key growth drivers of the organized retail sector in India.
People are the most important asset of any organization and the success of that
organization depends on having people with the right skills and abilities. To make sure
that the right people are recruited in the first place, a fair, structured and professional
selection process must be used. Poor selection decisions can result in increased staff
turnover, increased costs for the organization, the lowering of morale amongst the
existing staff and legal claims against the organization.
This study is an attempt to evaluate the effectiveness of current recruitment and selection
practices in the Indian Retail Industry. Its aim is to identify the best practices and
implement the same. The primary data has been collated using a questionnaire, which
brought to notice the general practices across the industry. In the end suggestions and
recommendations have bee provided so as to establish a recruitment and selection process
that will attract the best talent.
The research undertaken was an enlightening process.

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Introductio
n

Page 11 of 87
 The Retail Industry

India's vast middle class and its almost untapped retail industry are key attractions for
global retail giants wanting to enter newer markets. Driven by changing lifestyles, strong
income growth and favorable demographic patterns, Indian retail is expected to grow 25
per cent annually.

Modern retail in India could be worth US$ 175-200 billion by 2016. With the economy
booming, competition in the marketplace is fierce. According to 'Retail in India Getting
Organized to Drive Growth', a report by AT Kearney and the Confederation of Indian
Industry, retail is one of India's fastest growing industries with a 5 per cent compounded
annual growth rate and expected revenues of US$ 320 billion in 2007. Rising incomes,
increasing consumerism in urban areas and an upswing in rural consumption will fuel this
growth to around 7-8 per cent.

KSA-Technopak, a retail consulting and research agency, predicts that by 2010,

organized retailing in India will cross the US$ 21.5-billion mark from the current size of
US$ 7.5 billion.

Retail space

Retailers in India are the most aggressive in Asia in expanding their businesses, thus
creating a huge demand for real estate. Their preferred means of expansion is to increase
the number of their outlets in a city, and also expand to other regions, revealed the Jones
Lang LaSalle third annual Retailer Sentiment Survey-Asia.

Deutsche Bank's research report on 'Building up India' says India's burgeoning middle
class will drive up nominal retail sales through 2010 by 10 per cent per annum. The
country may have 600 new shopping centres by 2010.

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Food retail

Food dominates the shopping basket in India. The US$ 6.1 billion Indian foods industry,
which forms 44 per cent of the entire FMCG sales, is growing at 9 per cent and has set
the growth agenda for modern trade formats. Since nearly 60 per cent of the average
Indian grocery basket comprises non-branded items, the branded food industry is homing
in on converting Indian consumers to branded food.

The mobile revolution

The retail market for mobile phones -- handset, airtime and accessories -- is already a
US$ 16.7 billion business, growing at over 20 per cent per year. In comparison, the
consumer electronics and appliance market is worth US$ 5.6 billion, with a growth rate
that is half of the mobile market.

Kids retail

When it comes to Indian children, retailers are busy bonding--and branding:

• Monalisa, the Versace of kids is coming to India.

• Global lifestyle brand Nautica is bringing Nautica Kids.
• International brand Zapp tied up with Raymond to foray into kids' apparel.
• Disney launched exclusive chains which stock character-based stationery.
• Pantaloon's joint venture with Gini & Jony will set up a retail chain to market
kids' apparel.
• Swiss kidswear brand Milou is collaborating with Tirupur-based Sreeja Hosieries.
• Turner International India Pvt Ltd. will launch Cartoon Network Townsville and
Planet POGO--two theme parks designed around its channels--in the National
Capital Region.
• Sahara One Television has also signed a Memorandum of Understanding to
source content from Spacetoon Media Group, Middle East's largest kids'
entertainment brand for animation and live action content.

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Leading the kids' retail revolution is the apparel business, which accounts for almost 80
per cent of the revenue, with kids' clothing in India following international fashion trends.
According to research firm KSA Technopak, the branded segment comprises US$ 701.7
million of the total kids' apparel market-size of over US$ 3 billion.

Industry experts say kids' retailing will touch annual growth of 30-35 per cent. Toys,
stationary, sportswear, outerwear, tailored clothing, eyewear, watches, fragrance,
footwear, theme parks, TV channels.The segment is growing rapidly at 10 per cent per
annum. Margins are in the range of 20-25 per cent (for dealers and distributors), while
companies enjoy an average gross margin of about 10 per cent.

Agricultural retail

Agriculture across India is heralding the country's second Green Revolution. 14 states,
including Maharashtra, Punjab, Andhra Pradesh and Rajasthan amended the Agricultural
Produce Marketing Committee (APMC) act this year, along the lines of the Model
APMC Act, '02, which allows farmers to sell their produce directly to buyers offering
them the best price. Agricultural sectors such as horticulture, floriculture, development of
seeds, animal husbandry, pisciculture, aqua culture, cultivation of vegetables, mushroom
under cultivated conditions and services related to agro and allied sectors are open to 100
per cent FDI through the automatic route.

• For its e-Choupal scheme, ITC built internet kiosks in rural villages so farmers
can access latest information on weather, current market prices, foods-in-demand,
etc.
• With a US$ 5.6 billion, multi-year investment in agriculture and retail, Reliance
Retail will establish links with farms on several thousand acres in Punjab, West
Bengal and Maharashtra.
• FieldFresh, planning to become India's first large-scale exporter of produce, will
annually pay farmers over US$ 30,000 to lease land for vegetables, to hire tractors
and to pay their workers.

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 • Besides a five-year program with the Punjab government to provide several
hundred farmers with four million sweet-orange trees for its Tropicana juices by
2008, PepsiCo, with agriculture exports worth US$ 40 million also introduced
farmers to high-yielding basmati rice, mangoes, potatoes, chilies, peanuts, and
barley for its Frito-Lay snacks.
• Export potential and a rapidly growing domestic demand for reliable produce
from new supermarket chains is driving change. With 77 per cent of India's
population relying on agriculture for a living, improved efficiency and new
markets can benefit a large number of people.

International retailers

• The Australian government's National Food Industry Strategy and Austrade

initiated a test marketing food retail in India wherein 12 major Australian food
producers have tied up with India-based distributor AB Mauri to sell their
products directly at retail outlets.
• The largest-ever 150-member British business delegation in India committed
investments in the areas of food processing, agri retail and manufacturing. It is
also likely to press for the liberalisation of sectors like financial & legal services
and retail.
• US-based home delivery and logistics company, Specialised Transportation Inc,
will enter the Indian market through a strategic alliance with Patel Retail, a
subsidiary of Patel Integrated Logistics.
• Among other big international players, Wal-Mart has announced its plans for
India in partnership with Bharti, Tesco is sure to try again, and Carrefour too
might finally find the right partner.

