CHANDANI MISHRA.docx

8/10/2019 CHANDANI MISHRA.docx

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Project Report

On

RECRUITMENT & SELECTION PROCESS WITH

SPECIAL REFERANCE OF BIG BAZAAR FUTURE VALUE

RETAIL LTD.

A PROJECT REPORT SUBMITTED IN PARTIAL FULLFILMENT OF THE

REQUIREMENT FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Affiliated to GBTU Lucknow

UNDER THE GUIDANCE OF SUBMITTED BY-

Mrs.SHILPA SHARMA CHANDANI MISHRA

MBA IVth Sem

Roll.No.1236670002

NIKHIL INSTITU TE OF MANAGEMENT FARAH MATHURA


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STUDENT DECLARATION

I hereby declare that the project titled "RECRUITMENT & SELECTION

PROCESS WITH SPECIAL REFERENCE OF BIG BAZAAR FUTURE

VALUE RETAIL LTD." is an original piece of research work carried out

by me under the guidance and supervision of Mr. KAMAL SINGH at

BIG BAZAAR. The information has been collected from genuine &

authentic sources. The work has been submitted in partial fulfillment of

Master of Business Administration of Nikhil Institute of Management Farah

Mathura, India, is my original work and not submitted for award of any other

degree, diploma, fellowship, or other similar titles project.

Place: Agra

Date:


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University study Center Certificate

This is to certify that the project report entitled "RECRUITMENT &

SELECTION PROCESS WITH SPECIAL REFERENCE OF BIG BAZAAR

FUTURE VALUE RETAIL LTD."Submitted in partial fulfillment of the

requirements for the degree of Master of Business Administration, CHADANI '

has worked under my supervision of under guidance and that no part of this

report has been submitted for the award of her degree, Diploma, fellowship or

other similar titled or prize and work has been published in any journal of

Magazine.

CHANDANI MISHRA

MBA IVth Sem

Roll.No.1236670002


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Examiner's Certificate

The project report of CHADANI on "RECRUITMENT & SELECTION

PROCESS WITH SPECIAL REFERENCE OF BIG BAZAAR FUTURE

VALUE RETAIL LTD." is approved and is acceptable quality and form.

Seal Examiner External Examiner


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ACKNOWLEDGEMENT

I am fortunate to have got an opportunity to undergo the internship at Big Bazaar. The

project has been very useful for me in understanding the various pragmatic aspects of the

management function practice in the real world.

I express my deep sense of gratitude to Mrs.Shilpa Sharma , for their counsel through out

my training. I would also like to express my gratitude to all the members for their assistance

and constant motivation.

Above all, I give my special thanks to all my faculty members who have supported me. I am

very thankful to all of them who have guided me for my project.

CHANDANI MISHRA

MBA IVth Sem

Roll.No.1236670002


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TABLE OF CONTENTS

Topics Page No.

1. Executive Summary 1

2. Introduction 2

3. Recruitment and Selection 4

Recruitment 5

Guiding Principles Of Recruitment 6

Recruitment Strategies and Resources 7

Position Announcements 8

The Recruitment Industry 8

The Recruitment Process 11

Selection 13

Objectives of Recruitment and Selection 24

Recruitment and Selection Policy Statement 24

Company Profile 25

Recruitment and Selection Guidelines of Big Bazaar 29

Recruitment and selection policies for executive and management

trainee32

Receive for a successful recruitment and selection process 37

4. Objective of the study 51

5. Research methodology 52

6. Analysis and Interpretation 56

7. findings 70

8. Recommendations 71

9. conclusions 72

10. Limitations 73

11.Appendics 74

12. Bibliography 77


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EXECUTIVE SUMMARY

Recruitment is not a magical process of having people sign up, but is one of the most critical

aspects of operating your program.

Recruitment should be a strategic process that connects candidates who need what you have

to offer and who possess the skills and aptitude to accomplish your goal and objectives.

The recruitment and selection unit is dedicated to recruiting and selecting qualified

candidates for appointment. This process includes administering all testing phases from the

written examination up until applicants are appointed. The recruitment and selection process

should ensure fairness and consistency throughout the entire process. It should be

administered in such a way that only those applicants who meet various job related standards

are offered positions of appointment. The recruitment and selection units should actively

recruit and participate in event that will foster a diverse applicant pool. Recruiting from a

pool of targeted leads can decrease member attrition.

The objective of my study was to understand the recruitment and selection practices. In this

report, I have tried to include all the issues related to recruitment and selection process which

I could gather after reading various articles on Human Resource.


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INTRODUCTION

In this information age, the importance of human capital and human asset cannot do ignored;

rather it is that line of business that could lead any organization to attain heights. This is thefactor that makes difference between one organization and another. Getting the right person

at the right place and then retaining him is the main area of concern in todays corporate

world. Hence, the emphasis is being laid to device policies and programs in such a manner

that it leads to retention of the desired manpower and thus contributes towards organizational

development. Each organization is now thriving to attain the best person i.e. the

knowledgeable worker and leverage their wisdom towards the achievement of the

organizational objectives. Nobody wants to have the third best or the second best, but to have

the best person in the organization it becomes very difficult to retain them.

Certain great leaders who have made their mark in corporate world by their actions say that

every organization can acquire the same machinery, the same infrastructure etc. But what

makes the difference in one organization to another is the manpower it possess which cannot

be copied down.

Considering the aspect of sourcing, no organization should ever think that once it has

acquired the best talent created favorable conditions to retain them they would not require

going in for sourcing activities.

Hence this should be kept in mind that sourcing is a continuous process, an outgoing one and

will have its existence till the organization functions. The talent that we have acquired and

retained is through its sourcing only. Unless and until a person is sourced from outside, how

will the organization get the best. To have the best it is essential to acquire it from outside.

There has been tremendous change in the technology and for the organization to survive in

this changing scenario; it has become very essential that they keep up with the pace with the

changes in the technology, the change in the culture etc.

Taking for example no organization can even think of operating without the use of

information technology, now it becomes very difficult and costly affair to train the people

within the organization at different level to learn how to make use of this technology. Hence


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sourcing is done and the best talent is acquired so that the

person not only takes case of changing technical needs of the

organization but also be able to make other employee learn from him.

After having determined the number and kinds of personnel required the human resource and

personnel manager proceeds with identification of sources of recruitment and finding suitable

candidates for employment. Both internal and external sources of manpower are used

depending upon the types of personnel needed.

The selection procedure starts with the receipt of applications for various jobs from the

interested candidates. Totally unsuitable candidates are rejected at the screening stage. Man

power planning gives an assessment of the number and type of people required in the

organization.

The next task of the personnel manager is to find out capable and suitable persons who may

be working in the organization itself while others will have to be sought from outside the

organization. It involves persuading and inducing suitable persons to apply for and seek

jobs in the organization.

