THE RECRUITMENT AND SELECTION PROCESS AT RELIANCE COMMUNICATIONS LTD

Under the Guidance of

Mr. Vaibhav Singh

Lecturer Management Department
SUBMITTIED BY:

SURYA KANT VISHWAKARMA

Roll No. : 1035770012 2010-12

In Partial Fulfillment of the requirement for

M.B.A Degree Programme

of Gautam Buddha Technical University, Lucknow

ARYAVART INSTITUTE OF TECHNOLOGY & MANAGEMENT (U.P.)

(AFFILIATED TO G.B. TECHNICAL UNIVERSITY, LUCKNOW)

Acknowledgement
I take this opportunity to offer my indebtedness to all those sincere cooperation and valuable guidance was there during my work in assigned area and preparation of this project. I am greatly indebted to Mr. Manish Srivastava HR Head of the Deapartment in Reliance Communication for allowing me to undergo the training in the organization.

I am very grateful to my instructor during my project Mr. Manish Srivastava HR Head of the Deapartment in Reliance Communication for his support, guidance and resources without which this task was not easy to accomplish. Last but not the least I express my sincere thanks to my parents for their constant support and suggestions to accomplish my goals. I thank God for his love and grace that enabled me to complete the project.

SURYA VISHWAKARMA Mba 4 t h Semester 2

KANT

PREFACE
I consider myself very fortunate to get the opportunity to conduct the training approval and project assignment by RELIANCE COMMUNCATION. I got opportunity to get a practical exposure into actual environment and it provided me the golden opportunity to make my theoretical concept of Recruitment and selection process in a more clear way.

I have gone through various Sites, Research Books, Magazines and Newspapers to get the accurate information for analysis and tried to find the best conclusion.

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TABLE OF CONTENTS
(i) 5-8 (ii) Introduction 9-35 (iii)Introduction Reliance ADAG Group Company 36-37 (iv) 41 (v) About Reliance HR Services Private Ltd. Company profile...38of recruitment and selection process Executive summary..

.42-48 (vi)Recruitment and Selection process at Reliance HR Services Private

Ltd..49-63 (vii) Objective 64-65 of the study

(viii) Research Methodology..6690. (ix)Problem and Limitation. 91 (x) Finding, analysis and

interpretation.92 (xi)Recommendation..9395 (xii) Conclusion.96 (xiii) 109 (xiv) Bibliography. 110. Appendices.97-

EXECUTIVE SUMMARY (A) TOPIC

The recruitment and selection process at Reliance Communication Ltd.

(B) BRIEF INTRODUCTION

Each company have a recruitment process. In every company the process is almost same. In this project I discus about Reliance Communication Ltd. recruiting process that which process company follow for recruiting a new candidate.

(C) OBJECTIVE OF THE STUDY

The basic objective of this project is known the process of recruitment of a new employee. And provide information to the company that which type of people interested in this company.

(D) RESEARCH METHODOLOGY

Research comprises defining & redefining problems, formulating hypothesis or suggested solution , collecting , organizing & evaluating data, making deduction & reaching conclusion & at least carefully testing the conclusion to determine weather they fit the formulating hypothesis.

1-Universe of the study

The first step in developing any sample design is to clearly define the set of the objects technically called the universe to the studied. Universe can be either is finite or infinite. In finite universe the no. of item means the person who lived in local area of Lucknow (Mainly Indra nagar and Gomti Nagar)

2-Researcher instrument used

Questionnaire

3 -Sample of the study

For the preparation of my report I had taken the sample of the persons of Lucknow mainly Indra Nagar and Gomti Nagar.

4. Sample size: 50

5. Sampling techniques
The method of convenient sampling is used to study and analyze the recruitment and selection process of Reliance Communication Ltd.. A convenience sample of 50 respondents was decided upon, with respondents making up a good

representation of the overall organizational mix. Convenience sampling is used in exploratory research where the researcher is interested in getting an inexpensive approximation of the truth. As the name implies, the sample is selected because they are convenient. 6-Data source & Data collection In my report the data is collected on the basis of primary data collection method i.e. questionnaire. The data is also collected on the basis of secondary data. Data method from Internet & journals & rest information is collected from the companys annual books. In my report I have chosen secondary data for my report is collected from internet.

7-Data analysis test Analysis of the data requires a no. of closely related operations such as establishment of categories, the application of these categories to the raw data through coding, tabulation & then

drawing statistical inference. For this I had classified the raw data into such that it becomes purposeful & usable form.

(E)

FINDING & SUGGESTION

1. Company should provide more and more information of the Plans and Policies to the Candidate. 2. To make more and more advertisements through means of T.V, newspaper, Magazines, and Internet etc. 3. Company should increase the procedure of the recruiting new candidate. 4. Studying the KSAs ( Knowledge, Skills and Abilities) of the job.

5. Studying the recruitment sources and methods of the company screening of the responses.

INTRODUCTION OF THE RECRUITMENT AND SELECTION PROCESS

According to Edwin B. Flippo, Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the employers and the job seekers. Recruitment is a linking activity- bringing together jobs to fill and those seeking jobs. A good recruitment program should attract the qualified & not unqualified. Recruitment is a costly affair. There are legal implications of incompetent selection negligent hiring. Organizations must consider recruitment as a strategic war to attract talent, and must develop and implement aggressive talent acquisition strategies in order to dominate the labor market within a given industry. With the impending retirement of the baby-boomer generation and the lack of availability of high quality senior-level talent, many companies consider talent acquisition to be the most important business challenge facing them today. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.

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Purpose & Importance of Recruitment:

Attract and encourage more and more candidates to apply in the organization. Create a talent pool of candidates to enable the selection of best candidates for the organization. Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the

composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants. So, those people who are involved in the process have a high level of responsibilities.

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Managements Role in Recruitment

Recruitment planning is anticipating and using all available flexibilities and strategies to maintain the workforce. Human Resources Responsibilities along with the civilian Recruitment Team can help through this process by further explaining strategies and helping to find easier ways to accomplish them. Responsibilities include:

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Determining a vacancy exists. Choosing the right strategies to fill the position. Defining and capturing the need (understanding the position, its functions, duties, responsibilities, and skill requirements.)

Initiating the final action.

Recruitment needs are of three types

PLANNED i.e. the needs arising from changes in organization and retirement policy. ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. UNEXPECTED

The Recruitment Process 8

Resignation, deaths, accidents, illness give rise to unexpected needs.

1 Determinethe exact need 2 Obtainapproval

Implement the d ecision

9 Allow timefor response

Screen responses

3 Combine / update description 10 job

and job spe cificatio n

4 DetermineKPAs of th e job
& procedure

11Draw up a candiddateshortlist

5 Consultthe recruitmen t p olicy 12 Providefeedback to ap plicants 6 Choosethe recruitmen t source(s) 13

13

Proceed to selection

7 Decideon a recruitment method 14 Evaluatethe recruitment effort

SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of

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recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.

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SOURCES OF RECRUITMENT

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Internal Sources Of Recruitment

1. TRANSFERS The employees are transferred from one department to another according to their efficiency and experience. 2. PROMOTIONS The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience.