Retail reform

The Government regulations allow 100 per cent FDI in cash and carry through automatic
route and 51 per cent in single brand. Besides, the franchise route is available for big

Page 15 of 87
operators. Now, the Government also proposes further liberalisation in the retail sector
allowing 51 per cent FDI in consumer electronics and sports goods.

The retail road ahead

The Indian retail market is estimated at US$ 350 billion. But organised retail is estimated
at only US$ 8 billion. However, the opportunity is huge--by 2010, organised retail is
expected to grow to US$ 22 billion. With the growth of organised retailing estimated at
40 per cent (CAGR) over the next few years, Indian retailing is clearly at a tipping point.
India is currently the ninth largest retail market in the world. And it is names of small
towns like Dehradun, Vijayawada, Lucknow and Nasik that will power India up the
rankings soon.

Page 16 of 87
 Some Key Players

Reliance Retail
The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest
private sector enterprise, with businesses in the energy and materials value chain. Group's
annual revenues are in excess of USD 22 billion. The flagship company, Reliance
Industries Limited, is a Fortune Global 500 company and is the largest private sector
company in India.

Backward vertical integration has been the cornerstone of the evolution and growth of
Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of
backward vertical integration - in polyester, fibre intermediates, plastics, petrochemicals,
petroleum refining and oil and gas exploration and production - to be fully integrated
along the materials and energy value chain.

The Group's activities span exploration and production of oil and gas, petroleum refining
and marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals),
textiles and retail.

Reliance enjoys global leadership in its businesses, being the largest polyester yarn and
fibre producer in the world and among the top five to ten producers in the world in major
petrochemical products.

The Group exports products in excess of USD 11 billion to more than 100 countries in
the world. There are more than 25,000 employees on the rolls of Group Companies.
Major Group Companies are Reliance Industries Limited (including main subsidiaries
Reliance Petroleum Limited and Reliance Retail Limited), Indian Petrochemicals
Corporation Limited and Reliance Industrial Infrastructure Limited.

Reliance Retail, the 100% subsidiary of Reliance Industries, has unveiled Reliance Fresh,
the first of its multi-format retail foray involving an investment of Rs 25,000 crore.

Page 17 of 87
Reliance Fresh is the company’s brand for neighbourhood fresh-food outlets. It also sells
kitchen equipment and other edibles.

Besides, it has planned hypermarkets, supermarkets, discount stores, department stores,

convenience stores and specialty stores, to be unveiled shortly.

These stores, ranging from 2,000 to 5,000 sq feet, provide customers with a variety of
fresh fruits, vegetables, staple foods and other products in a world-class ambience.

The strategy is to open one Reliance Fresh store in a radius of three to four km to serve
1,000-2,000 families. This means about 30-40 stores in the major metros. Reliance Fresh
is selling vegetables and fruits sourced from farmers through the company’s agri hubs.

Shoppers’
Stop
The foundation of Shoppers' Stop was laid on October 27, 1991 by the K. Raheja Corp.
group of companies. Being amongst India's biggest hospitality and real estate players, the
Group crossed yet another milestone with its lifestyle venture - Shoppers' Stop.

From its inception, Shoppers' Stop has progressed from being a single brand shop to
becoming a Fashion & Lifestyle store for the family. Today, Shoppers' Stop is a
household name, known for its superior quality products, services and above all, for
providing a complete shopping experience.

With an immense amount of expertise and credibility, Shoppers’ Stop has become the
highest benchmark for the Indian retail industry. In fact, the company’s continuing
expansion plans aim to help Shoppers’ Stop meet the challenges of the retail industry in
an even better manner than it does today.

The company has a vision to become a global retailer in India and maintain its No. 1
position in the Indian market in the Department Store category.

Page 18 of 87
Shoppers' Stop in the only retailer from India to become a member of the prestigious
Intercontinental Group of Departmental stores (IGDS). The IGDS consists of 30
experienced retailers from all over the world, which include established stores like
Selfridges (England), Karstadt (Germany), Shanghai No.1 (China) , Manor (Switzerland),
to name a few.

Pantaloons

Pantaloon Retail (India) Limited, is India's leading retail company with presence across
multiple lines of businesses. The company owns and manages multiple retail formats that
cater to a wide cross-section of the Indian society and is able to capture almost the entire
consumption basket of the Indian consumer. Headquartered in Mumbai, the company
operates through 5 million square feet of retail space, has over 331 stores across 40 cities
in India and employs over 17,000 people. The company registered a turnover of Rs 2,019
crore for FY 2005-06.

Pantaloon Retail forayed into modern retail in 1997 with the launching of fashion retail
chain, Pantaloons in Kolkata. In 2001, it launched Big Bazaar, a hypermarket chain that
combines the look and feel of Indian bazaars, with aspects of modern retail, like choice,
convenience and hygiene. This was followed by Food Bazaar, food and grocery chain
and launch of Central, a first of its kind seamless mall located in the heart of major Indian
cities. Some of its other formats include, Collection i (home improvement products),
E-Zone (consumer electronics), Depot (books, music, gifts and stationary), aLL (fashion
apparel for plus-size individuals), Shoe Factory (footwear) and Blue Sky (fashion
accessories). It has recently launched its etailing venture, futurebazaar.com.

The group's subsidiary companies include, Home Solutions Retail India Ltd, Pantaloon
Industries Ltd, Galaxy Entertainment and Indus League Clothing. The group also has
joint venture companies with a number of partners including French retailer Etam group,
Lee Cooper, Manipal Healthcare, Talwalkar's, Gini & Jony and Liberty Shoes. Planet

Page 19 of 87
Retail, a group company owns the franchisee of international brands like Marks &
Spencer, Debenhams, Next and Guess in India.

Pantaloon Retail is the flagship enterprise of the Future Group, which is positioned to
cater to the entire Indian consumption space. The Future Group operates through six
verticals: Future Retail (encompassing all retail businesses), Future Capital (financial
products and services), Future Brands (management of all brands owned or managed by
group companies), Future Space (management of retail real estate), Future Logistics
(management of supply chain and distribution) and Future Media (development and
management of retail media

Future Group's vision is to, "Deliver Everything, Everywhere, Everytime to Every Indian
Consumer in the most profitable manner." One of the core values at Future Group is,
'Indianess' and its corporate credo is - Rewrite rules, Retain values.

Café Coffee Day

Café Coffee Day is a division of India's largest coffee conglomerate, Amalgamated Bean
Coffee Trading Company Ltd. (ABCTCL), popularly known as Coffee Day, a Rs. 300
crore ISO 9002 certified company. Coffee Day sources coffee from 5000 acres of coffee
estates, the 2nd largest in Asia, that is owned by a sister concern and from 11,000 small
growers. It is one of India’s leading coffee exporters with clients across USA, Europe &
Japan.