Recruitment refers to the attempt of getting interested applicants and providing a pool of

prospective employees so that the management can select the right person for the right job

from this pool. Recruitment is a positiveprocess as it attracts suitable applicants to apply for

available jobs. The process of recruitment:

Identifies the different sources of manpower supply.

Assesses their validity.

Chooses the most suitable source or sources.

Invites applications from the perspective candidates for the vacant jobs .


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RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable applicant pool from

which hiring and promotion decisions are made. But prior to recruitment, position description

is necessary while selection includes all the activities, from the initial screening interview to

physical examination if required, that exist for the purpose of making effective selection

decisions.

POSITION DESCRIPTION

A complete, accurate and current position description is the foundation for planning and

conducting the recruitment effort. It should be

Non discriminatory-One should never express a preference for certain age, race or national

origin. In very rare case sex can constitute a bonafide occupational qualification.

Valid-This means they are inherently job related and predict successful performance of the

job.

Defensible-This means they are recognized as legitimate in the field attached to the position.

Objective and Measurable-It should be as objective and measurable as possible. The more

subjective qualification the greater the need to predetermine how it will be qualitatively

assessed.


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RECRUITMENT

Recruitment refers to the process of sourcing, screening, and selecting people for a job or

vacancy within an organization. Though individuals can undertake individual components of

the recruitment process, mid and large size organizations generally retain professional

recruiters.

The recruitment process in India is designed in such a way that each candidate gets the

desired profile according to its own choice. Place the candidate from the right profile, the best

job recruitment agencies, the solution is the end of most Indian job recruitment agencies.

The job recruitment agencies in India involves identifying those posts, preparing the job

description and person specification, advertising, management of the response, theprequalification process, organizing meetings, conducting interviews, making decisions, the

appointment and action. This means that a lot of time and resources must be invested before

the right candidate is selected.

Most recruitment agencies in India follow three stages in the recruitment process, which are

essentially short list of application, preliminary assessment and final interview and selection.

The recruiting India process may include a written test to judge the particular skills of a

candidate. In this case, the test must be carefully prepared, not to deviate from the subject.

Much can be found on the candidate's resume. A good presentation of his resume is in an

organized way and refined talk a lot on the individual. His mentality and attitude can be

judged according to his resume.

Then the interview, which is an important and crucial part of the recruitment process. The

person who takes the interview of the candidate must be well prepared in advance. Concerns

such as the location of the interview, the timing, structure of the question of strategy, the style

of taking the interview must be decided in advance, so that nothing is excluded, and all

subjects properly treated.

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

recruitment process. Until the final decision about a certain candidate is taken, it is important

to keep in regular contact with the candidate. The decision-making process should not take

too long to prevent candidates from taking any other occasion. An applicant must be

informed once the decision is made. He or she must say the entire process of his appointment


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clearly with the details of all documents to be submitted. A

record should be kept of the candidate file for future

reference.

The recruitment process must be strong and justified and shall withstand external scrutiny.

Only a good job recruitment agency with a good understanding of the area and the processcan execute the same success. In India, most of the recruitment agencies to understand the

needs of clients and candidates and they work in a planned way to recruit people.

GUIDING PRINCIPLES OF RECRUITMENT

Appropriate and effective recruitment strategies vary with each position. The length and

scope of the recruitment should be relevant to the position.

In setting the timeline for your recruitment, consider the wording carefully--there are

consequences to your choice.

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

after that date.

If you indicate the position will remain open until filled, you must consider any

applications received until an offer has been extended and accepted.

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

you can decide whether or not to review applications received after the specified date.

When using this wording, it is critical to establish a meaningful date.

Recruitment activities should include good faith efforts to solicit a diverse applicant pool and

affirm that race, sex, age, disability or veteran status will not be used to discriminate.

If the position is in a job group that is underutilized, by women or ethnic minorities,

additional targeted recruitment efforts should be undertaken.

All advertisements andposition announcementsshould be consistent with each other, reflectthe qualifications identified in the position description.

Prior to recruiting for a position, ensure that you know what institutional policies and

procedures apply. Contact your HR Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified positions, consult with the

appropriate HR Director or designee.
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RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring

departments in developing recruitment strategies for each vacancy. General guidelines for

specific types of positions are listed below.

Tenure-track Faculty

Scope of Search: National or regional

Recruitment Resources:

Discipline-specific journals, list-serves, professional associations

Personal contacts with colleagues, alma maters, and alumni associations

Position announcement mailings to doctoral-degree granting universities

Chronicle of Higher Education

Recommended Recruitment Period: At least 3 weeks after appearance of first advertisement;

at least 1 full week after publication of last advertisement

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified Staff

Scope of Search: Regional (for technical or paraprofessional positions) or local

Recruitment Resources:

Position announcement mailings to state employment offices, local vocational and

community colleges.

Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week

after publication of last advertisement

Classified: Contact your HR Generalist for state requirements
http://chronicle.com/http://chronicle.com/http://chronicle.com/


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POSITION ANNOUNCEMENTS

Purpose of the Position Announcements:

Provides applicants, hiring departments and search committees with a general idea of

the nature of the position, the terms and conditions of appointment, salary range, reportage,

and required application materials and application deadline.

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

General Guidelines for Developing Position Announcements:

Use therecommended format,which is either printed on companys own letterhead. Limit

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

Provide enough information to give applicants adequate understanding about the nature of

the position. Identify required and preferred qualifications so that you solicit qualified

applicants and stimulate interest in the position.

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

reasonable accommodation.

Provide a contact name, address and phone number.

Explain application requirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters aim to channel

candidates into the hiring organizations application process. As a general rule, the agencies

are paid by the companies, not the candidates. The industries practice of information

asymmetry and recruiters' varying capabilities in assessing candidate quality produces the

negative economic impacts.

Traditional recruitment agency

Also known as an employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an assessment

before being taken onto the agencys books. Recruitment Consultants then endeavor to match

their pool of candidates to their clients' open positions. Suitable candidates are with potential

employers.

Remuneration for the agency's services usually takes one of two forms:
http://www.kumc.edu/eoo/forms/posann1.pdfhttp://www.kumc.edu/eoo/forms/posann1.pdfhttp://www.kumc.edu/eoo/forms/posann1.pdfhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agencyhttp://www.kumc.edu/eoo/forms/posann1.pdf


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A contingency fee paid by the company when a

recommended candidate accepts a job with the client

company (typically 20%-30% of the candidates starting salary), which usually has some

form of guarantee, should the candidate fail to perform and is terminated within a set period

of time.

Anadvance payment that serves as a retainer, also paid by the company. In some states it

may still be legal for an employment agency to charge the candidate instead of the company,

but in most states that practice is now illegal, due to past unfair and deceptive practices.