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3. Others are Upgrading and Demotion of present employees according to their performance. 4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. 5. The dependents and relatives of Deceased employees and Disabled

employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.

The advantages of internal recruitment are that: 1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. 2. The organization is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organization. 3. Internal promotion acts as an incentive to all staff to work harder within the organization.

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4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'on paper'. The disadvantages of recruiting from within are that: 1. You will have to replace the person who has been promoted 2. An insider may be less likely to make the essential criticisms required to get the company working more effectively 3. Promotion of one person in a company may upset someone else.

External Sources Of Recruitment

External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation.

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There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes:

Job analysis is the process of examining jobs in order to identify the key
requirements of each job. A number of important questions need to be explored: the title of the job to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organization. Job analysis is used in order to: 1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff. 2. Set out the training requirements of a particular job. 3. Provide information which will help in decision making about the type of equipment and materials to be employed with the job. 4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion). 5. Identify areas of risk and danger at work. 6. Help in setting rates of pay for job tasks.

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Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be leaned directly from the person carrying out a task and/or from their supervisory staff. Some large organizations specifically employ 'job analysts'. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer.

Job description A job description will set out how a particular employee will fit into the organization. It will therefore need to set out: the title of the job to whom the employee is responsible for whom the employee is responsible

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a simple description of the role and duties of the employee within the organization.

A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guideline for an employee and/or his or her line manager as to his or her role and responsibility within the organization. Job specification A job specification goes beyond a mere description - in addition, it highlights the mental and physical attributes required of the job holder. For example, a job specification for a trainee manager's post in a retail store included the following:

'Managers at all levels would be expected to show responsibility. The company is looking for people who are tough and talented. They should have a flair for business, know how to sell, and to work in a team. Job analysis, description, and specification can provide useful information to a business in addition to serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a feature of promotion in modern companies. In some companies, for example, employees and their immediate line managers discuss personal goals and targets for the coming time period (e.g. the next six months). The appraisal will then involve a review of performance during the previous six months, and setting new targets. Job details

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can serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in disputes as to 'who does what' in a business. Selection involves procedures to identify the most appropriate candidates to fill posts. An effective selection procedure will therefore take into consideration the following: keeping the costs of selection down making sure that the skills and qualities being sought have been identified, developing a process for identifying them in candidates making sure that the candidates selected, will want the job, and will stay with the company. Keeping the costs of selection down will involve such factors as holding the interviews in a location, which is accessible to the interviewing panel, and to those being interviewed. The interviewing panel must have available to them all the necessary documentations, such as application forms available to study before the interviews take place. A short list must be made up of suitable candidates, so that the interviews do not have to take place a second time, with new job advertisements being placed. The skills required should have been identified through the process of job analysis, description and specification. It is important then to identify ways of testing whether candidates meet these requirements. Testing this out may involve: interviewing candidates asking them to get involved in simulated work scenarios asking them to provide samples of previous work getting them to fill in 23

personality and intelligence tests giving them real work simulations to test their abilities.

The external sources Of Recruitment are:

1. PRESS ADVERTISEMENTS Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.

2. EDUCATIONAL INSTITUTES Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.

3. PLACEMENT AGENCIES

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Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing) 4. EMPLOYMENT EXCHANGES Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. 5. LABOUR CONTRACTORS Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs. 6. UNSOLICITED APPLICANTS Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization.

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7. EMPLOYEE REFERRALS / RECOMMENDATIONS Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union. 8. RECRUITMENT AT FACTORY GATE Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies. Apart from these there are some other sources which are nowadays commonly used by the organizations. These sources are

Third party recruitment Recruitment Process Outsourcing (RPO) E-Recruitment

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THIRD PARTY RECRUITMENT firms are usually distinguished by the method in which they bill a company. Outside recruitment agencies charge a placement fee when the candidate they recruited has accepted a job with the company that has agreed to pay the fee. Fees of these agencies generally range from a straight contingency fee to a fully retained service which is similar to placing an attorney on retainer. All recruitment agencies are defined by the placement of a candidate to a particular job within a company. RECRUITMENT PROCESS OUTSOURCING (RPO ) is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider. RPO may involve the outsourcing of all or just part of recruitment functions and process. The external service provider may serve as a virtual recruiting department by providing a complete package of skills, tools, technologies and activities. The RPO service provider is "the" source for in-scope recruitment activity. On the other hand, occasional recruitment support, for example temporary, contingency and executive search services are more analogous to out-tasking, cosourcing or just sourcing. In this example the service provider is "a" source for certain types of recruitment activity differentiating. The biggest distinction between RPO and other types of staffing is Process. In RPO the service provider assumes ownership of the process, while in other types of staffing the service provider is part of a process controlled by the organization buying their services.

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E-RECRUITMENT covers a range of Web-based application tools used for the provisioning (typically) of human resources. These applications assist in the recruitment of suitable candidates for vacant positions. Some applications do this by semi-automating the entire recruitment and hiring process. E-recruitment applications (or software packages that are web-enabled) typically enable recruitment teams to create job postings, manage job application responses, schedule interviews and manage other recruitment tasks. This dramatically reduces the labor and money spent improves the quality and quantity of the applicant pool.

Recruitment Policy Of a Company

In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system

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to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

Components of The Recruitment Policy

The general recruitment policies and terms of the organization Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment A recruitment policy of an organization should be such that: It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect. Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. 29

 Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organizational needs.

Factors Affecting Recruitment Policy

Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.

Selection Process

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Selection is the system of functions and devices adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and requirements or not. The obvious guiding policy in selection is the intention to choose the individual candidate who can most successfully perform the job from the pool of qualified candidates. Selection of personnel to man the organization is a crucial, complex and continuing function. The ability of an organization to attain its goals effectively and to develop in a dynamic environment largely depends upon the effectiveness of its selection programme. If right personnel are selected, the remaining functions of personnel management become easier, the employee contribution and commitment will be at optimum level and employee-employee relations will be congenial. If the right person is selected, he is a valuable asset to the organization and if faulty selection is made, the employee will become a liability to the organization.

Selection Procedure

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JOB ANALYSIS: Job analysis forms the basis for selecting the right candidate. It includes a detailed study of the positions for which recruitments are to be made, in the form of Job Description and Job Specification

HUMAN RESOURCE PLAN : Under this plan estimates are laid for the future requirement of employees. This forms the basis for the future recruitment function.

RECRUITMENT : It refers to the process of searching for prospective employees and stimulating them to apply for jobs in an organization.

DEVELOPMENT OF BASIS FOR SELECTION : This involves the selection of appropriate candidates from the applicants pool by adopting suitable techniques for screening.

APPLICATION FORM : This is also known as application blank. This technique is utilized for securing information from the prospective candidates.

WRITTEN EXAMINATION : Application form is followed by written examination for the short listed candidates for assessing the candidates ability, aptitude, reasoning and knowledge in various disciplines.

PRELIMINARY

INTERVIEW :

Preliminary

interview

is

to

solicit

necessary information from the prospective applicants and to assess the applicants suitability to the job.