With its roots in the golden soil of Chickmaglur, the home of some of the best Indian
Coffees and with the vision of a true entrepreneur nurturing it, Coffee Day has its
business spanning the entire value chain of coffee consumption in India. Its different
divisions include: Coffee Day Fresh n Ground (which owns 354 Coffee bean and powder
retail outlets), Coffee Day Xpress (which owns 341 Coffee Day Kiosk), Coffee Day Take
away (which owns 7000 Vending Machines), Coffee Day Exports and Coffee Day
Perfect (FMCG Packaged Coffee) division.

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Café Coffee Day (CCD) pioneered the café concept in India in 1996 by opening its first
café at Brigade Road in Bangalore. Till about the late 1990’s coffee drinking in India was
restricted to the intellectual, the South Indian traditionalist and the five star coffee shop
visitor. As the pure (as opposed to instant coffee) coffee café culture in neighboring
international markets grew, the need for a relaxed and fun “hangout” for the emerging
urban youth in the country was clearly seen.

Recognizing the potential that lay ahead on the horizon, Café Coffee Day embarked on a
dynamic journey to become a large organized retail café chain with a distinct brand
identity of its own. From a handful of cafés in six cites in the first 5 years, CCD has
become India’s largest and premier retail chain of cafes with 409 cafes in 73 cities around
the country.

Enthused by the success of offering a world-class coffee experience, CCD has opened a
Café in Vienna, Austria and is planning to open other Cafes in the Middle East, Eastern
Europe, Eurasia, Egypt and South East Asia in the coming months.

Page 21 of 87
 An insight into human resources with respect to
recruitment
and selection

Human resources has at least two meanings depending on context. The original usage
derives from political economy and economics, where it was traditionally called labor,
one of three factors of production. The more common usage within corporations and
businesses refers to the individuals within the firm, and to the portion of the firm's
organization that deals with hiring, firing, training, and other personnel issues. Human
resource management serves these key functions:

1. Hiring (recruitment)
2. Compensation
3. Evaluation and Management (of Performance)
4. Promotions
5. Managing Relations

It is the responsibility of human resource managers to conduct these activities in an

effective, legal, fair, and consistent manner.

The objective of Human Resources is to maximize the return on investment from

the
organization's human capital

Human resource management aims to improve the productive contribution of individuals

while simultaneously attempting to attain other societal and individual employee
objectives.

Modern analysis emphasizes that human beings are not "commodities""or "resources",
but are creative and social beings that make contributions beyond 'labor' to a society and
to civilization. The broad term human capital has evolved to contain some of this
complexity, and in micro-economics the term "firm-specific human capital" has come to
represent a meaning of the term "human resources."

Page 22 of 87
In the very narrow context of corporate "human resources", there is a contrasting pull to
reflect and require workplace diversity that echoes the diversity of a global customer
base. Foreign language and culture skills, ingenuity, humor, and careful listening, are
examples of traits that such programs typically require. It would appear that these
evidence a general shift to the human capital point of view, and an acknowledgment that
human beings do contribute much more to a productive enterprise than "work": they
bring their character, their ethics, their creativity, their social connections, and in some
cases even their pets and children, and alter the character of a workplace. The term
corporate culture is used to characterize such processes.

The traditional but extremely narrow context of hiring, firing, and job description is
considered a 20th century anachronism. Most corporate organizations that compete in the
modern global economy have adopted a view of human capital that mirrors the modern
consensus as above.

Human resource development in relation to recruitment and

selection
In terms of recruitment and selection it is important to consider carrying out a thorough
job analysis to determine the level of skills/technical abilities, competencies, flexibility of
the employee required etc. At this point it is important to consider both the internal and
external factors that can have an impact on the recruitment of employees. The external
factors are those out-with the powers of the organization and include issues such as
current and future trends of the labor market e.g. skills, education level, government
investment into industries etc. On the other hand internal influences are easier to control,
predict and monitor, for example management styles or even the organizational culture.

In order to know the business environment in which any organization operates, three
major trends should be considered:

Page 23 of 87
 • Demographics – the characteristics of a population/workforce, for example, age,
gender or social class. This type of trend may have an effect in relation to pension
offerings, insurance packages etc.
• Diversity – the variation within the population/workplace. Changes in society
now mean that a larger proportion of organizations are made up of female
employees in comparison to thirty years ago. Also over recent years organizations
have become more culturally diverse and have increased the number of working
patterns (part-time, casual, seasonal positions) to cope with the changes in both
society and the global market. It is important to note here that an organization
must consider the ethical and legal implications of their decisions in relation to
the HRM policies they enact to protect employees. Employers have to be acutely
aware of the rise in discrimination, unfair dismissal and sexual/racial harassment
cases in recent years and the detrimental effects this can have on the employees
and the organization. Anti-discrimination legislation over the past 30 years has
provided a foundation for an increasing interest in diversity at work which is
“about creating a working culture that seeks, respects and values difference.”
• Skills and qualifications – as industries move from manual to a more managerial
professions so does the need for more highly skilled graduates. If the market is
‘tight’ i.e. not enough staff for the jobs, employers will have to compete for
employees by offering financial rewards, community investment etc.also the
political issues

In regards to how individuals respond to the changes in a labour market the following
should be understood:

• Geographical spread – how far is the job from the individual? The distance to
travel to work should be in line with the pay offered by the organization and the
transportation and infrastructure of the area will also be an influencing factor in
deciding who will apply for a post.
• Occupational structure – the norms and values of the different careers within an
organization. Mahoney 1989 developed 3 different types of occupational structure

Page 24 of 87
 namely craft (loyalty to the profession), organization career (promotion through
the firm) and unstructured (lower/unskilled workers who work when needed).
• Generational difference –different age categories of employees have certain
characteristics, for example their behaviour and their expectations of the
organization.

Recruitment methods are wide and varied, it is important that the job is described
correctly and any personal specifications stated. Job recruitment methods can be through
job centres, employment agencies/consultants, headhunting, and local/national
newspapers. It is important that the correct media is chosen to ensure an appropriate
response to the advertised post.

Recruitment

It refers to the process of finding possible candidates for a job or function, usually
undertaken by recruiters. It also may be undertaken by an employment agency or a
member of staff at the business or organization looking for recruits. Advertising is
commonly part of the recruiting process, and can occur through several means: online,
newspapers, using newspaper dedicated to job advertisement, through professional
publication, using advertisements placed in windows, through a job center, through
campus graduate recruitment programs, etc.

