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Hr recruitment and selection process in reliance communication

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hr recruitment and selection process

Hr recruitment and selection process in reliance communication

  1. 1. 1 A STUDY ON EMPLOYEES PERCEPTION TOWARDS HR RECRUITMENT AND SELECTION PROCESS IN RELIANCE HR SERVICES Pvt Ltd., COIMBATORE- 641 043 By SARANYA.M A PROJECT REPORT Submitted to the DEPARTMENT OF MANAGEMENT STUDIES In partial fulfillment of the requirements of ANNA UNIVERSITY For the award of the degree of MASTER OF BUSINESS ADMINISTRATION June, 2014
  2. 2. 2 BONAFIDE CERTIFICATE Certified that this project report titled “A STUDY ON EMPLOYEES PERCEPTION TOWARDS HR RECRUITMENT AND SELECTION PROCESS IN RELIANCE HR SERVICES Pvt Ltd.,Coimbatore” is the bonafide work of Ms.M.SARANYA who carried out the research under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate. ___________________________ _________________________ Signature and Name of the Guide Signature and Name of The Dean Submitted for the Viva-Voce examination held on _______________ ------------------------ ------------------------- Internal Examiner External Examiner
  3. 3. 3 CHAPTER NO PARTICULARS PAGE NO List of Tables 1 List of Charts 2 Abstract 3 I Introduction 4 1.1. About the study 4 1.2 About the industry 21 1.3. About the company 25 II Main theme of the project 38 2.1. Objectives of the study 38 2.2. Limitation of study 39 2.3 Review of literature 40 2.4 Research and methodology 43 III Data analysis and interpretation 47 IV Findings , Suggestions & Conclusion 74 4.1 Findings 74 4.2 Suggestions 75 4.3 Conclusion 76 Appendix 77 Bibliography 80
  4. 4. 4 ABSTRACT ‘Survival of the fittest’ is the opt and secret motto of every business in the industry these days as the competition has become certain and unavoidable among businesses. The burden to keep the business alive in the race is being shared by the employees of different departments, and sales department is the main unit that carries the burden. My population is near 75 and I use random sampling method to select the sample. My sample size is 60. The data was collect by using printed questionnaires. The response given by the Respondents are analyzed and interpreted using different types of statistical tools such as chi square, Weighted Average Method & Correlation. From the analysis some general findings arise and that are more related with the framed objectives for this study. According to the findings the suggestion are given and the conclusions are also based on the findings which will be more helpful for the organization.
  5. 5. 5 CHAPTER I INTRODUCTION 1.1. ABOUT THE STUDY : A research has its own importance in any business organization. It is a systematic and scientific investigation of any idea either precise or abstract from continuous basis of learning. As we know in present times, the modern world is progressing at a very high pace. Due to high competition and increased expectations, every organization needs effective recruitment and selection process. By these study new segments of recruitment and selection has been discovered. This will help to enhance the capability of Reliance Communication in using the recruitment and selection process more effectively. This project would be significant for researcher because this is the opportunity for putting theoretical knowledge into practical application. This project would be significant for the readers as it is providing them knowledge about recruitment and selection process. Recruitment Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin B. Flippo defined recruitment as “the process of searching for prospective employees and stimulate them to apply for jobs in the organization.” Recruitment is a ‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the Life Advisor. In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract
  6. 6. 6 qualified applicants and provide enough information for unqualified persons to self-select themselves out. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the potential Life Advisors where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term “Recruitment” for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about the function of recruitment. PURPOSES AND IMPORTANCE OF RECRUITMENT The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to:  Increase the pool of job candidates at minimum cost.  Help increase the success rate of the selection process by reducing the 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.  Begin identifying and preparing potential job applicants who will be appropriate candidates.  Induct outsiders with a new perspective to lead the company.  Infuse fresh blood at all levels of the organization.  Develop an organizational culture that attracts competent people to the company.  Search or head hunt/head pouch people whose skills fit the company’s values.
  7. 7. 7  Devise methodologies for assessing psychological traits.  Search for talent globally and not just within the company.  Design entry pay that competes on quality but not on quantum.  Anticipate and find people for positions that do not exist yet.  Increase organizational and individual effectiveness in the short term and long term.  Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones. High-quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost on training and supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can play a major role in determining the resources that must be expended on other HR activities and their ultimate success
  8. 8. 8 SOURCES OF RECRUITMENT Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment. SOURCES OF RECRUITMENT INTERNAL RECRUITMENT 1. Internal Advertisements (emails, newsletters, forms) 2. Word of Mouth 3. Promotions 4. Internal Employee Referrals
  9. 9. 9 5. Retired Employees for temporary or contract positions. 6. Present temporary/contract employees to permanent positions 7. Former employees for part time/freelancer/work at home. ADVANTAGES OF INTERNAL RECRUITMENT 1. No cost and less time consuming 2. No need of training 3. Builds strong relationship with employees. 4. Motivates others of hard work to get high positions. 5. Easy to pick best talents within an organization very quickly 6. Long stay with the company when promoted to high position. DISADVANTAGES OF INTERNAL RECRUITMENT 1. The positions of the persons who are promoted will be vacant. 2. There may be partiality in promoting employees. 3. No new opportunities for external candidates. 4. Dissatisfied employees may quit if his co-worker is promoted to high positions. EXTERNAL RECRUITMENT: This involves recruiting a candidate through references, networks, job portals or they may approach recruitment agencies. In order to compete with other companies & increase their standard, employers hunt for best talents working for other top companies. METHODS OF EXTERNAL RECRUITMENT 1. Job Portals 2. Internal and External Employee Referrals 3. Recruitment/Headhunting agencies 4. Job ads on Newspapers/Websites