Online recruitment websites

Such sites have two main features: job boards and arsum/Curriculum Vitae (CV) database.

Job boards allow member companies to post job vacancies. Alternatively, candidates can

upload a rsum to be included in searches by member companies. Fees are charged for job

postings and access to search resumes.

In recent times the recruitment website has evolved to encompass end to end recruitment.

Websites capture candidate details and then pool then in client accessed candidate

management interfaces (also online).Key players in this sector provide e-recruitment software

and services to organizations of all sizes and within numerous industry sectors, who want to

e-enable entirely or partly their recruitment process in order to improve business

performance.

The online software provided by those who specialize in online recruitment helps

organizations attract, test, recruit, employ and retain quality staff with a minimal amount of

administration.

Online recruitment websites can be very helpful to find candidates that are very actively

looking for work and post their resumes online, but they will not attract the "passive"

candidates who might respond favorably to an opportunity that is presented to them throughother means. Also, some candidates who are actively looking to change jobs are hesitant to

put their resumes on the job boards, for fear that their current companies, co-workers,

customers or others might see their resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal recruitment efforts have

failed. Headhunters are generally more aggressive than in-house recruiters. They may use

advancedsales techniques,such as initially posing as clients to gather employee contacts, as
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well as visiting candidate offices. They may also purchase

expensive lists of names and job titles, but more often will

generate their own lists. They may prepare a candidate for the interview, help negotiate the

salary, and conduct closure to the search. They are frequently members in good standing of

industry trade groups and associations. Headhunters will often attend trade shows and other

meetings nationally or even internationally that may be attended by potential candidates and

hiring managers.

Headhunters are typically small operations that make high margins on candidate placements

(sometimes more than 30% of the candidates annual compensation). Due to their higher

costs, headhunters are usually employed to fill senior management and executive level roles,

or to find very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs, headhunters will both

attract candidates and actively seek them out as well. To do so, they may network, cultivate

relationships with various companies, maintain large databases, purchase company directories

or candidate lists, andcold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their Human

Resources department. In addition to coordinating with the agencies mentioned above, in-

house recruiters may advertise job vacancies on their own websites, coordinate employee

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

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

process outsourcing).
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THE RECRUITMENT PROCESS

These are the main recruiting stages.

1)advertising,a common part of the recruiting process, often encompassing multiple media,

such as the Internet, general newspapers, job ad newspapers, professional publications,

window advertisements, job centers, and campus graduate recruitment programs; and 2)

recruiting research, which is the proactive identification of relevant talent who may not

respond to job postings and other recruitment advertising methods. This initial research for

so-called passive prospects, also called same-generation, results in a list of prospects who can

then be contacted to solicit interest, obtain a resume/CV, and be screened.

Screening & selection

Suitability for a job is typically assessedby looking for skills, e.g. communication, typing,

and computer skills. Qualifications may be shown through resumes, job applications,

interviews, educational or professional experience, the testimony of references, or in-house

testing, such as for software knowledge, typing skills, numeracy, and literacy, through

psychological testsoremployment testing.

In some countries, employers are legally mandated to provideequal opportunityin hiring.

On boarding

A well-planned introduction helps new employees become fully operational quickly and is

often integrated with the recruitment process.

PITFALLS OF RECRUITMENT

Candidates can sometimes be subject to undue pressure to accept a job or position by an

overly zealous recruiter or personnel person.
http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Jobhttp://en.wikipedia.org/wiki/Jobhttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Jobhttp://en.wikipedia.org/wiki/Advertising


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SELECTION

This is the process of choosing individuals who have relevant qualifications to fill vacant

positions. The process begins when a hiring department identifies the need to fill a position,

and ends when a person is hired to meet that need. What happens in the middle of the process

includes job analysis, position description development, recruitment, testing, and screening,

corresponding with applicants, Credentials verification, background investigations,

interviewing, reference checking, physical examinations, and the offer.

Discriminatory hiring practices could result in significant costs for the Company. Individuals

acting on behalf of the organization who fail to follow nondiscrimination policies may face

personal liability. Poorly designed or executed selection processes will generally fail to

identify the right person for the job, result in missed opportunities or delays in accomplishing

the mission of the organization, and lead to discrimination claims. Impolite or incompetent

interviewers, unnecessarily long waits, and lack of follow-up may cause unfavorable

impressions of the Company.

THE COST OF SELECTION

The cost of selecting performers who are inadequate performers or who leave the

organization before contributing to profits is a major cost of doing business. The cost incurred

in hiring and training any new employee is expensive sometimes in the thousands of dollars.

In 1983, the average cost per hire for exempt employees was more than $4600; nearly $4700

if there was relocation. These cost incurred by the organization suggest that hiring is very

expensive activity and that any efforts the organization can make toward minimizing turnover

and hiring costs can pay dividends. Thus proper selection of personnel is obviously an area

where effectiveness (choosing competent workers who perform well in their position) can

result in large savings.


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GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability. Seeking training from

HR for anyone who participates in the process before beginning.

Provide reasonable accommodation in the application process to persons with disabilities.

Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of a

rating guideis recommended. This is a form used to rate applications for a position based on

the required and preferred qualification as defined in the position description. Rating guides

simplify the paper screening process, ensure that applications are being evaluated against the

same criteria, and provide documentation which will be used to defend any challenged

outcome.

Once it is determined that an individual does not meet the established minimum

qualifications, she must be eliminated from further consideration. If you are unclear whether

or not an applicant possesses the minimum qualifications, it is appropriate to conduct a

verification phone interview. You may also ask applicants to include a cover letter detailing

how they meet the established qualifications as part of the application process.

Be able to justify every selection/nonselection decision with appropriate documentation (e.g.,

the position description, applications/resumes, rating guides, selection criteria, interview

questions, and reference checks). This documentation should be forwarded to HR Generalist

after the search is completed.

Avoidprohibited pre-employment inquiriesandinterview contaminants.

Conduct reference checks as part of the selection process.

Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an employer's ability to

choose the most qualified person. They are intended to ensure that employers use criteria that

are job-related and nondiscriminatory. Hiring departments and search committees should use

the appropriate guidelines to identify appropriate pre-employment inquiries. Any questions

regarding the appropriateness of specific inquiries should be directed to the EO/Compliance

Specialist.
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TIPS FOR INTERVIEW PROCESS

Minimize Stereotypes Provide interviewers with a job

description and specifics on job requirements. In the absence of specific information

individuals may be more likely to make stereotypical judgments about a candidate

Job Related Construct interview questions that are job related. Not having job related

interview questions will lower the validity of the interview process.

Train Interviewers Improve the interpersonal skills of the interviewer and the

interviewers ability to make decisions without influence from non-job related information.