Suitability for a job is typically assessed by looking for skills, e.g. communication skills,
typing skills, computer skills. Evidence for skills required for a job may be provided in
the form of qualifications (educational or professional), experience in a job requiring the
relevant skills or the testimony of references. Employment agencies may also give
computerized tests to assess an individual's "off-hand" knowledge of software packages
or typing skills. At a more basic level written tests may be given to assess numeracy and
literacy. A candidate may also be assessed on the basis of an interview. Sometimes
candidates will be requested to provide a résumé (also known as a CV) or to complete an
application form to provide this evidence.

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The follow-up process may be referred to as part of the recruitment process: inveigling
the selected candidate or candidates to take up the target job or function. This applies
particularly in filling positions in the military or in expanding the human resource base of
a cult.

Headhunting is a frequently used name when referring to third party recruiters, but there
are significant differences. In general, a company would employ a head-hunter when the
normal recruitment efforts have failed to provide a viable candidate for the job. Head-
hunters are generally more aggressive than in-house recruiters and will use, advanced
sales techniques such as initially posing as clients to gather names of employees and their
positions, personal visits to the candidates office and will purchase expensives lists of
names and job titles. They also prepare a candidate for the interview, negotiate salary,
and conduct closure to the search. In general, in house recruiters will do their best to
attract candidates for specific jobs while head-hunters will actively seek them out,
utilizing large databases, internet strategies, purchasing company directories or lists of
candidates, networking, and often cold calling. Many companies go to great efforts to
make it difficult for head-hunters to locate their employees.

Page 26 of 87
 Recruitment and Selection
Procedure
Purpose Of The
Procedure
Recruiting and selecting the right people is paramount to the success of the IPCC and its
ability to retain a workforce of the highest quality. This Recruitmentand Selection
Procedure sets out how to ensure as far as possible, that the best people are recruited on
merit and that the recruitment processis free from bias and discrimination

Overview Of The Process

• Assess the need for the job and ensure there is adequate funding for it
• Review the job description to ensure that it meets the present and future requirements
• Review the person specification to ensure it meets the requirements of the job
description
• Design the selection process
• Draft the advertisement and select the advertising media
• Short list using the person specification only
• Interview and test short-listed candidates
• Validate references, qualifications and security clearances
• Make appointment

Page 27 of 87
Page 28 of 87
 Designing The Selection Process

Managers need to design the selection processthey will use, giving consideration to the
following points:

Panel Composition
All interviews for permanent posts must be conducted by a panel. The Manager is
responsible for selecting interview panel members – being mindful of:
• The requirement that the panel consists of at least two people, and if possible, is mixed
in terms of race and gender
• The willingness and ability of potential panel members to attend all interviews for the
duration of the recruitment process, to maintain consistency and to ensure fair treatment
of all candidates.
Panel members must be satisfied that their relationship with any candidate:
• Will not improperly influence their decision
• Will not give rise to suspicion about their motives

Selection Tests
Where selection tests are a valid method of assessing a candidate (i.e. effectively
measures the job criteria, is relevant, reliable, fair and unbiased – also considering the
predictive capacities of tests), they are an extremely useful tool and are recommended for
use.
All psychometric tests used in selectionmust be developed, administered and interpreted
by accredited people

Short-listing
Short-listing must be completed based on the person specification. New criteria cannot be
introduced to assess the candidates at this stage as it would be unfair. It is the Manager’s
responsibility to complete the short-listing and to ensure the process remains free of

Page 29 of 87
unlawful discrimination. It is desirable that a second person from the panel also
participates in the short-listing process.
Former employees who have been dismissed for misconduct cannot be considered for
appointment. Staff who have taken early retirement or redundancy may be considered on
their merits.

Arrangements for interviews

The manager is responsible for scheduling dates and times for interviews directly with
the short listed candidates and notifying the candidates of any selectiontests that will be
used. The manager must then notify HR of these arrangements and HR will confirm via
letter or email to the short-listed candidates the following details:
• Date, time and place of the interview
• Instructions on how to find their way to the interview venue
• A request that they contact the author of the letter/message if they have any special
requirements in relation to the interview (related to access to the venue or any other
special need related to a disability)
• If appropriate, details of any test or presentation they will be required to take or
anything they should bring with them (e.g. examples of work or proof of qualifications
that are essential to the post).
At the interview
The purpose of interviewing is to appoint the best person for the job based solely on merit
and suitability. The recruitmentand selectionframework achieves this by using
methods that are systematic, thorough, fair, unbiased and based on rational, objective, job
related criteria

Page 30 of 87
 Selection

Decision to
Appoint
In selecting the successful candidate, the panel must make a decision based on the merit
and eligibility of the candidates as judged by:
• Content of application
• Qualifications (if required for the post)
• Performance at Interview
• Outcome of any selectiontests

Checks
As part of assessing the merit of each candidate, Managers must satisfy themselves that
the information the candidate gives is authentic, consistent and honest. This includes
being satisfied about information regarding the candidate’s:
Application
Work history
Qualifications (where a qualification is a requirement for the post, supporting
evidence or certification must be obtained from the candidate and recorded)
Evidence presented at interview
Reference checks
Security Clearances

Offer of employment
A conditional verbal offer of employment is to be made by the Manager within a week of
interview. The offer should be made within the salary range stated on the Authority to
recruit form. If for any reason the Manager wishes to make an offer above that range, the
prior approval of the Director and Head of Human Resources is required. Failure to do so
may result in the offer being retracted

Page 31 of 87
 Problem
Statement

People are the most important asset of any organization and the success of that
organization depends on having people with the right skills and abilities. To make sure
that the right people are recruited in the first place, a fair, structured and professional
selection process must be used. Poor selection decisions can result in increased staff
turnover, increased costs for the organization, the lowering of morale amongst the
existing staff and legal claims against the organization.
Thus it is important to conduct a survey to evaluate the current Recruitment and Selection
process to ensure that the right talent is attracted and retained. Retail industry is a
booming industry next only to IT/ITES and has a vast potential to offer employment at all
levels.

Need and Importance of the

study

Retailing involves a direct interface with the customer and the coordination of business
activities from end to end. With the focus being not just on the final act of selling but on
the provision of a ‘Unique Shopping Experience’; the right kind of frontline sales
personnel (Customer Service Associate – CSA) has become a necessity.
Studies have been conducted on the effectiveness of Recruitment and Selection procedure
in various industries across various designations but not much emphasis has been paid to
the front line sales personnel who are the key employees in the retail industry. These
people are the bridge between the organization and the consumers and it is essential to
have “retail fit” employees to have a competitive edge and advance in the industry. Thus,
considering the importance of front line sales personnel in the retail industry, this study
aims to evaluate the Recruitment and Selection of the same so as to ensure that the right
talent gets into the industry.