  10. 10. 10 5. Campus Recruitment 6. Walk In ADVANTAGES OF EXTERNAL RECRUITMENT 1. Create new opportunities for external employees. 2. Best candidates can be placed for the roles 3. Cost of employees can be minimized 4. Increase in the selection ratio. 5. There are less chances of partiality 6. Uniqueness in employees worked for different companies can take the current Company to extra mile 7. Able to recruit the skills it needs. DISADVANTAGES OF EXTERNAL RECRUITMENT 1. Cost to hire is high. 2. External process is more time consuming as compared to internal process. 3. Sourcing quality candidates becomes difficult for the companies. 4. Internal recruiters lack headhunting skills (Less references & networks). They May have to approach Recruitment agencies to hire the people. FACTORS AFFECTING RECRUITMENT Potential advantages Internal  Worker morale and motivation is enhanced  Organization has a better opportunity to assess knowledge & skills of the candidate  Candidate has existing knowledge about the organization  Less orientation may be needed  May generate unhealthy competitiveness for promotions
  11. 11. 11  Additional training may be required  Pool of candidates may be restricted  Those not selected may feel rejected and discontented External • New ideas and insight • New knowledge and experience • Larger pool of talent to recruit from • Recruiting and selecting may be more time-consuming • Longer adjustment period may be needed • Induction costs may be higher • Less opportunity to assess knowledge & skills Please note that these pros and cons may or may not apply when recruiting for all positions. Weigh up possible pros and cons for each recruitment situation before making your decision regarding sources Undesirable consequences of poor recruitment: Poor recruitment choices (i.e., poor person-job fit t) can have a range of undesirable consequences for the organization and the worker including: • Higher rates of turnover • Reduced performance effectiveness • Lowered job satisfaction • Reduced work motivation. A challenge to recruitment of effective staff includes:  Lack of qualified applicants  Inadequate salary packages  Lack of resources (including funds)  Limited scope for advancement and promotion  Lack of job security  Remoteness of services
  12. 12. 12  Stigma attached to working in the AOD field. Strategies for successful recruitment Recruitment and selection is not only about choosing the most suitable candidate. The recruitment and selection experience can also impact on the likelihood that a candidate will accept a job offer and on their commitment to remaining with the organization. Committing time and resources to develop a comprehensive recruitment strategy is a worthwhile investment. Poor recruitment choices (i.e., poor person-job fit) can have a range of undesirable consequences for the organization and the worker including:  Higher rates of turnover  Reduced performance effectiveness  Lowered job satisfaction  Reduced work motivation. Effective recruitment process: Step 1: Ensure an up-to-date job description Step 2: Develop an effective recruitment strategy Step 3: Evaluate the recruitment strategy. A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit. It is worthwhile spending some time making sure that the job description matches the everyday reality of the job. A job description contains two types of information:
  13. 13. 13  Specific tasks and activities required for a particular job (e.g., conduct counseling sessions, write client reports)  The knowledge, skills and abilities required for effective performance by the job incumbent (e.g., good communication skills, capacity to establish good client rapport). Most positions within the AOD field are complex, characterized by challenging work, multiple roles and changing work demands. In these circumstances, the best person-job fit t may be achieved by focusing on the tasks and activities as well as the knowledge, skills and abilities of an effective performer. The accuracy of a job description is likely to be improved by gathering information from different sources. Different perspectives on the knowledge, skills, responsibilities, challenges and demands of a position are likely to be provided by supervisors and workers in the same or similar roles. Useful information to gather from supervisors and coworkers includes:  What knowledge, skills, abilities and other personal characteristics (KSAOs) are necessary for the position?  What KSAOs can be practically and reasonably expected?  What KSAOs are essential for effective job performance?  What KSAOs distinguish between good and poor performers on the job?  It may also be useful to consider whether the organization is willing to take on less experienced workers and provide professional development activities (in-house or external) to build up their knowledge and skills. Step 2: Develop an effective recruitment strategy Two important issues to consider when developing a recruitment strategy are:
  14. 14. 14 • The source of recruitment (i.e., advertisements, personal referrals, employment agencies, direct applications) • The recruiter (i.e., the “personal face” of the organization). The source of recruitment A range of strategies (e.g., newspaper advertisements, personal networks) can be used to recruit new workers. There is evidence that hiring new staff through referrals from existing staff or direct (unsolicited) applications is likely to result in lower turnover rates and higher job satisfaction compared to more traditional avenues of recruiting (e.g., newspaper advertisements.) MODERN TECHNIQUES: Walk-in: - As per this technique, the potential candidates are required to attend for an interview directly and without a prior application on a specified date, time and at a specified place. Consult-in: - The busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. Head-hunting: - These are also known as search consultants. The companies request the professional organizations to search for the best candidates particularly for the senior executive positions. Body Shopping: - Professional organizations and the hi-tech training institutes develop the pool of human resources for the possible employment. The prospective employers contact these organizations to recruit the candidates. These professional and training institutions are called body shoppers and these activities are known as body shopping. Business Alliances: - Business alliances like acquisitions, mergers and take-over help in getting human resources. The company with surplus human resources offers the services of their employees to other needy organizations.