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TEST : Test is essentially an objective and standardized measure of sample of behavior from which inferences about future behavior and performance of the candidate can be drawn. Tests can be of following type: o Aptitude Test : This test measure whether an individual has the capacity or latent ability to learn a given job if adequate training. Aptitude test can be further subdivided in to Intelligence test Emotional test Skill test Psychometric test

o Achievement Test : These tests are conducted to measure the value of a specific achievement when an organization wishes to employ

experienced candidate. o Situational Test : This test evaluates a candidate in a real life situation o Interest Test : These tests are inventories of the likes and the dislikes of the candidate in relation to the job, work, occupations, hobbies and recreational activities. o Personality Test : These tests prove deeply to discover clues to an individuals value system. o Multi-Dimensional Testing : Organizations develop such tests in order to find out whether the candidates possess a variety of skills or not,

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candidates ability to integrate the multi-skills and potentiality to apply them based on situational and functional requirement. INTERVIEW: In this step, the interviewer matches the information obtained about the candidate through various means to the job requirements and to the information obtained through his own observation during the interview. Tests can be of following types:o Background information interview o Job and probing interview o Stress interview o Group discussion interview o Panel interview o Decision making interview

MEDICAL

EXAMINATION :

Certain

jobs

require

certain

physical

qualities like clear vision, percept hearing, unusual stamina, tolerance of hard working conditions, clear tone etc. medical examination reveals whether or not a a candidate possesses these qualities. REFERENCE CHECK : At this step candidates are required to give the names of references in their application forms. This is done in order to verify the information provided by the candidate.

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JOB OFFER : After taking the final decision, the organization has to intimate this decision to the successful as well as unsuccessful candidates. Those selected are offered the job and the candidate has to communicate his/her acceptance to the offer. He/she can also approach the organization for the modification of the job letter and in case things are not working out the offer is rejected by the candidate.

EMPLOYMENT: The Company may modify the terms and conditions of employment as requested by the candidate and thereby place them on the job.

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INTRODUCTION OF TELECOM SERVICES

With a strong population of over 1.1 Billion, India has become one of the most dynamic and promising telecom markets of the world. In recent times, the country has emerged as one of the fastest growing telecom markets in the world. During 2003-2007, the country witnessed the number of phones increasing more than triple and total tele-density rose from 5.1% to 18.2%, according to Indian Telecom Analysis (2008-2012), a new research report by RNCOS: Key Findings The total telecom subscription in India surged at a CAGR of over 38% from fiscal 2003 to fiscal 2007, making the country the third largest telecom market in the world. Mobile phones accounted for 80.2% of the total telephone subscriber base at the end of March 2007. The Internet subscriber base in the country, as on March 31, 2007, stood at 9.3 Million as compared to 6.9 Million on March 31, 2006 registering a growth of 34.8%.

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By fiscal 2010, Indian will require around 330,000 telecom network towers. To meet this enormous need, the telecom operators are resorting to network infrastructure sharing.

This sector thus, has a huge manpower requirement and the attrition rate is also on the higher side. Hence, the role of HR department is crucial and critical for an organizations success in this sector.

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INTRODUCTION OF THE COMPANY

Reliance Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by Shri Dhirubhai H Ambani (1932-2002), ranks among Indias top three private sector business houses in terms of net worth. The group has business interests that range from telecommunications (Reliance Communications Limited) to financial services (Reliance Capital Ltd) and the generation and distribution of power (Reliance Energy Ltd). Reliance ADA Groups flagship company, Reliance Communications, is India's largest private sector information and Communications Company, with over 40 million subscribers. It has established a pan-India, high-capacity, integrated

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(wireless and wireline), convergent (voice, data and video) digital network, to offer services spanning the entire infocomm value chain. Other major group companies Reliance Capital and Reliance Energy are widely acknowledged as the market leaders in their respective areas of operation.

Reliance Capital
Reliance Capital is one of Indias leading and fastest growing private sector financial services companies, and ranks among the top 3 private sector financial services and banking companies, in terms of net worth.

Reliance Energy Limited

Reliance Energy Limited, incorporated in 1929, is a fully integrated utility engaged in the generation, transmission and distribution of electricity. It ranks among Indias top listed private companies on all major financial parameters, including assets, sales, profits and market capitalization.

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It is Indias foremost private sector utility with aggregate estimated revenues of Rs 9,500 crore (US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4 billion).

. Reliance Media & Entertainment

As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the Groups foray into the media and entertainment space. Reliance Entertainments core focus is to build significant presence for Reliance in the Entertainment ecosystem: across content and distribution platforms.

Reliance Communications Limited

The flagship company of the Reliance ADA Group, Reliance Communications Limited, is the realization of our founders dream of bringing about a digital

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revolution

that

will

provide

every

Indian

with

affordable

means

of

communication and a ready access to information. The company began operations in 1999 and has over 20 million subscribers today. It offers a complete range of integrated telecom services. These include mobile and fixed line telephony, broadband, national and international long distance services, data services and a wide range of value added services and applications aimed at enhancing the productivity of enterprises and individuals.

Its Structure

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Companys Values

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 Shareholder Interest
They value the trust of shareholders, and keep their interests paramount in every business decision we make, every choice they exercise.

People Care
They possess no greater asset than the quality of their human capital and no greater priority than the retention, growth and well-being of their vast pool of human talent

Consumer Focus
They rethink every business process, product and service from the standpoint of the consumer so as to exceed expectations at every touch point.

Excellence in Execution
They believe in excellence of execution in large, complex projects as much as small everyday tasks. If something is worth doing, it is worth doing well.

Team Work

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The whole is greater than the sum of its parts; in their rapidly-changing knowledge economy, organizations can prosper only by mobilizing diverse competencies, skill sets and expertise; by imbibing the spirit of thinking together -- integration is the rule, escalation is an exception. Leade rship by Empowerment

They believe leadership in the new economy is about consensus building, about giving up control; about enabling and empowering people down the line to take decisions in their areas of operation and competence.

Social Responsibility
They believe that organizations, like individuals, depend on the support of the community for their survival and sustenance, and must repay this generosity in the best way they can.

Respect for Competition

They respect competition because theres more than one way of doing things right. They can learn as much from the success of others as from their own failures

An Overview of Reliance Communication Ltd.

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The Late Dhirubhai Ambani dreamt of a digital India an India where the common man would have access to affordable means of information and communication. Dhirubhai, who single-handedly built Indias largest private sector company virtually from scratch, had stated as early as 1999: Make the tools of information and communication available to people at an affordable cost. They will overcome the handicaps of illiteracy and lack of mobility. It was with this belief in mind that Reliance Communications (formerly Reliance Infocomm) started laying 60,000 route kilometres of a pan-India fibre optic backbone. This backbone was commissioned on 28 December 2002, the

auspicious occasion of Dhirubhais 70th birthday, though sadly after his unexpected demise on 6 July 2002. Reliance Communications has a reliable, high-capacity, integrated (both wireless and wireline) and convergent (voice, data and video) digital network. It is capable of delivering a range of services spanning the entire infocomm (information and communication) value chain, including infrastructure and services for enterprises as well as individuals, applications, and consulting. Today, Reliance Communications is revolutionizing the way India communicates and networks, truly bringing about a new way of life.