Page 32 of 87
Objectives of the study

• The prime objective of the project is to study the existing Recruitment and
Selection Process in the Retail Industry
• The focus would be, not just to study the Recruitment and Selection Process of
the frontline sales personnel but also to evaluate the effectiveness of the
Recruitment and Selection Process.
• Having evaluated the existing Recruitment Process, the objective would also be to
provide suitable recommendations to the organization for further improvisation of
the system.

Page 33 of 87
Review of Literature

Page 34 of 87
 Purpose of the review

A review of various literature available would help in providing me with a better

understanding of the various nuances involved in the retail function and their relation to
the people oriented nature of the business.

Source: ArriveNet. Monday, April 16, 2007

Title: Retail Chain Stores – Key to the Success of Indian Retail Industry

Inflation and price rise have long been the causes of worry among the Indian consumers,
however the government seems to have gone in deep slumber about this issue. In such a
scenario the very thought that the attempt of setting up retail chain stores in this country
could help control prices comes like a cool breeze in sweltering summer.

Retail sale is being encouraged in India by launching counters and shops under Reliance
Fresh’s umbrella. Presently there are 70 retail stores of Reliance Fresh in the country, and
out of these 20 are located in NCR (National Capital Region) alone. The promoters and
organizers are optimistic and positive that the retail-sales depots may help in containing
the soaring prices.

The retail industry in India was worth about US$ 300 Billion in 2006 and will likely
reach US$ 427 Billion, and US$ 637 Billion by 2010 and 2015, respectively. Merely
three percent retail in India is organized. Multiple brands’ retailers may operate via a
wholesale model ‘cash-and-carry’ or a franchise.

As per the RNCOS report “India Retail Sector Analysis (2006-2007)”, India has highest
density of retail in the world. Presently, there is one retail outlet per 100 people. The
success of retail formats here can be attributed to the rise of shopping malls in this
country. Malls have come across a good growth over the last 3-4 years. Increasing

Page 35 of 87
demand for retail space from apparel, food, consumer durables, and multiplex operators
has given boost to shopping malls’ growth in India.
Opinion The article highlights the importance of retail industry in the Indian economy
:
and how it is the next big thing next only to IT/ITES. It emphasizes that Indians have
finally accepted this particular way of business and the consumer behavior as well as the
increasing purchasing power strongly supports this trend. Thus it can be said that the
retail industry in India should not be taken lightly anymore and focused efforts must be
put in to get the maximum benefits out of this boom.

Source:http://arunkottolli.blogspot.com/2006/12/global-retail-giants-are-eager-to.html
Title :Global Retail Giants are Eager to Enter India

Recently I went to a movie in Bangalore. It had been quite some time since I did that - for
the fact that I was in London. In the last 6 months so many things have changed in
Bangalore - that I was surprised by all the new development. Old buildings have been
torn down and new one being built all the time. And these new buildings are housing new
shops, offices - that I had seen in the US & UK. A walk in a shopping Mall in Bangalore
reveled so many international retail stores - Marks & Spencer's, Swaroski, Lewi’s, Bose,
Nike, Reebok, Sony, D’mas, etc. All these started operations in last 2-3 years. But the
real surprise is the fact that 100’s of global retailers are eager to enter India.

The sheer size of Indian retail segment - almost $1 trillion! - and growing at 15% is
exciting enough for all global retailers. Wal-Mart recently entered into a JV with Bharti
and will soon be setting shop in India. Other retailers waiting on the wings are: TESCO,
Carrefour, IKEA, Target, VF brands, etc. The rush to enter India intensified in 2006,
when government opened up Foreign Direct Investment in retail sector. Added to this is
the fact that Indian consumers are under served by the existing retailers. A vast portion of
Indian population lives in Villages or non-metro cities - which are poorly served. This

Page 36 of 87
implies that almost 70% of Indian consumers do not have access to quality retail markets
- And that segment is worth more than $350 Billion.

Opinion The article emphasis the fact that India is the hot spot for the global retailers
:
and the biggest of brands are all eager to set shop in the country. There is stiff
competition from the local big-wigs and the consumer is benefiting as a result. Now the
Indian consumer gets international experience at competitive prices. And in order to
successfully ride this wave of retailing, the right kind of personnel are of paramount
importance. Thus, recruitment and selection is the key to success.

Page 37 of 87
Research Design

Page 38 of 87
 Research Methodology

Hypothesis

H0 : The Recruitment and Selection Process in the Indian Retail Industry is not
effective.
H1 : The Recruitment and Selection Process in the Indian Retail Industry is
effective.

Type of Research

A combination of both exploratory and descriptive research would be used.

Exploratory research often relies on secondary research such as reviewing available

literature and/or data, or qualitative approaches such as informal discussions with
consumers, employees, management or competitors, and more formal approaches through
in-depth interviews, focus groups, etc.

Descriptive research, describes data and characteristics about the population or

phenomenon being studied. Descriptive research answers the questions who, what,
where, when and how.

Research Method

The qualitative and survey method would be used in this study.

Page 39 of 87
Types of Data

Primary as well as secondary data would be used in the project.

Data Gathering Procedure

The various techniques adopted for gathering data would be:

• Questionnaires
• Interviews
• Internet
• Books
• Journals
• Articles, etc

Research
Techniques

The various techniques used in the research process would be:

• Questionnaires
• Direct interview
• Observational study

Page 40 of 87
 Sampling
Details

Population for the

Study
Total people employed as the frontline sales executives in the retail industry.

Sample size

Sample size selected for the study – 50

Sample description

The sample consists of people who are appointed as customer service associates in
selected retail outlets.

Sampling
techniques

The sampling technique used in the study would be Random

Sampling.
Under this technique the population is segregated into several mutually exclusive sub-
populations or strata. The strata would be collectively exhaustive. No population element
can be excluded. Then random or systematic sampling is applied within each stratum.
This often improves the representativeness of the sample by reducing sampling error.

Plan Of
Analysis
The data collected would be reduced to tables. It would then be converted into
percentages and the same would be depicted in a pictorial form (graph / charts).

From the derived table and graph / chart, interpretations and inferences are drawn.

Page 41 of 87
At the end of the study, an attempt would be made to improvise the existing Recruitment
and Selection Process for the frontline sales personnel at Reliance Fresh, Bangalore by
giving suitable suggestions and recommendations.

Limitations Of The
Study
• Time constraint is a limitation in the project and as a result only a small segment
of the population could be studied
• The credibility of the information shared by the CSA.
• The study is limited only to a particular region and doesn’t cover the entire
geography of the country

Page 42 of 87
Data Analysis
and
Interpretation

Page 43 of 87
 Table 1: Gender ratio in Retail Industry

No.
S.No OPTION RESPONDENT
OF %
. S S

1 Male 35 70

2 Female 15 30

TOTA 50 100
L

Interpretation:
From the above mentioned table it is clear that nearly 70% of the respondents in the retail
industry are male and only 30% of the respondents the said industry are females.