  15. 15. 15 Tele-Recruitment: - This technique involves the use of the Internet, to advertise job vacancies and also for the candidates to apply online. Overview of selection techniques Evidence-based best practice for three of the most commonly used selection techniques is outlined below. 1. Curriculum vitas / résumés and written applications A curriculum vitae (CV) / résumé provides valuable information relating to a person’s professional Qualifications and experience. All information in the CV should be verified where appropriate (e.g., asking applicants to explain gaps in employment history). Requesting job applicants to address specific c selection criteria (i.e., essential and desirable) can improve the efficiency of reviewing CVs. 2. Conducting interviews Structured interviews are recommended. A structured interview involves asking each candidate the same set of questions and assessing their responses on the basis of pre-determined criteria. Questions and assessment criteria should be based on accurate, updated job descriptions. It is also helpful to develop criteria to categories responses (e.g., as excellent, good, average and unsatisfactory). An interview panel consisting of a representative selection of people may also be helpful. Two common types of structured interview questions are: • Situational questions which ask candidates about hypothetical scenarios that may be encountered in the job and how they would respond in that situation • Experienced-based questions which focus on specific examples of the candidate’s prior work experiences and their responses to past situations that are relevant to the job in question.
  16. 16. 16 3. Reference checks Referees are useful for identifying past employment problems and clarifying the accuracy of information presented in an interview or CV. Only a small percentage of all reference checks are negative, therefore, it is often difficult to differentiate between candidates on the basis of reference checks alone. Induction and orientation of new workers An effective induction helps new workers understand their role and where they “fit” within the organization. It also equips them with the tools they need to perform their work role. Two useful induction tools are: 1. Induction manual / kits which may contain: • An induction checklist • Organizational philosophy / ethics / history • Strategic values of the organization • An organizational chart / structure • An employment manual on policies and procedures • An orientation to the workplace (including parking and safety issues) • Information about episodes of care, the duty system, supervision, staff meetings, etc. 2. Mentoring / “buddy” system New workers can be paired with experienced workers from a similar area to “show them the ropes”. Alternatively, a more formal / structured mentoring system can be a useful induction strategy in
  17. 17. 17 Which new workers are paired with a mentor who can assist them with their ongoing professional development? Best practice in selection techniques A wide selection of techniques are available which range from intensive (and expensive) activities (e.g., multi-day assessment centers), to the more commonly used interviews and reference checks. Based on the evidence alone, best practice in selection requires a comprehensive program that, Includes realistic tests of work practice and the use of validated psychometric instruments. This is clearly an unrealistic expectation for most AOD organizations. The next section describes evidence-based best practice for three of the most commonly used selection techniques:  Curriculum vitas / résumés and written applications  Conducting interviews  Selection tests. Curriculum vitas / résumés and written applications Information about a person’s professional qualifications and experience can be obtained from their curriculum vitae (CV) / résumé and their written applications. This information needs to be verified as far as possible before the person is hired. When reviewing the CV / résumé and written application, look for items that may need further clarification such as:  Unexplained gaps in employment history  Ambiguous wording  Unanswered or partly answered questions  Inconsistent information  Frequent job changes. Consider requesting job applicants to address specific selection criteria (i.e., essential and desirable) for the job position. The onus is then on the applicant to summaries their work
  18. 18. 18 experience and qualifications and present it in an accessible manner. This makes for a more efficient and time-saving Process to find relevant information about each applicant that matches the criteria for the job. Conducting interviews In order to obtain the best person-job fit (i.e., matching the right person for the right job), a Structured interview format is recommended. A structured interview involves asking each candidate the same set of questions and assessing their responses on the basis of pre-determined criteria. The questions and assessment criteria are based on an accurate, updated job description. The more common types of structured interview questions are situational and experience-based. Situational questions Situational questions ask candidates about hypothetical scenarios that may be encountered in the job and how they would respond in that situation. The questions directly tap into the work related experience and problem-solving style of the candidate. For example, situational interview questions may include:  Your case load has increased to the point of being unmanageable - how would you address this?  What would you do if a client did not attend an appointment?  You are the team leader and two team members have had an argument with one another about the way the work tasks should be assigned. How would you handle this?  If you disagreed with the work practices of a coworker or team member, how would you deal with this situation?  A client arrives to a session intoxicated. How would you manage this?  A client complains to you that another staff member has acted inappropriately. What would you do?
  19. 19. 19  During a counseling session, it becomes apparent that a client has problems to manage that are beyond your skill level (e.g., mental health issues or abuse). How would you handle this? Experience-based questions Experience-based questions focus on specific c examples of the candidate’s prior work experiences and their responses to past situations that are relevant to the job in question. One advantage of experience-based questions is the opportunity to tap into actual behavior and feelings rather than hypothetical ones. Examples of experience-based questions include: • Please describe a situation where you had to deal with an aggressive client and outline how you dealt with this. What were some of the strengths and weaknesses in your approach? • Can you give an example of when you had to manage a complex project and describe the strategies you used to do this? Developing criteria to assess candidates’ responses To effectively distinguish between candidates, it is recommended that structured questions are accompanied by a pre-determined scoring key. The scoring key should contain examples of excellent, good, average, and unsatisfactory answers against which candidates’ answers can be compared. Advantages of pre-determined scoring criteria include: • Reduced reliance on interviewers’ memory or written notes • Increased Life Advisorrity regarding the criteria against which candidates are assessed (i.e., what is a “good” answer?) • Consistency of assessment across candidates and between interviewers (if a panel is used).
  20. 20. 20 Interview panels It is recommended that an interview panel, rather than a single interviewer, is used. Using a panel of interviewers can help to minimize potential biases, as well as provide the opportunity to compare evaluations of the candidate before a final decision is made.29 Where appropriate, the panel should be Representative of gender and professions. Representation on an interview panel can provide frontline workers / team members with an opportunity to participate in the recruitment and selection process. Selection tests Purpose  To judge potential ability/job related problems  To eliminate the possibility of biasness on the part of interviewer  To uncover talents not identifiable by interviewer. Types There are mainly four kinds of tests:- 1. achievement test(proficiency test): to test the skills or knowledge acquired by the candidate due to his training and achievement for example typing test, shorthand test, operating calculators etc. 2. Aptitude test(Potential test): to judge latent ability to learn a new job, in order to judge memory,reasoning,speed of perception, fluency in language, to judge the capacity to learn a particular type of mechanical work etc. 3. Psychomotor or skill test: measure to ability to do a specific job 4. Personality test: to judge individual value system, emotional reaction, maturity, confidence, to judge the dominance, selfconfidence, self sufficiancyetc.