Interviewers should be trained to:

Avoid asking questions unrelated to the job

Avoid making quick decisions about an applicant

Avoid stereotyping applicants

Avoid giving too much weight to a few characteristics

Try to put the applicant at ease during the interview

Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach

attributes to her that don't actually exist.

MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps.

NEGATIVE BENT -- the tendency to focus on information which will automatically

disqualify a candidate, causing you to overlook his/hers strengths in the process

SNAP JUDGMENTS can devastate the interview process -- remember that you gather

information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully document

the interview, valuable material will slip through the cracks; avoid recording inappropriate

information (i.e., anything not related to the job) or statements based on your own inferences.

STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can

offset a tendency to categorize candidates.


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THE HALO EFFECT -- a tendency to generalize one

outstanding feature of a candidate as representative of

success in any endeavor, no matter how unrelated

MIND SET -- your background, attitudes, motives, values, aspirations and biases

CHEMISTRY or rapport between two people can contaminate the interview -- the basis of

your personal reaction to a candidate must always be evaluated in terms of the position

requirements

REFERENCE CHECKS

Nearly 80% of what is needed

o be known about candidates can be learned through good investigative techniques. Although

privacy legislation has had an impact on the reliability of reference checks, they remain aviable means of verifying applicant information. Appropriate checks are also necessary to

defend against charges of negligent hiring. Keep the following guidelines in mind:

Obtain permission from candidates.

Inform candidates that reference checks and validation of credentials will be part of the

selection process.

A candidate may have valid reasons for setting some limits, and these limitations should be

respected.

The bottom line is that the candidate must allow some access to people familiar with their

work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he must understand that less restricted

checks will be made before any offer is extended.

Intentionally choose whom to contact. Consider the following guidelines:

Call the references identified by the candidate.

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

chair, departmental head, supervisor, vice president, colleagues, etc.).

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

Apply the following guidelines for determining what inquiries to make:

All information considered in the selection process must be related to job performance.

Request the same information regarding all applicants.


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Avoid asking references prohibited pre-employment

inquiries.

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

identified as being important to the position.

Address significant gaps or missing elements in the candidate's application materials.

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

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

and the position.

Not every comment should be given equal weight. Attempt to evaluate the reference's

perspective, how credible they may be, and how recently or how well they know the

candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search process

predisposes qualified candidates to consider a company as a potential employer. The nature

and timeliness of correspondence contributes to the applicant's perception that a particular

company is a quality organization.

Typically, a recruitment and selection process will present the following opportunities to

correspond with applicants:

Acknowledgement of application materials. An acknowledgement letter confirms that the

hiring department has received all or part of the required application materials, identifies

any missing materials which must be provided to ensure consideration, and indicates the

expected timeline for the selection process.

Notification that application materials were received too late for consideration. Informing

persons that they will not be considered for the position is not only a courtesy. It alsoserves as evidence that the applicant was not part of the applicant pool from which

selection decisions were made should the ultimate hiring decision be challenged.

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

interested in the position, it is advisable to keep applicants informed should a change in

the selection timeline be necessary.

Notification that an applicant is no longer being considered. As a courtesy to applicants,

particularly those for high level or particularly competitive positions, hiring departments
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are advised to notify applicants when the screening

process has eliminated them from consideration. This

may occur after any round of screening or interviewing.

Confirmation of campus interview arrangements. This correspondence should be

preceded by telephone conversations with the candidate, and should include informationabout the Company, the community, individuals with whom the candidate will meet,

itinerary, travel and lodging arrangements, and other information which helps the

candidate prepare for the campus visit.

Appreciation for interview and rejection. Individuals who have been invited to campus for

an interview but are not offered the position should receive such a letter as a professional

courtesy.

Letter of offer. Once a hiring decision has been made and discussed either in person or by

telephone with the finalist, it should be confirmed in writing. The individual should

confirm his or her acceptance in writing.

Hiring departments should contact their HR Generalist for assistance in writing these

letters.

Guidelines

Depending on the type of position, a hiring department may decide to use a search committee

to manage the recruitment and selection process. The committee's role will vary with the

department, school, or administrative unit and type of position. The following guidelines

should be considered when using a search committee:

The decision to establish a search committee rests with the individual who has authority to

make a final offer for a position.

The search committee should be comprised of individuals who have some knowledge of the

position to be filled, are committed to equal employment opportunity, and have the capacity

for balanced judgment and discretion. Whenever possible, committees should represent

diverse backgrounds and perspectives.

Generally, the ideal size of a committee is relative to the position. For some positions, a

committee of 3 is adequate. For positions at or above the manager level, committees of 5-7

are more appropriate. Committees for positions at the Executive level may be significantly

larger.


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A search committee chair should be appointed. Chairs should

be selected for their ability to provide leadership to the

committee, a demonstrated understanding of the recruitment and selection process, and their

commitment to ensure a legally defensible process.

The committee should receive a formal charge, which establishes the scope of itsresponsibilities. At a minimum, the charge should indicate whether or not the committee is

responsible for conducting interviews, and whether its recommendations to the hiring official

shall be in ranked or unranked order. Typically, a Companys search committee

responsibilities include all or some of the following:

Helping develop the position announcement, including the identification of minimum and

preferred qualifications, timeline and recruitment plan

Completing recruitment and selection activities for classified and unclassified staff

positions

Placing advertisements or conducting personal outreach

Developing the selection procedure, including rating guides receiving applications,

corresponding with applicants, sending applicant information forms, and maintaining the

applicant record

Screening applications, conducting reference checks, determining a long or short list of

finalists

Maintaining required search documentation

Coordinating campus visits for interviews and/or conducting interviews

Making recommendations to the hiring official

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

secretary


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PRACTICAL CONSIDERATIONS

Disagreements about the outcome of a selection procedure

often arise because the process for reviewing applicant materials was not agreed upon prior to

the beginning of the process. Committee members, including the committee secretary, should

discuss and agree upon the following practical considerations:

When will review begin? Unless an inordinate number of applications are expected, it is

recommended that the review process begin after the date, which was advertised.

Will initial review of applications for minimum qualifications be done by the committee

chair, secretary, or all committee members?

Will committee members review every application, or will applications be divided into

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

Will the committee use a rating form? A rating guide is highly recommended, because it

can be used to defend against EEO challenges to the selection decision. In designing the

rating guide, the committee must decide whether they will use numerical scoring (and

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

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

Has the committee developed a plan for corresponding with applicants, including the

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

Has an effective system been planned for filing and retrieving application materials?

Where will committee members review the files? Will they need to come to the search

committee secretary or chair office? If so, is there adequate space and privacy for the

review? Will members be allowed to take copies of the application materials for review

elsewhere? If so, has there been adequate precaution taken to ensure confidentiality and

security of the materials? Who will need access to online applications/resumes for

classified and unclassified positions?