Inference:
Hence we can infer from the obtained data that the recruitment team concentrates on
gender while selecting for the post of front line sales personnel. We can say that the team
prefers men to be in the said position than women. But nevertheless females also occupy
30% of the front line sales executive position. The retail industry must try to know the
reasons for non availability of female talent pool for the said position and take action
accordingly in order to maintain proper sex ratio in the industry.

Page 44 of 87
 Graph 1: Gender ratio in Retail Industry

Gender

Female 15

Male 35

0 5 10 15 20 25 30 35 40
Number of respondents

Page 45 of 87
 Table 2: Qualification of Frontline Sales Personnel

S.No OPTION No. %

S OF
RESPONDENT
S
1 Graduation 12 24

2 10+2 30 60

3 10 8 16

TOTAL 50
100

Interpretation:
Out of the 50 respondents, 12 hold a graduate degree, the majority 30 are PUC pass
while 8 have just a high school degree

Inference:
It can be easily said that to handle the job of a front line sales personnel, PUC pass
candidates are most appropriate. They have the requisite aptitude and ability to
manage the task at hand. The graduates were mostly the supervisors or senior sales
executives who held more responsible position in the store and who were in charge of
a team under them. The few high school pass candidates are the ones who’ve had
prior experience with retailing and have exhibited exceptional capabilities.

Page 46 of 87
 Graph 2: Qualification of Frontline Sales Personnel

Qualification

Graduation 12

10+2 30

10 8

0 5 10 15 20 25 30 35
Number of respondents

Page 47 of 87
 Table 3: Sources of Recruitment

S.No OPTION No. %

S OF
RESPONDENT
S
1 Newspaper Ad 8 16

2 Direct Walk-In 15 30

3 Consultancy 22 44

4 REFERRA 5 10
L
TOTA 50 100
L

Interpretation:
A majority 44% i.e. 22 respondents out of 50 sales executives were recruited through
consultancies. Next 30% or 15 candidates were direct walk-ins while 16% or 8
candidates got to know about the jobs through newspaper ads. Only a minority of 5
personnel i.e. 10% were referred to by existing employees

Inference:
It can be inferred that though employee referral is an effective method of recruitment,
yet it is not yet very popular with the sales executives in the retail industry while till
date consultancies are the most reliable source. Direct walk-ins are also gaining
popularity owing to the fact that people are aware that due to high attrition rates, job
vacancies are mostly available in the retail sector. In order to recruit the right talent
companies should encourage referrals.

Page 48 of 87
 Graph 3: Sources of Recruitment

How did you approach the

company

10% 16%

Newspaper Ad
Direct Wa lk-In
Consultan cy

44% 30% Referral

Page 49 of 87
 Table 4: Service period with the current employer

S.No OPTION NO OF %
S RESPONDENTS

1 < 1 month 14 28

2 1-6 months 25 50

3 6 months – 1 year 7 14

4 > 1 year 4 8

TOTA 50 100
L

Interpretation:
50% of the respondents i.e. 25 executives have been with the current organization for
somewhere between 1 and 6 months. Next 28% (14 employees) have been working
for less than a month and only a meager 14% (7 executives) and 8% (4executives)
have stayed on with the same employer for more than 6 months and 1 year
respectively

Inference:
It can be concluded that the attrition rate for the front line personnel is quite high and
people hardly stay with the same organization for more than 6 months. This feature
can be attributed to the hectic work schedule of these employees. In order to retain
talent, flexibility in work place must be ensured.

Page 50 of 87
 Graph 4: Service period with the current employer

Time period with the current

company

8% Less than 1 month

14% 28%
Between 1 and 6 month

Between 6 month and 1

year
50% More than 1 year

Page 51 of 87
 Table 5: Employees with prior work experience

S.No OPTION No. %

. S OF
RESPONDENT
S

1 Yes 28 56

2 No 22 44

TOTA 50 100
L

Interpretation :
More than half i.e. 28 respondents had prior work experience before joining the
current company while 22 were freshers

Inference:
It can be inferred that a good majority of front line sales personnel have a prior work
experience because the job is monotonous and people switch often to have a change
in the work environment or for a higher salary. This explains their experience. Also a
majority had been with unorganized retailers previously and had rendered their
services for an average period of about 3 to 6 months. It is suggested that experience
should not be a mandatory parameter for recruitment as it is easier to train the
freshers.

Page 52 of 87
 Graph 5: Employees with prior work experience

Prior Work Experience

No 22

Yes 28

0 5 10 15 20 25 30
Number of Years

Page 53 of 87
 Table 6: Experience with interviews

S.No OPTION No. %

. S OF
RESPONDENT
S

1 1 8 16

2 2-5 22 44

3 5-8 15 30

4 >8 5 10
TOTAL 50
100

Interpretation:
From the above table, it is clear that a majority of 22 people had attended 2 to 5
interviews before being selected in the current company. A big chunk of 15 people
had attended 5 to 8 interviews while 8 of them got selected the first time. There were
5 candidates who faced more than 8 interviews before finally being recruited

Inference:
From the above data, it can be inferred that inspite of the fact that attrition is high
employers are choosy about whom they hire. This also insinuates that work force
availability is in plenty.

Page 54 of 87
 Graph 6: Experience with interviews

How many interviews attended till

date

5
8

15
5 to 8

22
2 to 5

1 8

0 5 10 15 20 25

Page 55 of 87
 Table 7: Steps in selection process in the current company

S.No OPTION No. %

. S OF
RESPONDENT
S

1 Aptitude Test 0 0

2 Interview 10 20

3 Both 35 70

4 Others 5 10
TOTAL 50
100

Interpretation:
From the table, it is clear that a majority of employees have undergone both aptitude test
and personal interview before being hired by the company. A few i.e. 10 of the
respondents had to clear just a personal interview as a part of the selection procedure but
none of them were selected on the basis of an aptitude test alone. 5 candidates had to face
other rounds like psychometric test etc

Inference:
It can be inferred that companies look for both aptitude as well as communication skills
when they hire front line sales executives. In short they look for people who are a best fit
for the job in terms of understanding as well as delivery.