  21. 21. 21
  22. 22. 22 ABOUT INDUSTRY: Reliance Communications Ltd. (commonly called RCOM) is an Indian Internet access (commonly called "broadband") and telecommunications company headquartered in Navi Mumbai, India. RCOM is India's second largest telecom operator, only after Bhatia Aitel. It is the 15th largest mobile phone operator with over 150 million subscribers. Established in 2004, it is a subsidiary of Reliance Industries. THE COMPANY HAS FIVE SEGMENTS:  Wireless segment  Broadband segment (Internet access operations)  Global segment: national and international long-distance operations (and the wholesale operations of its subsidiaries)  Investment segment: investment activities of the Reliance Group companies  Other segment: customer care and direct-to-home (DTH) activities It ranks among the top five telecommunications companies in the world by number of customers in a single country. Reliance Communications corporate clientele includes 2,100 Indian and multinational corporations, and over 800 global, regional and domestic carriers. The company established a pan-India, integrated (wireless and wire line), convergent (voice, data and video) network that is capable of supporting services spanning the entire communications value chain, covering over 24,000 towns and 600,000 villages. Reliance Communications owns and operates the IP-enabled connectivity infrastructure, comprising over 190,000 kilometers of fiber optic cable systems in India, United States, Europe, Middle East, and the Asia Pacific region.
  23. 23. 23 MAJOR SUBSIDIARIES Reliance Telecommunication Limited Subsidiary Reliance Telecommunication Limited (RTL) operates in Gujarat, Madhya Pradesh, West Bengal, Himachal Pradesh, Odisha, Bihar, Assam, and the northeast of India. It first offered GSM services in January 2009. The GSM standard was developed as a replacement for first generation (1G) analog cellular networks, and originally described a digital, circuit- switched network optimized for full duplex voice telephony. This was expanded over time to include data communications, first by circuit-switched transport, then packet data transport via GPRS (General Packet Radio Services) and EDGE (Enhanced Data rates for GSM Evolution or EGPRS). RELIANCE TECH SERVICES Reliance Tech Services is the IT services wing of Reliance Anil Dhirubhai Ambani group. It provides IT consultancy, business process outsourcing and software development for Reliance Communications and other ADA group companies. It provides services to industry sectors such as telecommunications, financial services, utilities, entertainment, infrastructure, BPO operations and health care. Reliance Global com Reliance Global com owns the Fiber-Optic Link Around the Globe undersea cable system, which spanned 65,000 km in 2006.Over 110,000 km of domestic optic-fibre connects 40 markets in India, the Middle East, Asia, Europe, and the United States.
  24. 24. 24 Reliance Internet Data Centre RIDC provides Internet data centre (IDC) services located in Mumbai, Bangalore, Hyderabad and Chennai. Spread across 650,000 sq ft (60,000 m2 ) of hosting space, it offers IT infrastructure management services to large, medium and small enterprises. It is one of the leading data-centre service provider in India and provides services like colocation, managed server hosting, virtual private server and data security. It has launched cloud computing services, offering product under its infrastructure as a server (Iaas) and software as a service (Saas) portfolio, which enables enterprises, mainly small and medium, a cost- effective IT infrastructure and application on pay-per-user model. Reliance Digital TV Reliance Big TV launched in August 2008and thereafter acquired 1 million subscribers within 90 days of launch, the fastest ramp-up ever achieved by any DTH operator in the world. Reliance Big TV offers its 1.7 million customers DVD-quality pictures on over 200 channels using MPEG-4 technology.
  25. 25. 25 RELIANCE RHRS: Reliance HR Services (RHRS), a human resources company formed by the Reliance Anil Dhirubhai Ambani Group (ADAG), will recruit half a million people for the group in the next four years. These recruits will be deputed to Communications, Reliance, Reliance Capital, Reliance Consumer Finance, Reliance Money, Reliance Life Insurance and Reliance Energy. About 90 per cent of these employees will be on sales functions, while the rest will be on the back- end and customer service functions. Amitava Ghosh, CEO, RHRS, said, "Currently, about 20,000 employees are on RHRS payroll, serving various ADAG companies." RHRS has also formulated a plan for the five forthcoming financial years to become a global HR outsourcing and consultancy organization. "By 2013, RHRS will evolve into an end-to-end HR outsourcing provider and an HR consultant," Ghosh said. By 2009, RHRS plans to offer HR outsourcing services. "We can offer HR outsourcing services to companies that operate in sectors such as retail, IT BPO, among others," Ghosh said. RHRS also plans to offer consultancy services, including compensation surveys and feedback reports. To recruit a sizeable number of people, RHRS is planning a series of job fairs in the country. Guwahati has been selected as a pilot location. The company will recruit freshers, who will be paid Rs 7,000 to Rs 12,000 a month, depending on the cost of living of the city.