Has the committee established reasonable timelines for completing its review?

Search committees who have questions about these, or other practical considerations, can

contact their HR Generalist and advice.


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Resignation or retirement

Not only recruitment and selection phase but also other phases (employment phase and exit

phase) of employment cycle can be improved if all phases are properly interlinked with each

other, as shown in above figure.

At the time of recruitment, when a possible vacancy occurs, it is a good idea to look at the

post that is being vacated to see:

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

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

Can the job be combined with another job that may also be undergoing a change?

Only after checking all these points, go ahead with other parts of recruitment phase.

In case of job description, check the following points:

Formal job description

Does it fit the pattern?

In case of advertisement designed and issued:

Where would you advertise your job in order to attract suitable candidates?

How would you word the advertisement?

At the time of selection, first comes short listing and after this interview.

In case of interview, check the following points:

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

Feasibility of interview pattern

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


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OBJECTIVES OF RECRUITMENT AND

SELECTION

Hire the right person

Conduct a wide and extensive search of the potential positive candidates

Recruit staff members who are compatible with the organizations environment or culture

Hire individuals by using a model tha

t focuses on learning and education of the whole person

Place individuals in positions with responsibilities that will enhance their personal

development

RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a thorough position analysis regardless of

the level of the position or the extent of the search. The diversity goals of the institution,

division of affairs, and the unit will be addressed in all recruitment and selection processes.

Units may use different processes for recruitment depending upon the circumstances

surrounding the need to fill the position, but must take steps to ensure that the values of the

profession are applied in all procedures that are used. IT Recruitment and selection

committee members should be properly trained to assume the important responsibilities of

recruitment and selection.

Supervisors should adhere to any institution-wide recruitment and selection programs. This

cannot, however, substitute for an understanding of procedures and processes from a student

affairs perspective.

Recruitment and selection should be planned, implemented, and evaluated to ensure that each

potential employee is provided equal opportunities to compete for the position.


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COMPANY PROFILE

Big Bazaar is not just another hypermarket. It caters to every need of a family. Where Big

Bazaar scores over other stores is its value for money proposition for the Indian customers.

At Big Bazaar, one can get the best products at the best prices that is what they guarantee.

With the ever increasing array of private labels, it has opened the doors into the world of

fashion and general merchandise including home furnishings, utensils, crockery, cutlery,

sports goods and much more at prices that will surprise you. And this is just the beginning.

Big Bazaar plans to add much more to complete the shopping experience. Food is the main

shopped for category in this store.

Parent Company:-

Pantaloon Retail (India) Limited, is Indias leading retailer that operates multiple

Retail formats in both the value and lifestyle segment of the Indian consumer market.

LINES OF BUSINESS OF THE ABOVE STORE:-

E-tailing

Food

Fashion

Home Solution

General Merchandise

Leisure and Entertainment

Wellness and Beauty

Books and Music

Big Bazaar, which has about 150 outlets across the country, is also promoting small retailers

by partly having the shop-in-shop concept. The selected retailers put up their counters and

sell through the outlet. The small retailers also lower their prices as they gain through bulk

sales.

Life at Big Bazaar is pretty self-sufficient. If you were trapped in there for a week, you could

live a good life. But to appreciate the nuances of home economics, one should try comparing

prices. The clothes especially deserve an independent feature of their own.


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The Big Bazaar is the discount store which offers a wide

range of products under one roof. The products include

apparels and non-apparels such as utensils, sports goods and footwear. The Food Bazaar

provides a range of food and grocery products ranging from fresh fruits and vegetables,

staples, FMCG products and ready-to-cook products. The Central offers a chain of stores

including books and music stores, global brands in fashion, sports and lifestyle accessories,

grocery store and restaurants.

Services :-

Particularly designed for the regular middle-class family that requires clothing that lasts and

doesn't burn holes into the pockets of existing clothing, this store offers good bargains. What

you won't get here is designs your friends will drool over. Checks and stripes are like the far-

end of the creative exercise here, and the best bet for the fashion conscious would be the plain

colours on display.

Big bazaar

1. Variety: Big Bazaar offers a wide variety of products of different prices and different

qualities satisfying most of its customers.

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

different income customers is another advantage.

3. Price:As noted the prices and offers in Big Bazaar have been one of the main attractions

and reasons for its popularity. The price ranges and the products offered are very satisfying to

the customers.

4. Location : The location of Big Bazaar has been mainly in the heart of the city or in the out

skirts giving a chance to both the City and the people living outside the city to shop.

5. Advertisements:Big bazaar has endorsed very popular figure like M S Dhoni and other

famous personalities which has attracted a lot of customers. This has resulted in increase of

sale and the outdoor advertising techniques have also helped Big Bazaar.

6. Middle class appeal: Considering the fact that there are a lot middle class families in

India, Big bazaar has had a huge impact on the middle class section of India, the prices,

quality and sales strategy has helped in getting the middle income groups getting attracted

towards Big Bazaar.


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7. Attractive sales:Big bazaar has been known for its great

sale and great offers. Big bazaar has had long lines of people

waiting to get into the store for the sale. Therefore, the sales that Big Bazaar has had has

increased sales in a huge way due to the sales and offers, thus this has been one of the main

advantages of Big Bazaar.

Disadvantages:

Store layout: The store layout and the assortment of goods is not the best at Big

Bazaar, as the quantity of goods sold is more the arrangement and assortment of

goods in the store is the greatest. Hence at times customers find it hard to find what

they require, this leads to dissatisfaction of customer.

Lower quality of goods:As Big bazaar aims more toward the middle income group,

the quality of goods is not of the highest quality, and this is sometimes a disadvantage

as some would prefer better quality to the price, making customers to search for

different places.

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

income and a few high income groups, The elite do not like to shop at Big Bazaar as

the quality of goods is lower and they would prefer a higher price and get better

brand, this decreases sales from the elite class.

Not acclaimed for very good service: Big Bazaar is not known for high class

service. The staff recruited is not very well trained and the billing queues take a long

time to move, this irritates customers which makes them visit the store more seldom.

Lower quality of goods:As the sore is trying to concentrate on the middle income

group the type of products used is not of the most superior quality and most of the

times nor branded, this may dissatisfy certain customers.

Consumer satisfaction: Long queues and lower quality leads to dissatisfaction of

customers. Due to factors mentioned above Big Bazaar shoppers are not always

satisfied, this is not a positive for the store.


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RECRUITMENT AND SELECTION GUIDELINES OF BIG BAZAAR

These guidelines are also called BIG BAZAAR RECRUITMENT RULES.