Its Businesses

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Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG) of companies. Listed on the National Stock Exchange and the Bombay Stock Exchange, it is Indias leading integrated telecommunication company with over 40 million customers. Our business encompasses a complete range of telecom services covering mobile and fixed line telephony. It includes broadband, national and international long distance services and data services along with an exhaustive range of value-added services and applications. Our constant endeavor is to achieve customer delight by enhancing the productivity of the enterprises and individuals we serve. Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002, coinciding with the joyous occasion of the late Dhirubhai Ambanis 70th birthday, was among the initial initiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhais dream of ushering in a digital revolution in India. Today, we can proudly claim that we were instrumental in harnessing the true power of information and communication, by bestowing it in the hands of the common man at affordable rates.

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HR Department in Reliance Communications

In my book, we have no greater asset than the quality of our intellectual capital, and no greater priority than the growth and retention of our vast pool of talent Anil Dhirubhai Ambani At Reliance - Anil Dhirubhai Ambani Group, they recognize the critical role that their people play in the success and growth of each of their businesses. It is the skill and initiative of their workforce that sets them apart from their peers in todays knowledge-driven economy. It is their commitment and dedication that lends them the competitive edge, and helps them stay ahead of the curve. Their strong team of professionals is among the youngest in the country, and consists of some of the most dynamic, motivated and qualified individuals to be found anywhere in the world. First-rate management graduates, highly trained engineers, top-notch financial analysts and razor sharp accountants they have on their rolls some of the brightest minds in the business.

The Departments Mission

Their transparent HR policies and robust processes are driven by a single overarching objective: To attract, nurture, grow and retain the best leadership talent in every sector and industry is which they operate.

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Their aim is to create a team of world beaters that is: Committed to excellence in quality, Focused on creation and enhancement of stakeholder value Responsive to evolving business needs and challenges Dedicated to uphold the core values of the Group

The Departments Promise

In order to achieve their objective, they offer their people: Growth opportunities to expand leadership capabilities True meritocracy and freedom to choose career paths Opportunities to develop and hone leadership and functional capabilities An entrepreneurial environment where people can pursue their dreams Competitive compensation

In addition, they follow a well-defined Rewards & Recognitions programme that periodically identifies exceptional individual and team achievers among the various business functions and verticals in the Group.

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The Departments Expectations

Reliance ADAG encourages its employees to take leadership, at all levels of the organization, and participate in accelerating growth of their businesses to build a formidable enterprise. Leaders in Reliance - ADAG are expected to: Always keep the customers needs in mind and constantly innovate Execute flawlessly and with speed Sustain and strengthen the groups spirit of entrepreneurshiptaking

ownership and accountability for their actions

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RELIANCE HR SERVICES PRIVATE LIMITED

Anil Ambani wants to go one-up on the likes of HR consulting giants like Manpower. The ADAG chairman wants to expand the scope of recently-formed group company Reliance HR Services-whose present mandate is to handle inhouse staffing requirements-to one which is capable of meeting similar needs of other companies so that it can emerge as a highly lucrative cash cow. The company which came into being on April 1, 2008 intends to close 2008-09 with a turnover of Rs. 300-500 crore. Amitabh Ghosh, CEO of Reliance HR Services Private Limited wants to move out from merely meeting internal needs of group to cover third-parties also from 2009-10. Thus, the company intends to handle both domestic and global corporations. The company recently employs 20,000, who are seconded to various ADAG firms. In the next five years the company intends to employ 5 lakh professionals for the group itself. Reliance HR Services Private Limited currently operates out of office premises of various ADAG companies. The offices of the company would be spread all over the country in the manner shown below:

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HR Structure -

Location Head

Payroll Executive

Resource Management Executive

Compliance Officer

MIS Executive

Field Recruiter

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RECRUITMENT AND SELECTION PROCESS AT RELIANCE HR SERVICES PRIVATE LIMITED

Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside. The recruitment and selection process at Reliance HR Services Private Limited begins with management determining the exact need of the posts to be filled. There are a number of posts which have to be filled, for example ASM, SE, SA, FSA, TL etc. for the different businesses. Then, the management shortlists the resume of the candidate whose attributes match with the job description and specification required for the job. The organization get many resumes of unsolicited applicants on a daily basis which they shortlist according to the qualification and experience for a particular post. As the candidate visits to submit his resume he is asked to

52

fill in the first page of Interview Record Sheet as shown in Appendix 1, which he takes along with him in the interview room. The recruitment process at Reliance starts with the enquiry/ walk-in management of the candidate when he submits his resume, which consists of registration of the candidates and eligibility verification of the candidates name, phone number, age, qualification and experience. It also consists of taking two references of peers and providing job brief and information regarding compensation, career progression and expectation setting in the company. Then, after the formalities, a preliminary interview/ screening is conducted by the personnel of the HR department who screen and shortlist the candidates on the following attributes: Job Understanding Willingness to work Compensation clarity Functional Knowledge Validation Target Orientation Energy Level Sample sales

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Then, the screened candidates go through testing and evaluation stage .

Where

selection tests are a valid method of assessing a candidate (i.e. effectively measures the job criteria, is relevant, reliable, fair and unbiased also considering the predictive capacities of tests), they are an extremely useful tool and are recommended for use. The candidates undergo a selection test and those who manage to score more than the cut off make it to the next round. A sample of Sales and Service Employability Aptitude Test is given in Appendix 2 which the candidate has to take if he has applied for any position in the sales department. The RME evaluates the tests and also validates the cut offs for them. The evaluation sheets are then attached with the interview record sheet of the respective candidate before going in for the final interview. As per the plan the final interview of the candidate will be with the personnels of the Client company. But just now it is looking after the HR process of only Reliance ADAGs group companies. Thus, at last the candidate goes through the final interview with the management personnels of the department and business for which the candidate has applied for. The selected candidates are then made to complete the joining formalities and the rejected ones are given feedback. A list of selected, on hold and rejected candidates is also maintained by the organization for future use.

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The Recruitment Process

E n q uiry/ W a lk M a na g em ent -in (R eg istration, R eferences, E ligib ility V erification, Jo b B rief)

P relim in ary Intervie w/ S cree nin g (Jo b U nd ersta nding, W illin gness, C om p en sa tion, F u nction al K no wled g e)

T es tin g & E v alu atio n

F in al In tervie w (C LIE N T)

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Reliance HR Services Private Limiteds Sourcing Process

Understanding of Client Requirement (Clients Product/ Services, Expectations - Candidate s Profile, Compensation, Benefits, Location, etc.)

Resource Planning (Sourcing channels, Timelines, Responsibilities)

Coordination with Clients (Business) (Sharing sourcing plans and Timelines) Sourcing Activity (Tele calling, Email, Referral Calling, Advertising, Head Hunting, Field Recruitment)

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Understanding of Client Requirement 1. Clients Businesses - Understanding the clients business Profile and its expectation. 2. Candidates Profile - Understanding the candidates age, qualification, experience, and language. 3. Compensation - Understanding the salary and incentive pattern. 4. Benefits - Understanding the PF (Provident Fund), ESIC (Employee State Insurance) and other allowances. 5. Location - Understanding the mobility and conveyance factors.