  26. 26. 26 Company profile ABOUT RELIANCEGROUP The Reliance Group founded by Dhirubhai H. Ambani (1932-2002) is India's largest business house with total revenues of over Rs 99,000 crore (US$ 22.6 billion). The Group's activities span exploration and production (E&P) of oil and gas, refining and marketing, petrochemicals (polyester, polymers, and intermediates), textiles, financial services and insurance, power, telecom and in-focom initiatives. The Group exports its products to more than 100 countries the world over. Reliance emerged as India's Most Admired Business House, for the third successive year in a TNS Mode survey for 2003. Reliance Group revenue is equivalent to about 3.5% of India's GDP. The Group contributes nearly 10% of the country's indirect tax revenues and over 6% of India's exports. Reliance is trusted by an investor family of over 3.1 million - India's largest. One out of every four investors in India is a Reliance shareholder. With globally competitive capital and operating cost positions, Reliance Group dominates the rapidly growing Indian market deriving over 80% of its revenues from the domestic market. There was a split in Reliance group in 2005 and it was broken into two separate companies:
  27. 27. 27  Reliance Industries Limited  Reliance Anil Dhirubhai Ambani Group (ADA Group)
  28. 28. 28 VISION To build a global enterprise for all our stakeholders, and A great future for our country, To give millions of young Indians the power to shape their destiny, The means to realize their full potential… MISSION : Meeting and exceeding Customer expectations with a segmented approach Establishing, re-engineering and automating Processes to make them customer centric, efficient and effective Incessant offering of Products and Services that are value for money and excite customers Providing a Network experience that is best in the industry Building Reliance into an iconic Brand which is benchmarked by others and leads industry in Intention to Purchase and Loyalty Developing a professional Leadership team that inspires, nurtures talent and propagates RCOM Values by personal example
  29. 29. 29 VALUES Shareholder Interest We value the trust of shareholders, and keep their interests paramount in every business decision we make, every choice we exercise People Care We possess no greater asset than the quality of our human capital and no greater priority than the retention, growth and well-being of our vast pool of human talent Consumer Focus We 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 We 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 The whole is greater than the sum of its parts; in our 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
  30. 30. 30 Proactive Innovation We nurture innovation by breaking silos, encouraging cross-fertilization of ideas & flexibility of roles and functions. We create an environment of accountability, ownership and problem-solving –based on participative work ethic and leading-edge research Leadership by Empowerment We 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 We 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 We respect competition – because there’s more than one way of doing things right. We can learn as much from the success of others as from our own failures
  31. 31. 31 The Reliance Anil Dhirubhai Ambani Group works in: Reliance Communication Reliance Energy Reliance Capital Reliance Mutual Fund Reliance Life Insurance Reliance General Insurance
  32. 32. 32 Reliance Health Reliance Entertainment Reliance Infrastructure
  33. 33. 33 RELIANCE – ADA GROUP
  34. 34. 34 Reliance Capital Reliance Capital is one of India’s leading and fastest growing private sector financial services companies, and ranks among the top 3 private sector financial services and banking companies, in terms of net worth. The company has interests in asset management and mutual funds, life and general insurance, private equity and proprietary investments, stock broking and other activities in financial services. Reliance Communications Limited The flagship company of the Reliance – ADA Group, Reliance Communications Limited, is the realization of our founder’s dream of bringing about a digital 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. Reliance Energy Limited Reliance Energy Limited, incorporated in 1929, is a fully integrated utility engaged in the generation, transmission and distribution of electricity. It ranks among India’s top listed private companies on all major financial parameters, including assets, sales, profits and market capitalization. It is India’s foremost private sector utility with aggregate estimated revenues of Rs 9,500 crore (US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4 billion). Reliance Energy Limited distributes more than 21 billion units of electricity to over 25 million consumers in Mumbai, Delhi, Orissa and Goa, across an area that spans 1,24,300 sq. kms. It
  35. 35. 35 generates 941 MW of electricity, through its power stations located in Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa. The company is currently pursuing several gas, coal, wind and hydro-based power generation projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh and Uttaranchal with aggregate capacity of over 12,500 MW. These projects are at various stages of development. Reliance Energy Limited is vigorously participating in emerging opportunities in the areas of trading and transmission of power. It is also engaged in a portfolio of services in the power sector in Engineering, Procurement and Construction (EPC) through a network of regional offices in India. Reliance Health In a country where healthcare is fast becoming a booming industry, Reliance Health is a focused healthcare services company enabling the provision of solution to Indians, at affordable prices. The company aims at providing integrated health services that will compete with the best in the world. It also plans to venture into diversified fields like Insurance Administration, Health care Delivery and Integrated Health, Health Informatics and Information Management and Consumer Health. Reliance Health aims at revolutionizing healthcare in India by enabling a healthcare environment that is both affordable and accessible through partnerships with government and private businesses. Reliance Media & Entertainment As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the Group’s foray into the media and entertainment space. Reliance Entertainment’s core focus is to build significant presence for Reliance in the Entertainment eco-system: across content and distribution platforms.