OBJECTIVE

The main objective of detailing guidelines is that the right type of personnels are recruited,

who fulfills the requisite job specifications for Recruitment including the desirable level of

qualification, skills/ experiences and competence which is essential for the sustained vitality

and growth of the organization

APPLICABLITY AND SCOPE

The guidelines shall apply to the Managerial/ Executive/ Supervisors category of employeesin the pay scale/level, as announced separately in the classification of employees order.

Detailed job specifications, required to recruit the person at various Levels/ Grades.

RECRUITMENT

Recruitment shall be resorted for induction of talent from outside, when suitable Candidates

are not available from within the organization or upon a specific demand of the post is such

that it has to be filled up from the open market.

SOURCES OF RECRUITMENT

From within organization through Transfers;

Through Employment Exchanges

Through Placement agencies/ Consultants

Through open Market Advertisements

From Engineering /Management / Educational Institutes.

Through E-mail sources viz Naukri.com etc.

Through Contractors /Suppliers etc.

Through referred cases, relatives / friends etc

General

All recruitment shall be done exclusively on merit basis only Except experienced personnel

maximum age for recruitment shall be 28 years of age & Minimum 18 years.


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JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

Each person is expected to fulfill the requisite job

specifications / as required for the position before his candidature is considered for the post.

Age requirement at entry point with 10+2 qualification shall be around 20 years and for

Graduate / Post graduate / Professional Qualification shall be between 21 years to 25 yearsfor a fresher. The upper age limit for recruitment of experienced personnel shall normally be

not more than 45 years.

AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 years for all classes of employees. In order to

streamline the recruitment age and to ensure that no person is retiring on his birthday, all

employee shall be retiring only on first day of the next month in which he attains the age of

superannuation.

EXTENSIONS IN SERVICE

In case any employee requests for extension of services on attaining the age of

superannuation, i.e., 60 years, or management wishes to retain his service in the interest of

the organization, subject to medically fitness, the management at its sole discretion, may

grant such extension of service for one year at a time, However, a management may also

consider reappointment of a retired employee on a contract basis. However such a person

shall be entitled to a consolidated amount and contracted facilities/ perquisites only. He shall

not be entitled to any other facility/perquisite as applicable to other regular Executives/

Employees of the company of his cadre

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HODs / Sectional Heads shall raise a requisition in the prescribed format, as per

sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

Candidates application screened / short listed are required to fill in the prescribed application

form in their own handwriting and submit the same to HR Department along with a passport

size photograph, photocopies of certificate and testimonials etc, in support of their Age,

Qualification, Experience conduct etc


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LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre

shall be issued a letter of appointment as per the Standard Format placed.

SERVICE AGREEMENT

Experienced personnel recruited in Executive cadre may be required to execute a service

agreement to serve the organization at least for a period of two years, after joining the service

of the company.

ANTECEDENT VERIFICATION

Each Candidate should state names along with contact address Telephone number etc of at

least 2 persons (not in relation), who can be referred by the employer to verify candidate

antecedents etc, in the application form itself, out of which one should be preferably ofimmediate past employer.

SCRUITINY OF APPLIACTION

All application received from the candidates, shall initially be screened by HR Department

Recruitment section to ensure that candidate fulfills the job specifications and there after send

the screened applications to respective HOD / Requisition authority for detailed screening

and ensuring that the candidate meet their requirement and return such screened applications

back to

H R Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

All applicants, who have been short listed for an appointment in the Company, shall be

required to complete an Application Blank for Employment in his own handwriting.


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ECRUITMENT AND SELECTION POLICIES FOR

EXECUTIVE AND MANAGEMENT TRAINEE

SCOPE & OBJECTIVES:

Keeping in the view the existing and expansion needs as well as to meet the competition BIGBAZAAR needs well qualified, and talented personnel in various discipline of Retail business

Viz, Merchandizing, Sales, Supply chain, Warehousing, HR and Finance & A/cs, General

Management etc. In view of that it has been considered desirable to induct fresh entrants as

ETs/ MTs so as to mould and develop them as per organization need and to frame

guidelines to Recruit, Select and provide effective Training to new entrants, so as to ensure

that each one of them shoulders appropriate responsibility and

produce desired results.

TITLE & APPLICABILITY

This scheme shall be called as ET/MT scheme which interlaid include CAs, MBAs, ICWA,

Engineers. IT Professionals and Commerce discipline candidates and shall come into force,

w.e. from 1stApril 2007. All such Trainees recruited shall be placed in Executive Cadre (E-

Cadre)

TRAINING AND STIPEND

Candidate recruited as Trainee shall undergo six month training. Their job specifications and

level shall be as stated here under:-

MANAGEMENT TRAINEE:

Minimum qualifications

MBAs from A &B class Management Institutes

IT Engineers

Fresh CAs


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Training Duration

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

case training period shall exceed for 9 months

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposures to organizational Rules and Regulations

Next 2 months- On the job training in various Department on rotational basis so as to

know all the functions of the organization

Next 3 months- On the job/ under study /Training in the parent Department where the

Trainee has to be placed finally. To be trained in detailed working and in depth studies &

working of that department.

EXECUTIVE TRAINEE:

Training Period: 6 months extended by another 3 months not beyond that

ICWAS/Bright Commerce Graduate with min 50% pass marks

MBAs from C class & below level Management Institutes.

Diploma Holder of minimum 1 year duration of respective vocation/ Profession after

Graduation

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposure to organizational Rules and Regulations

Next 2 and months- On the job training in various Department on rotational basis so as to

know the all the functions of the organization

Next 3 months- On the job/ under study / Training in the parent Department, to be trained in

detailed working and in depth studies & workin of that department, where he has to be placed

initially.


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Age:

The age limit of trainee shall not be above 25 years of age at

the time of selection. However, this can be relaxed by 3 years in the case of

CAs/ICWAs/Professional Trained personnel.

Review:

Progress of each trainee shall be reviewed by a committee consisting of Guru/

Supervisor/HOD/Trainer and a HR representative every quarter.

Recruitment:

Recruitment of MT;s/ET/s shall be done on a continuous basis. However, campus recruitment

shall be encouraged for this level of personnel. To impart effective training recruitment of

MTs and ETs shall be done twice a year, keeping into view the manpower requirement ofthe organization. During recruitment specific emphasis shall be laid on the overall

personality, IQ, EQ and performance in the exam starting from Board School Exams onward

and his potential to meet organizational needs & challenges and to fit in organizational

culture.

Candidates to be recruited shall be evaluated through written Tests, Group Discussions and

Interviews by the expert committee, candidates selected for recruitment shall be physically fit

and mentally alert and each trainee shall have to qualify in medical standards as laid down by

the company

Service Agreement

As company incurs a substantial costs on training the personnel, all Trainees, shall have to

execute a service agreement with the company for a minimum period of two years after the

completion of scheduled training period.