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Resource Planning

58

S o u rc ing C h a n ne ls

R e s o u rc e A c tivity
D e g ree , M B A C o lle ge s (U p c o u n try) In s titu te-sS p o n s o r E ng , C o m p u te rs , C o u n s e lin g c e n te rs , S tu d y C.e n te rs In te rn a l e m p lo yee s E xte rn a l a lkin s , C a m p us , D ST ;D S A -W T ele c a llin g a nd E m a il s he e t a s R e je c ted D a ta ba s e , C a m p u s D a ta ba s e , E m p lo ym e n t E xc h a n g e L is t of D S A s a n d D S T o f c o m pe titors , H e a d o u ts a t B us s ta n ds an d R a ilw a y S ta tio n s , C a n o p y, P o s te rs , R o ad S h o w s

F o r E xam ple

C am p u s

R e fe rra ls D a ta b a s e

F ie ld R e cru itm e n t J o b P o rtal & H e a d h u n tin g A d v e rtis em e nt J o b F air

W a lkin s: X Y

J ob p os tin g o n N au kri.c o m H e a d h un tin g fo r e xpe rie n c e d c a n did a tes e le ctio n s: S L o c a l ne w s p a p e rs , E n g /L o c a l, R a d io , In s e rts , W alk c e n te rs , W -in d a te & -in alk d a y, C o o rd in a to rs W alkin c e n te rs , W -in d a te & d a y a n d a lk in te r C oo rd ina to rs

R e fe rra ls : Z

Coordination with Clients 1. Sharing of Sourcing plan 59

a. Walk-in dates b. Campus Interview dates c. Up country travel 2. Coordination with ASMs, CMP heads for: a. Walk-in interviews b. Campus Interviews c. Referral Schemes Sourcing Activity (Tools) 1. Campus Interviews 2. Referral Schemes 3. Recruitment from Database 4. Field Recruitment 5. Job Portal & Head Hunting 6. Advertisements 7. Job Fairs

Campus Recruitment 1. Minimum two campuses are covered in a month.

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2. List of UG, PG, Engineering, MBA Colleges , Coaching centers, Spoken English Institutes, Computer Institutes, Study centers with contact details and student strength to be maintained. 3. Target is majorly on Post Graduate Colleges (MA, MCOM, MSC etc.) 4. Only Tier 3 or Up country MBA Institutes are targeted. 5. Posters are pasted on Notice boards, library, Placement office, Canteens and hostels. 6. Appointments for campus recruitment are fixed well in advance. 7. Referrals from campus can taken for: a. Candidates b. Other institutes c. Ex-students d. Coaching Centers e. Study Centers f. Hostels and Lodges

Internal Referrals-SAARATHI 1. List of SAMs, SEs and ASMs with email addresses. 61

2. List of email address of employees in CMP locations. 3. Posters of advertisement in Reliance offices, Web stores. 4. Drop boxes at CMP locations and Web stores. 5. Rewards and recognition on weekly/ fortnightly basis.

Database Recruitment

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D atabase

Tele C alling Target

Em ail

A udience

W alk -ins

R eferrals

Selections

Database Generation

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Cam puses (Degree Colleges, Private Institutes, Study Centers)

DSAs and DST s (Hutch, Airtel, BSNL, MTNL, VSNL, ICICI, LIC, etc.)

Job Fairs/Job Mela

REFERRALS

Em ploym ent Exchanges

Existing Em ployees (SAs, SEs, ASMs) Database

Advertisements W alk-ins

Field Recruitment
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Competitors, DSAs & DSTs

Handouts & Posters at Bus stands and Rly Stations

Tele Calling on 20 resumes per day Target

Canopy Campaign & Road Shows

Audience

Walk-ins (10 per day) Selections

Referrals (40 from each walk -ins)

Job Portal
1. Job posting for SAs/ SEs on Naukri.com and other portals.

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2. Headhunting for SEs/TL/FSA from competitors. 3. A target of two SEs/TL/FSA per week from competitors.

Advertisement Based Recruitment

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Advertisem ent, Inserts (1 in 1 m onth) M essage/ Com m unication (Eng/Local Language) Target

M edium (Local Newspaper)

Audience

Walk -ins (75-100 per day)

Referrals 150-200(2 from each walk -ins) Selections

OBJECTIVE OF THE STUDY

The basic objective of this project is known the process of recruitment of a new employee.

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 And provide information to the company that which type of people interested in this company. To explore the methodology and types of recruitment process that takes place in an organization. The study of the recruitment policy of the company and the functions and relevance of selection process, for the employees as well as the organization.

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RESEARCH METHODOLOGY

The research methodology adopted during this project was divided into three parts: Questionnaire Design Field Study or Survey, and Analysis of data

All the three parts were carried out under the guidance of the in-charge project guide complying with the organizational standards. A Questionnaire meets the research objectives only it meets the two basic criteria i.e. Relevance and Accuracy. Keeping these criteria in mind a

Questionnaire was designed to extract all the relevant information from the respondents. Majority of the questions were closed ended to extract exact information from the respondents. The concerned department examined the questionnaire and a pilot survey was successfully carried out to gauge its response and effectiveness. Only after the successful pilot run was the actual study conducted.

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Field Study or Survey is a method of data collection. For the Field Study, a list of respondents was created with definite criteria in mind. The criteria included the various departments, roles, demographics and experience to give an overall representation to the sample. A few extra people were also listed to manage any contingency. The questionnaire was circulated among the respondents and instructions for filling up were also provided, a sufficient period of time was given to them for responding. Later the questionnaires were collected for further processing. Any study is incomplete if the data gathered is not collated and a meaningful inference is not deduced from it. Compilation and Analysis was carried out after the survey was duly completed. The compilation was done according to the desired format, using requisite tools. All standards were met in carrying out this part of the project. Necessary checks were put in place to check for the authenticity and consistency of the information gathered.

Sampling Frame- The sampling frame is the list of ultimate sampling

entities, which may be people, households, organizations, or other units of analysis. It is the list of element from which sample may be drawn. The sampling frame of the project included all the employees presently working in Reliance Communication Ltd., Lucknow.

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Target Population - The target population for our study comprises of all
the employees presently working in any of the office of Reliance Communication Ltd all over India.

Sample Size- The sample size of a statistical sample is the number of

observations that constitute it. A sample size of 50 was taken.

Sampling Method - The method of convenient sampling is used to study

and analyze the recruitment and selection process of Reliance Communication Ltd.. A convenience sample of 50 respondents was decided upon, with respondents making up a good representation of the overall organizational mix. Convenience sampling is used in exploratory research where the researcher is interested in getting an inexpensive approximation of the truth. As the name implies, the sample is selected because they are convenient.