  36. 36. 36 The key content initiative are across Movies, Music, Sports, Gaming, Internet & mobile portals, leading to direct opportunities in delivery across the emerging digital distribution platforms: digital cinema, IPTV, DTH and Mobile TV. Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest entertainment companies in India, which has interests in film processing, production, exhibition & digital cinema. Reliance Entertainment has made an entry into FM Radio through Adlabs Radio, having won 45 stations in the recent bidding, which will soon be the Radio station with the largest footprint in India. Reliance Capital Reliance Capital is one of India’s leading and fastest growing private sector financial services companies, and ranks among the top 3 private sector financial services and banking companies, in terms of net worth. The company has interests in asset management and mutual funds, life and general insurance, private equity and proprietary investments, stock broking and other activities in financial services. Reliance Communications Limited The flagship company of the Reliance – ADA Group, Reliance Communications Limited, is the realization of our founder’s dream of bringing about a digital 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
  37. 37. 37 value added services and applications aimed at enhancing the productivity of enterprises and individuals. Reliance Energy Limited Reliance Energy Limited, incorporated in 1929, is a fully integrated utility engaged in the generation, transmission and distribution of electricity. It ranks among India’s top listed private companies on all major financial parameters, including assets, sales, profits and market capitalization. It is India’s foremost private sector utility with aggregate estimated revenues of Rs 9,500 crore (US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4 billion). Reliance Energy Limited distributes more than 21 billion units of electricity to over 25 million consumers in Mumbai, Delhi, Orissa and Goa, across an area that spans 1,24,300 sq. kms. It generates 941 MW of electricity, through its power stations located in Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa. The company is currently pursuing several gas, coal, wind and hydro-based power generation projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh and Uttaranchal with aggregate capacity of over 12,500 MW. These projects are at various stages of development. Reliance Energy Limited is vigorously participating in emerging opportunities in the areas of trading and transmission of power. It is also engaged in a portfolio of services in the power sector in Engineering, Procurement and Construction (EPC) through a network of regional offices in India. Reliance Health In a country where healthcare is fast becoming a booming industry, Reliance Health is a focused healthcare services company enabling the provision of solution to Indians, at affordable prices. The company aims at providing integrated health services that will compete with the best in the world. It also plans to venture into diversified fields like Insurance Administration, Health care
  38. 38. 38 Delivery and Integrated Health, Health Informatics and Information Management and Consumer Health. Reliance Health aims at revolutionizing healthcare in India by enabling a healthcare environment that is both affordable and accessible through partnerships with government and private businesses. Reliance Media & Entertainment As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the Group’s foray into the media and entertainment space. Reliance Entertainment’s core focus is to build significant presence for Reliance in the Entertainment eco-system: across content and distribution platforms. The key content initiative are across Movies, Music, Sports, Gaming, Internet & mobile portals, leading to direct opportunities in delivery across the emerging digital distribution platforms: digital cinema, IPTV, DTH and Mobile TV. Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest entertainment companies in India, which has interests in film processing, production, exhibition & digital cinema.
  39. 39. 39 OBJECTIVES OF THE STUDY  To study and understand the employee perception towards HR recruitment and selection process in Reliance Communication.  To find out the different sources of recruitment.  To study the effectiveness of the current Recruitment and Selection process.  To Study the KSAs (Knowledge, Skills and Abilities) of the job  To identify Duties and responsibility of RHRS department that has to be performed.
  40. 40. 40 LIMITATIONS OF THE STUDY  Time was the biggest limitation. The project requires a thorough study which requires a considerable amount of time.  The study is based on both primary as well as secondary data and has the limitations pertaining to the usage of both kinds of data.  Some of the respondents might hesitate to fill the questionnaires .(Attitude )  Respondent may give biased answer to the question which affects the results of the study.
  41. 41. 41 REVIEW OF EXISTING LITRETURE In one of the earlier studies, Gannon (1971) examined the relationship between several Methods by which individuals heard about job openings and voluntary turnover. Among his Findings, individuals who were referred by a current employee or who had applied directly (“Walk-ins”) without knowing if there were job openings were less likely to quit than Individuals who responded to job advertisements or who were referred by an employment Agency . Barron, Bishop, and Dunkelberg (1985) in their study distinguished between an intensive margin and an extensive margin of employer search. The intensive search involves the gathering of relevant information on the applicants concerned, while the extensive search refers to the number of applicants interviewed before the job is offered. The authors related both types of search to the amount of training to be provided, to the hiring standards and to a number of firm’s characteristics (size and economic sector). It is interesting that on this topic the economic and personnel management approaches appear to agree that recruitment channels have an impact on the result of recruitment in terms of both duration and productivity. Redman and Mathews (1995) used eleven hundred cases to examine the effectiveness of recruitment advertisements. Findings showed that, in 1980s there was an increase in public sector recruitment advertising (from 20.8 per cent to 37.8 per cent) and a corresponding decrease in private sector (from 79.2 per cent to 62.2 per cent) over the decade. At the same time the authors mentioned two main problems of recruitment advertisement designers. First, with the supply in lab our market in 1993, there was a need for limited and selective response from those readily available skills in order to minimize time and cost consumed by screening, short-listing and selection. Second, despite the general over supply of the lab our market, skill shortages remained a problem in number of areas.
  42. 42. 42 Mencken & Winfield (1998) had explored the advantages and disadvantages of informal and formal recruiting practices in external labor markets. The data was analyses from 1981 Metropolitan Employer-Worker Survey (MEWS). Based on random-digit-dial telephone survey of 2,713 adults, the authors had constructed seven dichotomous dependent variables. The empirical analysis of their study found that quality was the stronger motivator than cost for informal recruiting, hiring managers viewed the volume of applicants as the central advantage of formal recruiting techniques and the employment agencies were seen as having the advantages of both informal and formal recruiting—high quality and large volume. At the same time, authors also found that cost made employment agencies less attractive to hiring managers for whom quality rather than volume was the primary concern. Kinder (2000) examined a new model for decomposing e-commerce. The paper suggested that use of the Internet in recruitment processes is likely to change the interface between internal and External labor markets for many firms. The paper predicted that the conceptions behind current research programs in labor market theory may require rethinking in the Internet. A study conducted by Rafaeli, Hadomi, and Simons (2005) involved a plant located in Israel and focused on three recruitment methods: employee referrals, geographically focused ads (i.e., the local newspaper), and geographically unfocused ads (i.e., a national newspaper). They found that referrals generated more applicants, more hires, and a higher yield ratio (hires/applicants) than geographically focused ads which, in turn, outperformed unfocused ads on these three criteria.