Progress Report:

Each trainee shall submit a Monthly Report to Training Manager about his Training work,

difficulties and suggestions made. As stated in Para 4 and in order to keep a watch on the

progress of each trainee there shall be a Quarterly Assessment by the concerned

Guru/Supervisor and Training officer about the learning and progress of the Trainee. Every

quarter each trainee shall undergo Performance Review so as to assess his learning and get

feedback about his adjustment in the organization and if needed counseling session shall be

held with the Trainee.


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Each trainee shall undergo a written Test upon completion of

Training and only trainees who have got constantly a Good

rating shall be withdrawn from the training scheme and be placed in appropriate level/ Grade.

Training Module

Training modules for each trade shall be announced and circulated by the Training

department from time to time.

Implementation of Training Scheme

Training scheme shall be coordinated by Training Manager/ H R Department, and shall be

reviewed periodically on need based.

Placement of Trainees Upon withdrawal from Training

Each person upon successful completion of training shall be placed in the companys

Executive cadre and in regular pay scale as per the service agreement / Company pay

structure.

Service Conditions

All Trainees engaged in Executive Cadre shall be governed by the Service Rules of the

company and the terms and conditions laid down in their letter of appointment and serviceagreement which they shall be required to be executed at the time of joining the company.

FLOW CHART FOR

RECRUITMENT AND SELECTION IN BIG BAZAAR


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Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment(Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures(Initial interview by HR Department/Finalization by Business

Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal


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RECEIVE FOR A SUCESSFUL RECRUITMENT AND

SELECTION PROCESS

Develop a written job description, which clearly articulates the essential elements of the

job.

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

Find qualified and diverse applicants by casting your recruitment net far and wide.

Evaluate all applicants by the same criteria.

Never make prohibited pre-employment inquiries.

Safe questions are those which are clearly job-related.

Establish and retain documentation supporting all selection or rejection decisions.

The process of recruitment and selection of staff occurs within a student affairs culture

shaped by many external and internal forces. Such forces should be considered in every

search process. Whereas many external forces are common among institutions, internal forces

that are unique to the institution impact most campuses. These forces should be considered inthe recruitment and selection procedures.

Every administrator should consider applicable laws whenever conducting search processes.

However, the overriding institutional policies should be considered in all circumstances. It is

wise to consult with the campus personnel office before undertaking any recruitment and

selection process. Once the campus personnel office has been consulted, the recruitment and

selection process may begin. Following are 12 steps that every effective search process

should include:

1. Assess the Need For and Establish the Purpose of the Position

The institution's goals and mission statement should be clearly defined and understood prior

to conducting a search for qualified individuals. It should also emphasize the people oriented

nature of the organization.


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2. Perform a Position Analysis

Every student affairs division should identify the characteristics and requirements of the

vacant position and the personality traits that would most benefit the individual who assumes

the position. It is important to create a profile that best fits the position in the context of the

institution's culture.

Whether the position is new or recently vacated, there must be a careful determination of why

the position is needed, precisely how it will assist the division and the institution in achieving

its goals and mission, how it relates to other positions in the division, and what skills and

other abilities are necessary to carry out its responsibilities.

Finally, the position analysis should include a judgment as to whether other positions in the

division should be reconfigured in light of the vacancy.

3. Prepare the Position Description

The division should first establish a hiring profile, consistent with the idea of choosing the

person who would best fit the position. It is imperative that a position description clearly

defines the institution's goals, including the definition of student services, and that employees

are selected based on personality and chemistry that fit the defined services and goals.

The division should offer leadership that embraces the concept and reality of the defined

goals and practice them everyday. It should also simplify operations so the "people element"

shines forth and stamps the institution.

The job description should indicate the need for the position in light of the institution's goals.

It also should make clear to other members of the unit in which the work is to be performed,

what is expected of the new member.

The position description should take heed of ethical consideration in regards to ethnic,

gender, and minority bias. It should be written so that it does not systematically eliminate

members of underrepresented groups such as women and minorities. For example, because

women's career paths are more often marked by absences related to maternal and family

responsibilities, the expectation that an applicant's record show a steady progression of

positions with increasing responsibilities is more likely to attract men than women.

In writing a job description, one should avoid "must statements" such as "the candidate must

possess a Ph.D.". Use of such statements creates unnecessary limitations in the event the mostsuccessful candidate does not meet the qualifications that have been described as a "must."


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At a minimum a position description should include:

Position title

Credentials or position specifications

Administrative location of the position

Physical and working conditions

Goals for the position

Work activities

Procedures and conditions of employment

Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

The integrated staffing model suggests the use of a search committee to recruit and select

staff. Search committees are most frequently the mechanism used to carry out recruitment

and selection processes Composition of committees varies depending on the functional area

and level of the position. Persons frequently included in search committees were:

Student affairs staff outside the department with the vacancy

Staff from non-student affairs areas of the institution

Students

Faculty members

Professional staff in the area/department with vacancy

Support staff in the area/department with vacancy

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

position increases, the search committee members should be more widely representative of

the entire campus and outside community. Search committee membership may be comprised

of many different constituents. Care, however, should be exercised to keep the committee

small enough that it can communicate and function effectively. Large committees have

difficulty in just scheduling meetings, such less providing opportunities for everyone's active

participation. Large committees may impede timely reviews of applications, which may result

in having highly qualified candidates withdraw because they have received offers from

competing institutions.


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As search committees tend to be ad hoc committees, members may not know precisely what

is expected of them. The committee's duties and the role of the hiring authority should be

clearly stated in writing. Because search committees are sometimes comprised of students

and individuals outside of the division and others who may not be familiar with the

credentials and experience required for professional work in the field of student affairs, it is

vital that all members of the committee are well trained regarding the necessary

qualifications. The members of the search committee should be educated as to the general

progression of a career in student affairs and what level of responsibilities are required for

involvement at the particular level of employment where the vacancy exists.

The empowering official shall clarify the following responsibilities with the search committee

members:

Select a search committee chairperson

Prepare the position description (this responsibility is sometimes fulfilled prior to

appointment of the search committee)

Determine the timeline of the search process

Prepare the position announcement

Advertise the position

Manage the overall search process

Determine the finalists

Make arrangements for interviews

Make or recommend the final decision

5. Prepare the Position Announcement

This crucial step informs all who are interested in the position precisely what the search

committee is looking for in clear and unambiguous language. The announcement should


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include such information as:

Title

Location and demographics of the institution

Supervisor

Mission of institution and division

Contributions expected by the staff member toward the accomplishment of these missions

Goals and work requirements of the position

Minimum education

Experience and knowledge requirements

Conditions of employment

Date for beginning of review process

Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the overall search process by

encouraging self-elimination of candidates who clearly do not fit the announced

requirements.