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ANALYSIS OF THE DATA --

Source of Information about new job opening at Reliance

Website Direct Application Employment Agencies Personal Referrals Advertisments Newspaper 0 Newspaper Series1 2 2 4 6 8 10 12 14 16 18

Advertismen Personal Employment Direct ts Referrals Agencies Application 0 18 3 8

Website 0

Recruiting talent is seeing a new high as organizations are spending a lot to attract the right talent. Organizations are using a host of innovative and at the same time run-of-the-mill methods to hire employees. But in order to be effective and innovative, the compromise has been settled on the high costs. Personal referral is the most effective and cheapest mode of recruitment. Companies

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encourage their employees to refer people for different positions. It ensures that they attract the best talent and also gives an empowering signal to employees about their engagement within the country. Now as the study suggests that more than half the respondents had come to know about the job openings at Reliance through Personal Referrals, we can easily conclude that the employees at Reliance are happy with the organization and in turn are attracting more talent to the organization. Secondly, we can also conclude that the information dissemination internally is very good. It also shows that the number of people with personal referrals getting selected in the organization is the highest in number. Thus, the organization is successful in saving a lot of cost on recruitment. The negative point which comes out of this is that our Websites, Advertising and Newspaper Ads are not attracting many people. Though, there are direct applications also which are an inexpensive source of recruitment. In this way too, they are able to capture the profiles of a significant number of potential candidates that help in recruitment process.

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Rating the Recruitment/Selection Process

18 16 14 12 10 8 6 4 2 0 Highly Efficient 5 Efficient 17 Neutral 7 Ineffecient 1 Highly Ineffecient 0

Series1

The result from the next question justifies it why the personnel referrals are most important source in Reliance. The respondents who have already been through the Reliance Recruitment/Selection process find it to be efficient except for one person who finds it In-efficient. It also showed that all those 7 who gave neutral responses were mostly from Finance and Marketing department and mostly all managers.

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Satisfaction rating with the Recruitment Process

16 14 12 10 8 6 4 2 0 Extremely Satisfied 7 Satisfied 16 Neutral 4 Dissatisfied 3 Extremely Dissatisfied 0

Series1

Before we get on with the analysis of the next part it is important that we differentiate between Efficiency and Satisfaction. By definition Efficiency is the effectiveness or competence of the job whereas Satisfaction refers to the agreement or the contentment with the job. According to the study it is evident that though many people found the process to be efficient though a few were dissatisfied with the process. The dissatisfaction is shown with the increase in the number from one to three. This should be looked into very seriously and the dissatisfaction be removed before it spreads out of the organization, as more than fifty percent of our recruits are personal referrals. It was also seen that out of the three who were dissatisfied two were from finance

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department. It also means that out of the four employees from the finance department two are dissatisfied and that too all are managers.

Likeliness of Recommendation
20

0 Extremely Likely Likely Neutral Unlikely Extremely Unlikely

S1

Extremely Likely Series1 12

Likely 13

Neutral 4

Unlikely 1

Extremely Unlikely 0

Here again we can see that how are employees are referring the organization to potential employees. This goes on to show the satisfaction level of employees is very high. As satisfied internal customers means satisfied external customers this is a positive aspect for the organization.

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Process biased towards Experience than Qualification

Strongly Disagree Disagree Neutral Agree Strongly Agree 0 2 4 Agree 15 6 8 Neutral 3 10 12 14 16

Strongly Agree Series1 8

Disagree 3

Strongly Disagree 1

As a regular complaint from most employees in all big organizations, the response remains same here as well, almost eighty percent of people feel that during the process more relevance is given to Experience than Qualification. This needs to be looked at and it should be clearly mentioned in the application form as well as in the job description as to what would be preferred for a particular position and job and why. This would not only make the employees more satisfied with the process but also make those rejected feel that they are not cheated.

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Is the Recruitment /Selection process adequately advertised

12, 14, 54% 46%

Yes

No

With a major percentage of respondents not coming through Newspaper Ads or websites, it is difficult to say that the Recruitment/Selection process is adequately advertised. The results show a contrary picture, with almost half the respondents agreeing to the advertising presence of Reliance. These respondents should again be quizzed on the places and the content of the advertisement to gain clarity. Of the employees agreeing that the process is adequately advertised most of them were from sales department. And from amongst the employees disagreeing most of them were from marketing department. As the marketing department themselves feel that the process is not adequately advertised some steps should be taken if need arises.

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Satisfatied with Application Form standard

7 27%

18 73% Yes No

Though majority of the respondents are satisfied with the standard of the Application form and its content a few have shown reservation regarding the same. Another study should be carried out to find out the dissatisfaction and changes that people suggest that would make the Application form more agreeable.

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

Here we can see that Information regarding the parameters was not propagated and hence almost Sixty five percent of the respondents who were appearing for an interview were unaware of the judging parameters. This is one of a drawback of the process as the candidates should be properly informed on what parameters they would be rejected or selected so that they can try their best.

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

9, 30%

21, 70%

Yes

No

Interestingly, a lot of people had applied for a change in interview time or requested feedback during their selection process. Almost 9 out of 30 applied for a change in the interview process. The figure below shows the satisfaction level of the people who had made these requests.

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If YES, was the request dealt upto your satisfaction

2 25%

6 75% Yes No

The company should look into the nature of the request which were not satisfied and check if such things can be avoided in the future. As we can see that on an average 25% of the requests were not satisfied which is not a good sign as this can bring a bad name to the company.

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Quality of Inform ation provided a)Regarding the Organization

Poor Below Average Average Above Average Very Good 0 Very Good Series1 8 2 4 6 Average 9 8 10 Below Average 0 12 Poor 0 14

Above Average 13

The next set of questions consisted of many parts and judged the amount of transparency generated by the HR ppersonnels amongst the candidates through the recruitment process. The response to the first part of the question is

overwhelming and it seems everybody was given quality information regarding the orgainzation. The only thing that needs to be looked into is the varying degree of dissemination of the information and in future, efforts need to be made to see that the information is uniformly distributed.

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Quality of Information provided b) Regarding the J ob Description

P oor Below Average Average Above Average Very Good 0 2 4 6 8 10 12 14 16 P oor 1 18

Very Good S eries1 3

Above Average 17

Average 8

Below Average 1

Now, here we can see a great contrast with respect to the above, though people were provided adequate information regarding the organization, there was not enough information regarding the roles that they were about to play in it. The job description which consists of the title of the job, to whom the employee is responsible, for whom the employee is responsible and a simple description of the role and duties of the employee within the organization should be very clear in the minds of the candidate before they starting working on the organization.

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Quality of Information provided c) Regarding the Department

P oor B elow Average A verage A bove Average V ery G ood 0 2 4 6 8 10 12 14 16 P oor 0 18

V ery G ood S eries1 11

A bove A verage 17

A verage 2

Below Average 0

Here the response takes a swing in favour of the information provider as the respondents feel that they were given adequate information about the department that they were about to join.

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Quality of Information provided d) Regarding Salary and Compensation

P oor Below Average Average Above Average Very Good 0 Very Good S eries1 2 2 4 Above Average 11 6 Average 13 8 10 Below Average 3 12 P oor 1 14

The salary and compensation structure was again a sore in the information dissemination, with many respondents feeling that the quality of the information provided was average or below average. Since salary is an important information hence care must be taken to explain it in detail so that all doubts are removed.