  43. 43. 43 According to the fourth annual recruitment survey by the Institute of Personnel and Development, nearly half of all employers were then using the Internet to recruit new staff,The survey, released on Tuesday 23 May 2000, highlighted the growth in usage from 36 percent in 1999 to 47 per cent in 2000. The survey also explored for the first time how electronic media were being used as part of the recruitment process. Three main uses had been highlighted; these were the use of application forms being sent in by e-mail reported by 66 percent of respondents; companies putting vacancies on their own intranets reported by 62 percent of respondents; and use of their own Web sites to advertise positions reported by 43 percent of respondents. The Internet was more likely to be used to advertise vacancies for professional staff than it was for managerial 42 per cent against 36 per cent, or skilled manual workers 23 per cent; though there had been a marked increase in usage for all areas, in particular skilled manuals where usage had doubled in a year from 12 per cent to 23 per cent.
  44. 44. 44 RESEARCH METHODOLOGY RESEARCH METHODOLOGY Research methodology is a systematic way to solve the research problem. It may be to understand how research is done scientifically. Research is an art of scientific investigation. According to Reedman and Mary defines research is a “systematic effort to gain knowledge”. RESEARCH DESIGN: A research design is the specification of methods and procedures for Acquiring the information needed to structure or solve the problem. It is the overall operational pattern or framework of the project that stimulates what information is to be collected from which source and by what procedure. This kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. DATA COLLECTION SOURCES: In this study both primary and secondary data have been used.  Primary source The data required for the study have been collected from-  QUESTIONNAIRE survey from the employees.  PERSONAL INTERVIEW with the company representatives and the about Recruitment and Selection process.  SECONDARY SOURCE The secondary data related to the study have been collected from:  Internet  Websites  Text book  Articles
  45. 45. 45  POPULATION SIZE About 60 employees from different departments have been selected at random. TOOLS USED: Chi-Square Tests ANOVA CHI-SQUARE TESTS The statistical inference of the last three chapters has concentrated on statistics such as the mean and the proportion. These summary statistics have been used to obtain interval estimates and test hypotheses concerning population parameters. This chapter changes the approach to inferential statistics somewhat by examining whole distributions, and the relationship between. Two distributions in doing this, the data are not summarized into a single measure such as the mean, standard deviation or proportion. The whole distribution of the variable is examined, and inferences concerning the nature of the distribution are obtained. In this, these inferences are drawn using the chi square distribution and the chi square test. The rest type of chi square test is the goodness of t -test. This is a test which makes a statement or claim concerning the nature of the distribution for the whole population. The data in the sample is examined in order to see whether this distribution is consistent with the hypothesized distribution of the population or not. One way in which the chi square goodness of ¯t test can be used is to examine how closely a sample matches a population the representativeness of a sample was discussed. At that point, hypothesis testing had not yet been discussed, and there was no test for how well the characteristics of a sample matched the characteristics of a population. In this chapter, the chi square goodness of ¯t test can be used to provide a test for the representativeness of a sample.
  46. 46. 46 THE CHI SQUARE DISTRIBUTION: The chi square distribution is a theoretical or mathematical distribution which has wide applicability in statistical work. The term `chi square' (pronounced with a hard `chi') is used because the Greek letter  is used to de ne this distribution. It will be seen that the elements on which this distribution is based are squared, so that the symbol Â2 is used to denote the distribution. CHI SQUARE CALCULATION: Each entry in the summation can be referred to as The observed minus the expected, squared, divided by the expected. The chi square value for the test as a whole is The sum of the observed minus the expected, squared, and divided by the expected. H0 : Oi = Ei H1 : Oi 6= Ei H0 : X and Y are independent H1 : X and Y are dependent Chi-square (2 ) = 2 i i i (O - E ) E  Degree of freedom = (R-1) (C-1). Whereas, O  Observed frequency E  Expected frequency R  No. of rows C  No. of columns
  47. 47. 47 ANOVA: Analysis of Variance (ANOVA) when we wanted to compare two population means, we used the 2-sample t procedures. Now let’s expand this to compare k ≥ 3 population means. As with the t-test, we can graphically get an idea of what is going on by looking at side-by-side box plots. FORMULA FOR CALCULATION: Source SS df MS F Model/Group SSG k − 1 MSG = SSG/ k – 1 MSG/ MSE Residual/Error SSE n – k MSE = SSE/n – k Total SST n – 1
  48. 48. 48 3. DATA ANALYSIS AND INTERPRETATION INTRODUCTION Analysis of data is a process of inspecting, cleaning, transforming and modeling data with the goal of highlighting useful information, suggesting conclusion and supporting decision making. Data analysis has multiple facets and approaches, encompassing diverse techniques under a variety of names, in different business, science and social science domains. Data analysis involves the systematic application of statistical tools. Data analysis has multiple facets business, science and social domains. Interpretation is a function that provides the extension of symbols strings of symbols of an object language. 3.1.1 TABLE GENDER OF THE RESPONDENTS: INTERPRETATION: From the above table it is interpreted that 56.7% were male and 43.3% were female. Gender Frequency Percent Male 34 56.7 Female 26 43.3 Total 60 100.0
  49. 49. 49 3.1.1 CHART GENDER OF THE RESPONDENTS:
  50. 50. 50 3.1.2 TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS Status Frequency Percent Married 22 36.7 Unmarried 38 63.3 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 36.7% were married and 63.3% were unmarried. 3.1.2 CHART SHOWING MARITAL STATUS OF THE RESPONDENTS
  51. 51. 51 3.1.3 TABLE SHOWING EDUCATION QUALIFICATION OF RESPONDENTS Education Frequency Percent Diploma 4 6.7 UG 44 73.3 PG 12 20.0 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 73.3% of them were undergraduates 20% of them were postgraduates and 6% of them were diploma. 3.1.3 CHART SHOWING EDUCATION QUALIFICATION OF RESPONDENTS
  52. 52. 52 3.1.4 TABLE SHOW DEPARTMENT EHERE THE RESPONDENTS WORK Department Frequency Percent DTS 16 26.7 DTC 15 25.0 CC 10 16.7 Marketing 19 31.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 27% of them working in DTS, 25% of them were working in DTC, 16% of them were working in CC and 31% of them were working in marketing. 3.1.4 CHART SHOW DEPARTMENT EHERE THE RESPONDENTS WORK
  53. 53. 53 3.1.5 TABLE SHOW MONTHLY INCOME OF THE RESPONDENTS. Monthly income Frequency Percent above 7500 12 20.0 above 9000 36 60.0 above 10000 12 20.0 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 60% of them were getting a salary of RS9000-9999, 20% of them were getting a salary of RS above 7500-8999 and 20% of them were getting salary of RS10000 and above. 3.1.5 CHART SHOW MONTHLY INCOME OF THE RESPONDENTS.