6. Advertise the Position

The student affairs division should evaluate all possible avenues for advertising a position

vacancy. Limited budgets may determine the means by which a position vacancy is

advertised. Therefore, it is important to consider carefully which advertising medium is most

likely to target the audience most important to reach. Possibilities to consider are

Campus resources such as publications, offices, employee referrals, web-sites, or

electronic bulletin boards

Local newspapers

Word-of-mouth

Employment agencies

Mass media advertising (radio, television, etc.)

Professional lists


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Professional journals and web-sites.

Professional placement conferences and exchanges.

The Chronicle of Higher Education - The Chronicle of Higher Education is generally

thought to be the most helpful medium in higher education though it may not be read at

all institutions. The Chronicle is distributed in both paper and electronic form.

Extra care should be taken to ensure that the announcement reaches potential minority

candidates.

7. Conduct the Search

The individual and office listed in the position announcement should receive all applications

from candidates. Acknowledgment of the application should be sent to both the applicant and

the search committee. All correspondence and activity should be recorded in a log to ensurecareful tracking of the candidates' materials and status.

Applicants that the division would normally judge unacceptable suddenly seem desirable

when the need to hire a body, "any body", becomes severe. The division will face a natural

temptation to short-circuit the standard screening process and hire a replacement

immediately.

One way to avoid such crisis hiring is to encourage qualified individuals to submit

employment applications even when the division has no current job openings. The

applications may be kept on file for future consideration. Another way to maintain possible

candidates on file is to ask exemplary staff members to refer their friends who might be

looking for work, even offering the staff members rewards for referrals.

8. Screen the Applicants

Screening of applications should be conducted from the beginning of the search process, and

reviews should begin immediately following the announcement. The division should test to

ensure that each applicant fits the profile and hire a person who fits the profile remembering

that good selection reduces turnover, training and recruitment costs, and thereby produces

stability, consistency, low operating costs and an ability to increasingly reward desired

behavior.

Selection methods that focus both on crucial requirements and organizational culture include:

Interviews

Biographical data


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Work samples

Self-assessment

Personality tests

Cognitive abilities

Physical abilities

Use of an assessment center

A thorough literature review concerning the screening of resumes.

A comprehensive employment application is the cornerstone of every successful pre-

employment screening program. It will identify many undesirable applicants early in the

selection process. The completion of an application form is important for Equal Employment

Opportunity reasons, for record keeping, and for gathering information from which to make a

good employment decision.

Some institutions require that all applicants complete an employment application. Taking a

critical look at the institution's employment application, the recruitment staff may see ways in

which it can be improved. The one page, stationery-store variety is too brief if it fails to elicit

vital information that can be legally requested.

The nitty-gritty of the employment application is the work history section. Recent jobs are thebest predictors of future job performance and permanency. An application should provide

enough space to allow the applicant to list every job he/she has held for at least five years.

Their personal saga of success or failure often is displayed clearly in their unabridged

employment record. Beginning and ending dates of each job, month as well as year, are also

necessary. Precise dates of employment expose gaps between jobs.

Instructions should direct job seekers to list every job, including part-time, second jobs, and

volunteer jobs. The search committee should always carefully study each applicant'semployment history.

9. Arrange the Candidate Interviews

Once the applicant pool has been screened and individuals to be considered are identified,

interviews should be arranged with those candidates. Often, the size of the departmental

recruitment budget will determine both the type and the number of interviews that will be

conducted. Many times, institution with limited budgets will begin the interview process by

conducting telephone interviews. Telephone interviews can be held with either an individual


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or a group of people as the interviewer. If a group of people

interviews the candidate, arrangements should be made to

conduct a conference telephone call with the candidate.

If an institution is fortunate to have a healthy recruitment budget, the search committee may

wish to invite one or more candidates to visit the office and participate in the interviewprocess in person. Or, an institution might wish to conduct office interviews after conducting

phone interviews has narrowed the pool of candidates. Regardless of what method of

interviewing is used, certain arrangements are necessary prior to the interview:

Arrange and confirm dates and times with candidate

Develop the interview schedule and confirm with all individuals who will be involved in

the interview process (provide a final copy of the schedule to the candidate, the

interviewers, and the search committee members)

Arrange for escorts to and from all interviews

Arrange overnight accommodations if necessary

Arrange for transportation if necessary

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

Arrange for any meals provided outside of the interview schedule if necessary

Develop an evaluation tool for all interviewers to use upon completion of the interview

The candidate should be reimbursed for all travel related expenses incurred in order to

attend the interview unless other arrangements have been made.

10. Interview the Finalists

Interviewing an applicant from a resume can lead the search committee to overvalue assets

and never see liabilities. The purpose of the applicant's resume is to highlight assets and hide

shortcomings. Most applicants do not overtly lie on their resumes; they just omit negative

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

the items most frequently omitted from resumes.

As a result, interviews must be conducted from completed employment applications. The

search committee should never grant an interview to an applicant who has not fully

completed an application form. Interviews are most effective when they include questions

based on a careful analysis of job functions. Interviews should be consistent from candidate

to candidate and should evaluate a candidate's interpersonal and communication skills.


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Interviews should involve multiple interviewers. It is always

instructive to see how different interviewers give different

points of view on the same applicant, which leads to a better overall hiring choice.

Additionally, it is easy for search committee members to forget some of the material that was

covered in the interview. It is useful to document every interview session and to have one

interviewer from each interview team provide brief notes regarding the gist of the interview.

11. Conduct Reference Checks

One of the most crucial but often neglected steps in the hiring process is reference checking.

Reference checking is often forfeited when a student affairs division is pressured to hire in a

hurry. Additionally, reference checking can be a frustrating exercise that yields little useful

information about a candidate. Nevertheless, the desire to save time and avoid legal

ramifications should not prevent any recruitment staff from conducting thorough reference

checks on all prospective new hires.

Reference checks round out the profile of a job applicant by providing third-party support for

first impressions. Reference checks should be made only for those candidates who have

advanced to the finalist stage and who are under serious consideration for the job.

When calling a reference, be friendly and courteous. Ask if it is a good time to talk then put

the person at ease by mentioning something or someone you both have in common. After

developing rapport, begin with basic questions about the applicant. This will yield essential

information while breaking the ice. Ask for confirmation of employment dates, title, job

duties, salary and the name of the previous employer. Next, segue into a brief description of

the experience and skills you have been looking for and ask the reference to comment on the

applicant's ability to handle some of the typical responsibilities

Some ways to improve reference checking are:

Inform the candidates that, if they advance as a finalist for the position, the hiringsupervisor will conduct a reference check. This information should encourage candidates

to be frank and honest in their responses to questions.

To increase the chances of contacting candid references, ask each applicant for at least

five names, including immediate supervisors. Additionally, request a fact about each

contact, such as membership in professional associations, which can be used as an

icebreaker when

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