Page 56 of 87
Graph 7: Steps in selection process in the current company

Rounds in
Interview

5 0 10

Aptitude Test
Interv iew
Both
Others

35

Page 57 of 87
 Table 8: Respondents’ perception on the difficulty level of the aptitude test

S.No OPTION No. %

. S OF
RESPONDENT
S

1 Very Easy 5 10

2 Easy 20 40

3 Difficult 15 30

4 Very Difficult 10 20

TOTA 50 100
L

Interpretation:
A significant number of respondents 40% (20 employees) found the test easy and
30% (15 respondents) found it to be difficult. Only a very few 10% (5 candidates) and
20% (10 candidates) were on the extremes of very easy and very difficult respectively

Inference:
It can be inferred from the above data that the companies have an aptitude test to
measure a basic intelligence level and the test isn’t designed to actually check the
logical or mathematical capabilities of the candidates but is meant to ensure and
measure that they have the requisite level of understanding and are quick learners

Page 58 of 87
Graph 8: Respondents’ perception on the difficulty level of the aptitude test

Difficulty Level of the Test

20% 10%

Very Easy
Easy
Difficult
40% Very Difficult
30%

Page 59 of 87
 Table 9: Significance of aptitude test in the selection procedure

OPTION No. %
S.No
S OF
RESPONDENT
.
S

Yes 10 20
1

No 15 30
2

Cant Say 25 50
3

TOTA 50 100
L

Interpretation:
Out of 50 respondents, 10 feel that aptitude test is significant for the selection while
15 feel that it is not the right criteria to measure a person’s ability and a majority 25
people couldn’t give a response for the above

Inference:
Since half of the respondents chose not to give a definitive answer, it can be said that
the candidates don’t have a proper understanding of the recruitment and selection
process and thus they don’t comment on the same. Also they may deter to answer
fearing a negative repercussion on their jobs

Page 60 of 87
 Graph 9: Significance of aptitude test in the selection procedure

Is Aptitude Test the right measuring criterion

30

25
25

20

15
15

10
10

0
Yes No Cant Say

Page 61 of 87
 Table 10: Time taken to inform about the final selection

S.No OPTION No %
. S OF
RESPONDENT
S

1 Same day 20 40

2 Next day 10 20

3 2days-1 week 13 26

4 > 1 week 7 14

TOTA 50 100
L

Interpretation:
Out of 50 respondents, 20 were offered the job on the same day, 10 were informed of
their selection the next day, 13 were informed within a week while the rest got to
know about their selection after a weeks time

Inference:
It can be inferred that the companies have set parameters about the candidates they
want to hire and if someone meets the criteria, they are hired instantly and companies
don’t wait to look for a better prospect. In some cases though they consider previous
recruits when they are unable to meet deadlines.

Page 62 of 87
 Graph 10: Time taken to inform about the final selection

Number of Days taken to inform about the

result
20
20
18
16
14 13

12 10
10
8 7

6
4
2
0
Same Day Next Day 2 days to 1 More than a
week week

Page 63 of 87
 Table 11: Time lapse between offer and joining

S.No OPTION No. %

. S OF
RESPONDENT
S

1 < 1 week 15 30

2 1-2 weeks 25 50

3 1 month 0 0

4 > 1 month 10 20

TOTA 50 100
L

Interpretation:
Half of the respondents i.e. 25 people started with their jobs between 1-2 weeks of
being offered the position. 15 candidates joined within a week while 10 had to wait
for more than a month before they were finally asked to join

Inference:
It can be inferred from the above that companies get staff as and when required and in
very few cases they keep a buffer

Page 64 of 87
 Graph 11: Time lapse between offer and joining

Time lapse between offer and

joining

10
15
0 Less than a week
Between 1 and 2 week
One month
More than a month
25

Page 65 of 87
 Table 12: Anxiety faced by the employees before joining

OPTION No. %
S.No
S OF
RESPONDENT
.
S

Yes 12 24
1

No 18 36
2

Cant Say 20 40
3

TOTA 50 100
L

Interpretation:
12 respondents underwent slight anxiousness and insecurity during the time when
they were offered the job but had not actually started working. 18 did not feel any
such anxiety and 20 were unsure about how they felt during this time period

Inference:
Since the waiting period rarely crossed a month’s time, thus respondents were not so
sure if they felt any kind of insecurity. And only a small number who had to wait for
long before final joining went through any kind of anxiety

Page 66 of 87
 Graph 12: Anxiety faced by the employees before joining

Anxiety during the waiting

period

Cant Say 20

No 18

Yes 12

0 5 10 15 20

Page 67 of 87
 Table 13: Training session after joining the company

OPTION No. %
S.
S OF
RESPONDENT
No
S

Yes 50 100
1

No 0 0
2

TOTA 50 100
L

Interpretation:
All 50 respondents underwent training upon joining the current company.

Inference:
It can be easily stated that no matter how experienced the new joinee is companies make
them undergo training sessions to make them accustomed to their way of functioning.
The candidates were trained for an average period of 2 to 4 weeks depending upon the
need. And employees with prior work experience had to be trained only in functions that
were unique from other retailers like the use of some new technology. New employees
need not be taken through the entire training module, instead they should be trained only
in areas where the need be.

Page 68 of 87
 Graph 13: Training session after joining the company

Did you undergo any training

module

No

Yes

0 1020304050

Page 69 of 87
 Table 14: Knowledge of multiple languages

No. %
S.
OPTION RESPONDENT
OF
No
S S

One 7 14
1

Two 25 50
2

>2 18 36
3

TOTA 50 100
L

Interpretation:
14% of respondents i.e. 7 employees had knowledge of only 1 language while 50%
(25) and 36% (18) respondents were respectively fluent in 2 and more than 2
languages

Inference:
It can be inferred that employers prefer people with good knowledge of multiple
languages so as to serve the diverse customers in a better fashion. Mostly the
respondents were fluent in the local language and English while a good number had a
decent knowledge of the national language too. English being the global language,
care should be taken that all employees are familiar with it.

Page 70 of 87
 Graph 1 4: Knowledge of multiple languages

Knowledge of languages

14%

36%
One
Two
More than two

50%

Page 71 of 87
 Table 15 : Benefit of knowing multiple languages

S. OPTION No. %
No S OF
RESPONDENT
S

1 Yes 48 96

2 No 2 4

TOTA 50 100
L

Interpretation:
A vast majority of 48 respondents feel that a good knowledge of multiple languages
help them perform their job more efficiently. Only 2 candidates feel otherwise

Inference:
It can be inferred that respondents with the knowledge of 2 or more languages find
the job easier and feel that they are able to perform their duties more effectively.
Knowledge of Hindi and English together with the local language is always
beneficial.

Page 72 of 87
 Graph 15: Benefit of knowing multiple languages

Does Knowledge of Multiple Languages help

48

40
35
30
25
20
15 2
10
5
0
Yes No

Page 73 of 87
 Table 16: Benefit of English language

S. OPTION No. %
No S OF
RESPONDENT
S
1 Negligible 5 10

2 Slightly 0 0

3 Moderately 15 30

4 Highly 30 60

TOTA 50 100
L

Interpretation:
A huge no of 30 respondents (60%) feel that knowledge of English is highly
beneficial.5 of them feel it is not so important while 15 acknowledge the importance
of the language.