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Quality of Information provided e) Regarding J ob Responsibilities

P oor B elow A verage A verage A bove A verage V ery G ood 0 2 4 6 A verage 8 8 10 B elow A verage 3 12 P oor 0 14

V ery G ood A bove A verage S eries 1 5 14

Taking a cue from the response we can conclude that a little more effort is required to make every single candidate applying for the job be aware of the responsibilities expected out of him/her. This needs to be looked into as until the candidates properly knows what their job is all about they would not be able to perform hundred percent and this can later lead to dissatisfied employees and thus a high attrition rate, which is a major problem facing the telecom sector in India.

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Quality of Information provided f) Regarding Work Location

P oor Below Average Average Above Average Very Good 0 2 4 6 8 10 Average 3 12 14 16 18 P oor 0 20

Very Good S eries1 7

Above Average 19

Below Average 1

It seems as if everybody knew about the job location that they were being interviewed for, hence a very high percentage of people were satisfied with the information provided. Care must also be taken that any changes in the work location at a future date should also be communicated in advance.

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Quality of Information provided g) Regarding Reporting Hierarchy

P oor Below Average Average Above Average Very Good 0 Very Good S eries1 8 2 4 Above Average 14 6 Average 6 8 10 Below Average 2 12 P oor 0 14

It is almost an identical situation as the earlier question except that there is a small tilt towards the average to below average side. A lot of care must be taken to explain the hierarcy and the reporting structure to the candidate as it helps him understand more about the organizational structure and his position in it.

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Quality of Inform ation provided h) Regarding Growth Oppurtunities

Poor Below Av erage Av erage Abov Av e erage Very Good 0 Very Good Series1 2 2 4 Abov Av e erage 9 6 Av erage 14 8 10 Below Av erage 5 12 Poor 0 14

Since this parameter is an important one in making a decision to join a n organization or nat, we should ensure that the applicant is well aware of all the growth oppurtunities in the organization. Here probably, some people were dissatisfied with the quality of the information provided. Today everyone wants to grow professionally and that too in very less time. Reliance which is an organization with high growth opportunities should inform all candidates about it so that they feel satisfied and happy about joining such an organization.

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Quality of Information Provided i) Regarding Organizational Culture

P oor Below Average Average Above Average Very Good 0 2 4 6 8 10 12 14 16 P oor 2 18

Very Good S eries1 2

Above Average 17

Average 7

Below Average 2

Here the flow of information is not adequate with around thirty five percent respondents were either averagely satisfied or below satisfation level. Before an employee joins the organization it is important he knows about the culture followed in it so that he can easily adapt to it.

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Updates on status of selection process

14 12 10 8 6 4 2 0 S eries1 Consistently 8 Usually 14 Often 4 S ometimes 3 Never 0

In this question we can see that the employees feel that they were usually kept updated about the status of the selection process. Thus, the organization should ensure that regular updates are always dispatched to the applicants during the entire process. This would instill more transparency in the system and develop more trust in the organization.

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Parts of the Recruitm ent Process in which certain Difficulty was experienced
4, 9% 11, 7% 24% 2, 1, 2% 3, 7% 4% 10, 1, 2% 22% 4% 2, 4% 7, 15% 3,

2,

Recruitment Brochures/Information Test/Interview Scheduling Oral Interview Result Notification

Recruiters Test/Interview Location Background Examination City/D epartment service personnel

Application form Written Examination Process Length

Now for this part of the questionnaire the intention was to capture the potential problems with the process that were faced by the applicants. The largest chunk belonged to the Test and Interview scheduling. Most of the employees felt that the test/ interview was not properly scheduled and the recruitment process was very lengthy. These aspects should be considered so that the candidates dont feel

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any inconvenience during the process. Apart from this 8 of the employees also felt that the recruitment brochures/ information was not up to date and this can also be improved upon. The last question in the questionnaire was an open ended one which asked their comments on the whole recruitment and selection process. The responses were as follows: Some told that the basic eligibility qualification for almost all jobs should be raised to post-graduation The recruitment process should be more smooth, flexible and less time-taking The recruitment process should be advertised more to attract more talent Experience should not be an important criterion for all jobs and thus the freshers should be promoted easily to get a job easily During the recruitment process, proper and timely feedback should be given at each stage Compensation schemes should be explained more comprehensively to the employees Other sources of recruitment should also be incorporated and the company should not completely rely on personal referrals. The designation and job profile should be made more clear for different departments ande businesses.

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LIMITATIONS OF THE STUDY

It is always true that there is no end to learning and experimentation, similarly we can never conclusively say that a study is complete. This study could also have been more comprehensive but due to paucity of time, the number of samples and questions both were limited to a certain extent. Still the results deduced from the study are well supported by the data available. Had time permitted, the study could have also included the analysis of the interview process and the success of the entire recruitment and selection process by calculating ratios which were not included. 1. The data gathered over the entire span of this project may not be completely accurate due to the unpredictability of human nature. 2. A short time-frame of only two months might not be enough to yield the desired results that were envisioned during the commissioning of this project. 3. The results would had been better reflected if the study would had covered other locations across the country 4. More representation from several departments at all levels would had given a good mix to the respondents pool 5. Since a convenience sample was sought, many potential respondents may have been missed.

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FINDINGS, ANALYSIS AND INTERPRETATION

After due collation of data gathered, the entire data was subjected to the analysis phase, data was tabulated and meaningful results were derived from it. Appropriate tools used to draw graphs and charts to display the results collected from the survey. From the sample size of 50 questionnaires distributed only 30

questionnaires were recovered. A total of fifteen questions were incorporated in the questionnaire, which spanned from basic information to very relevant business information. Starting from the first question onwards the results are displayed in the form of charts and the deduced result is mentioned below it. The first question was an open-ended question asking the position for the person apply for in the organization. It was just to make candidate a little comfortable and attentive.

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RECOMMENDATIONS
Having considered all the responses available and the issues set out above, following recommendations can be made: 1. Though Reliance follows a strict process for reference check but still at occasions the existing format proves to be inefficient. The main fault is the type of reference check used. Resume check is the only method of background check adopted by Reliance. Verifying the information furnished, with the references provided by the candidate himself does this. This method is open to ample amount of manipulation. Candidate may tend to conceal information, which may reflect a negative picture of his background, and the same could be critical for the organization. For this purpose Reliance need to adopt other methods of background check. These could Here the candidate is check for any involvement in unlawful practices be of following types: Criminal check :. This involves verifying with the local authorities that he/she is not involved in any criminal activities. Else the candidate can also be asked to get a certificate verifying the same. Resume check : This is most common method wherein the information furnished by the candidate in the resume is cross checked with his/her past employer, or the references provided in the resume.

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Education check : Education check demands the verification of the various certificates and degrees awarded to the candidate. This pertains to verification of the educational qualification assured by the candidate.