Inference:
Majority feel that knowledge of English language is of paramount importance as it
helps serve the customer better. People who are unfamiliar with the local language are
most of the times well versed with English or can at least follow the same to some
degree which makes the transaction easy for both the parties

Page 74 of 87
 Graph 16: Benefit of English language

Does English benefit your

job

10%

Negligible
Slightly
30% Moderately
60% Highly
0%

Page 75 of 87
 Table 17: Preference to local people in employment

S. OPTION No. %
No. S OF
RESPONDENT
S
1 Yes 20 40

2 No 15 30

3 Cant Say 15 30

TOTA 50 100
L

Interpretation:
20 respondents out of 50 feel that preference to localites is given in the job while 15
each feel its not so or they did not feel like responding to the question

Inference:
It can be inferred that preference is given to the local people as they are able to deal
with the local residents in a much better and efficient manner. Also, it can be said that
many people chose not to answer this question as it would have been diplomatically
incorrect or they have a feeling that it will be like being disloyal to their employer.
An effort should be made so as not to have any sort of bias while recruitment and
only the best fit candidate should be considered for the job.

Page 76 of 87
 Graph 17: Preference to local people in employment

Is there preference to locals in employment

Cant Say 15

15
No

Yes 20

0 5 10 15 20

Page 77 of 87
Findings
and
Suggestions

Page 78 of 87
 Recommendation
s
• Break through the clutter of openings - Treat your job posting like a candidate
treats a resume. Communicate an employee brand that is accomplishment-based,
highlighting growth and stability, work culture, career advancement, etc. Include
testimonials from current employers and showcase examples of employees who
have worked their way to the top. This will attract better and motivated people for
application.

• Get specific in the posting - The more definitive you can be in a job posting, the
better your chance of attracting qualified candidates. Everyone says competitive
salaries and benefits - define what that means in your organization. Outline what
flexible schedules and work/life balance programs entail, specifically address the
training/courses available to employees in the first quarter, first year, etc.

• For Recruitment and selection to be effective, companies should ensure that

biases of any sort should be avoided, be it in terms of gender or demography.

• In order to have an efficient work force, personnel should be employed on part

time basis and only those prove to be ‘retail fit’, should be made permanent with
the organization.

• The selection criteria should be such that it tests how trainable the employee is or
how easy it is to re-mould him in the organization’s culture and processes.

• Referrals should be encouraged as a source of recruitment, as it helps in to get

people who’ll be aware of the organization’s culture and hence would easily adapt
the same and would provide for a stable workforce.

Page 79 of 87
• Recruitment and Selection should be such that those candidates are employed
who have high levels of energy and are always motivated to learn rather than
those who have high aptitude or logical attributes.

• In order to have an efficient workforce, who can serve the customer better,
emphasis should be paid to soft skills like good communication and familiarity
with multiple languages rather than having difficult aptitude tests.

• Experience should not be hard and fast criteria for employing senior front line
sales executives. Even highly motivated and knowledgeable freshers, who can be
trained should be considered for the job.

Page 80 of 87
Conclusio
n

Page 81 of 87
 Closing
Thought

Given the nature of business, the frontline sales staff in a retail enterprise are truly the
brand ambassadors of the company i.e. their employer. It is these frontline staff who are
in direct contact with the customer and it is they who can make or lose a customer.

Retail is a dynamic industry and makes a lot of demands on the personnel involved in the
business. Recruiting the right person with the right attitude will determine the success of
retailing. Integrity is of paramount importance. It is also important to reward employees
for achieving better results.

Page 82 of 87
Annexure

Page 83 of 87
 Questionnair
e
Retailing in India is gradually inching its way toward becoming the next boom industry.
The whole concept of shopping has altered in terms of format and consumer buying
behavior, ushering in a revolution in shopping in India

India's vast middle class and its almost untapped retail industry are key attractions for
global retail giants wanting to enter newer markets. Driven by changing lifestyles, strong
income growth and favorable demographic patterns, Indian retail is expected to grow 25
per cent annually.

People are the most important asset of any organization and the success of that
organization depends on having people with the right skills and abilities. To make sure
that the right people are recruited in the first place, a fair, structured and professional
selection process must be used.

Keeping this background in mind I, Sudipta Katiyar , pursuing my Masters in

Business Administration from the M. P. Birla Institute of , Bangalore,
Management
seek to identify the effectiveness of Recruitment and Selection Process in the Indian
Retail Industry.

I request you to kindly spare few minutes to help me in making this

project
successful by responding to the following
questions.

1) Name

2) Age

3) Company Name

4) Gender: Male
Female
5) Qualifications

a)10 b) 10+2 c)
graduation

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6) How did you approach the company?

a) Newspaper Ad b) Direct Walk-In c) Consultancy d)

Referral
7) How long have you been with this company?

a) < 1 mnth b) < 6 mnths c) 6 mnths-1 yr d) > 1

yr
8) Do you have prior work experience?

a) Yes b)
No
9) If yes, then for which company did you work last and for how long were you there?

10) How many interviews have you attended till date?

a) 1 b) 2-5 c) 5-8 d) >
8
11) What were the rounds in the selection process in this company?

a) Aptitude Test b) Interview c) Both d)

Others
If others, then mention the rounds included

12) What was the difficulty level of the test?

a) Very Easy b) Easy c) Difficult d) Very

Difficult
13) Do you think the aptitude test is appropriate in measuring employees’ capabilities?

a) Yes b) No c) Cant
Say

14) How long did the company take to inform you of your selection?

a) Same Day b) Next Day c) 2 days- 1week d) >

1week

15) What was the time lapse between you getting the offer and final joining?

a) < 1week b) 1-2 weeks c) 1 mnth d) > 1

mnth
16) Did the waiting period cause any anxiety?

a) Yes b) No c)
Unsure
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17) Did you undergo any training module after joining?

a) Yes b)
No
18) If yes, what was the length of the training period

19) Did you transfer any learning from the previous job? Did it make the training easier?

20) How many languages do you know?

a) 1 b) 2 c) >
2
21) In case of more than 1 language, does the knowledge of multiple languages help you
in your job?

a) Yes b)
No
22) Is the knowledge of English language beneficial to your job?

a) Negligible b) Slightly c) Moderately d)

Highly
23) What is the gender ration in your company?

a) only males
b) only females
c) balanced proportion
d) more males & less females
e) more females & less males

24) Do you feel that preference is given to local people?

a) Yes b) No c) Cant
Say

Page 86 of 87
 Bibliograph
y

• Internet
www.wikipedia.com
www.google.com
• Books
Handbook of Successful Recruitment and Selection
Managing Recruitment, Training and Development
• Journals
Human Capital
HRM
Review

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