Drug screening : This is checked by the medium of a medical examination Physical exam : Physical check is performed for the positions for which strength and stamina is required. This can again be done by medical check

Psychological testing : A psychological test is a standardized instrument designed to measure objectively one or more aspects of a total personality by means of samples of verbal or nonverbal responses. Psychometric assessments are used to enhance the quality and quantity of available information and to promote fairness and equality of opportunity for all.

2.

Ensure an up-to-date job description which contains information related to : Specific tasks and activities required for a job The knowledge, skills and abilities required for effective performance by the job incumbent

3.

Evaluate the recruitment strategy to determine its efficacy. For example: Conduct a cost-benefit analysis in terms of the number of applicants referred, interviewed, selected, and hired Compare the effectiveness of applicants hired from various sources.

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4.

Continuation of the Employee Referral Scheme and to monitor and expand the scheme dependent on its success. But other sources should also be Incorporated to bring high quality of talent to the company.

5.

More information about job openings should be circulated at web-worlds all over the country and the candidates could be screened through video conferencing at the web-worlds itself so that the candidates dont have to come all the way to another city for the first round.

6.

Other statistics should also be calculated from time to time to check the success of the recruitment and selection process. They are: Selection rate - Percentage hired from a given group of candidates Acceptance Rate - Percentage of rejected job offers Success Base Rate -Comparing percentage rate of past applicants who were good employees to that of current employees Recruiting Yield Pyramid/ratio should be calculated: It is the number of candidates who pass a particular recruitment hurdle divided by the no. who attempted the hurdle.

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CONCLUSION
The responses received from employees were analyzed properly and it is concluded that the direct method of recruitment and selection is to meet suitable and gives the best results. However, it has also been opined that this method is time-consuming. Satisfaction level of employees is high about the present practice of recruitment & selection of Reliance Communication Ltd. Lucknow and they want continuance of the same practice in future. It has been expressed that eligibility criteria are very rigid, but for such dispute-prone activity of recruitment & selection, rigidity of norms are necessary.

The employees are of the view for good and healthy sign of Reliance Communication Ltd. Lucknow can survive the future challenges by hiring of the multi skilled and career expected personnel through Stress Level and Psychometrics Test. But, they are of the opinion that it will be better if all the process of recruitment & selection, i.e., written test, trade test, & interview can be done on the same day. Most of the employees have responded that at Reliance Communication Ltd. Lucknow selection should be through campus interview and Internet.

Therefore, based on the response received from the employees, we reach to the conclusions that the recruitment and selection practices of Reliance Communication Ltd. Lucknow are quite satisfactory and effective in identifying & inducting quality workforce, yet the following suggestions, if implemented, can make the recruitment & selection process more effective at Reliance Communication Ltd. Lucknow.

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APPENDICES
Appendix 1: Interview Record Sheet

Interview Record Sheet

For Office use only: Name of candidate

Position considered for _______________________________________________

City where the job exists _______________________________________________________ Language Known English Hindi Vernacular

Spoken (Y/N) Written (Y/N) Read (Y/N)

_______ _______ _______

_______ _______ _______

___________(Specify) ___________(Specify) ___________(Specify)

Current and previous Job (Nature of responsibility, critical task performed, % of result achieved. Ist Job :

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Nature of responsibility __________________________________________ Critical Tasks performed a. ______________________________________ b. ______________________________________ c. Achievement ______________________________________ _____________________________________________

Name of the supervisor (Ist Job) ____________________________(Reference) IInd Job : Nature of responsibility __________________________________________ Critical Tasks performed a. ______________________________________ b. ______________________________________ c. Achievement ______________________________________ _____________________________________________

Name of the supervisor (IInd Job) ___________________________(Reference)

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

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What kind of Growth (Learning and Designation) the candidate is expecting in the next 3 years.

Parameter

Ratings 1-4 1 low 4 high

Remarks

Appearance and Mannerisms Family Background Self Image and Confidence Communication and clarity in speech Corporate Sales Experience

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Experience from Telecom Industry Market Orientation Awareness about Reliance & the telecom industry Patience Integrity and Reliability Interpersonal Skills

TOTAL /40 Written test Score IQ Test Score /84 /15 (The score should not be less than 28)
58 -Passing score 11 - Passing score

Current CTC of the candidate

Monthly

Annual

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Assessment of the interviewer

Why the candidate should be offered?

Candidate selected for the position Result of the Interview Candidates acceptance of offer SELECTED / REJECTED YES / No

Name of the RME/ LH Name of the Interviewer

Signature Signature

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QUESTIONNAIRE
Name-............................... Age -. Gender : Male( ) Female( ) Address -. E-mail Id Designation -. Name Of The Company -.
Q1. Which position did you apply for in the company?

Q2. Where did you get to know about the new job opening in the organization? Newspaper Advertisement Personal referrals

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Employment agencies Direct application Website

Q3. Did you find the Reliance recruitment/selection process to be: Extremely efficient Efficient Neutral Inefficient Highly Inefficient

Q4. What was your overall satisfaction with the recruitment process? Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied

Q5.How likely are you to recommend the company to a friend or a colleague? Extremely Likely Likely Neutral Unlikely Extremely Unlikely

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Q6. The Reliance recruitment process is biased more towards experience than towards qualifications. Strongly Agree Agree Neutral Disagree Strongly Disagree

Q7. Did the recruiter you were engaged with keep you updated on the status of your selection process? Consistently Usually Often Sometimes Never

Q8. Did you experience (or are you experiencing) difficulty or concern with any of the following aspects of the recruitment/selection process: Recruitment Brochures/ information Recruiters The application Form

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Test/Interview scheduling Test/Interview location Written examination Oral interview Background examination Length of the process Notification of the results City/ Department service personnel Others (please specify):

Q7. Do you think that the recruitment and selection process is adequately advertised? Yes No

Q8. Were you satisfied with the standards of the application form? Yes No

Q9. Were you informed about the parameters on which you would be judged before the interview process?

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Yes No

Q10. During the selection process, did you contact the Recruitment Services to change an interview time or request feedback? Yes No

Q11.If yes, then were you treated respectfully and was the issue dealt with by Recruitment Services to your satisfaction? Yes No

Q12. Rate the quality of information provided to you regarding the position you were being interviewed for:

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Excellent Information about the organization Job Description Department Salary and Compensation Job Responsibilities Work Location Reporting Hierarchy Growth Opportunities Organizational culture

Very Good

Average

Below Average

Poor

Q15. Are there any further comments that you would like to make on the whole recruitment and selection process? 111

Demographic Profile:Age 20-25 Gender Male Department HR Sales Designation Manager Work Experience <1 Yr 1-3 Yrs 4-10 Yrs >10 Yrs Executive Interns Supervisor Associate Marketing Finance IT Female 26-30 31-35 >35

Thank You for your response

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BIBLIOGRAPHY

www.wiki.answers.com www.hrmadvice.com www.recruitment.naukrihub.com www.relianceadagroup.com Tripathi, P.C., Human Resource Development, New Delhi, Sultan Chand & sons, 2003.

Rao, V.S.P., personal management, New Delhi, Sultan Chand & Sons, 2001.

Business Research Methods by William G. Zikmund

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