  54. 54. 54 3.1.6 TABLE SHOW EXPERIENCE OF THE RESPONDENTS. Experience Frequency Percent below 5 month 14 23.3 above 5 month 4 6.7 above 1 year 42 70.0 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 70% of them were experience more than 1year, 6.7% of them were experience of more than 5 months to 1year and 23% of them were have experience below 5 months. 3.1.6 CHART SHOW EXPERIENCE OF THE RESPONDENTS.
  55. 55. 55 3.1.7 TABLE SHOW MODE OF RECRUITMENT DETAIL RECIVED. Recruited Frequency Percent Through advertisement 12 20.0 Promotion 4 6.7 By reference 32 53.3 Employment exchange 6 10.0 Any other 6 10.0 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 53% of them were joined through reference,20% of them were joined through advertisement,10% of them were employment exchange,6.7% of them joined through promotion. 3.1.7 CHART SHOW MODE OF RECRUITMENT DETAIL RECIVED
  56. 56. 56 3.1.8 TABLE SHOWS THE SELECTION PROCESS. selection process Frequency Percent Group discussion Written Test 20 0 33.3 0 Face 2 Face Psychological Test 40 0 66.7 0 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 67% of them were selected by face2face interview, 33.3% of them were selected through group discussion. INFERENCE: The most of the respondents are selected through face2face interview. 3.1.8 CHART SHOWS THE SELECTION PROCESS.
  57. 57. 57 3.1.9 TABLE SHOWS HOW THEY WERE SELECTED. Selection Frequency Percent Type of job 6 10.0 Qualification 16 26.7 Performance 25 41.7 Organization policy 9 15.0 Any other 4 6.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 41% of them were selected through performance,26% of them were selected through qualification,15% of them were selected through organization policy,10% of them were selected through type of job and 6.7% of them were selected through promotion. 3.1.9 CHART SHOWS HOW THEY WERE SELECTED.
  58. 58. 58 3.1.10 TABLE SHOWS THE RESPONDENTS SATISFIED ON RECRUITMENT AND SELECTION PROCESS. Recruitment Frequency Percent Highly satisfied 4 6.7 Satisfied 38 63.3 Neutral 8 13.3 Dissatisfied 10 16.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 63% of them were satisfied with the current process, 16% of them were dissatisfied, 13% of them were not willing to answer and 6.7% of them were highly satisfied. 3.1.10 CHART SHOWS THE RESPONDENTS SATISFIED ON RECRUITMENT AND SELECTION PROCESS.
  59. 59. 59 3.1.11 TABLE SHOWS RESPONDENT OPINION ABOUT INTERVIEW PANEL. Interview panel Frequency Percent Excellent 6 10.0 Good 38 63.3 Satisfaction 16 26.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 63% of them were feel good about interview panel, 26% of them were said they were satisfied with the interview panel and 10% of them were said excellent to interview panel. 3.1.11 CHART SHOWS RESPONDENT OPINION ABOUT INTERVIEW PANEL.
  60. 60. 60 3.1.12 TABLE SHOWS ABOUT THE ANOUNCEMENT OF THE INTERNAL RECRRUITMENT. Announcement Frequency Percent Yes 22 36.7 NO 38 63.3 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 63% of them said that the company not announcing internal employee before going for recruitment and 36% of them said no for internal recruitment announcement. 3.1.12 CHART SHOWS ABOUT THE ANOUNCEMENT OF THE INTERNAL RECRRUITMENT
  61. 61. 61 3.1.13 TABLE SHOWS RESPONDENTS SATISFICATION ON CURRENT POSITIO AND QUALIFICATION. Qualification Frequency Percent Yes 18 30.0 No 42 70.0 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 70% of them were satisfied with the current position in the organization and 30% of them were not satisfied. 3.1.13 CHART SHOWS RESPONDENTS SATISFICATION ON CURRENT POSITIO AND QUALIFICATION.
  62. 62. 62 3.1.14 TABLE SHOWS RESPONDENTS OPINION ON WHICH FACTORS THAT INFLUENCES THEM TO SELECT THE ORGANIZATION. Influence Frequency Percent Image of the organization 22 36.7 Work conditions 12 20.0 Salary 16 26.7 Nature of job 6 10.0 Career prospects 4 6.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 36% choose the organization based on the image of the organization,26% of them were select the organization based on salary,20% of them choose based on work condition,10% of them choose based on nature of job and 6.7% of them choose based on career prospects. 3.1.14 CHART SHOWS RESPONDENTS OPINION ON WHICH FACTORS THAT INFLUENCES THEM TO SELECT THE ORGANIZATION.
  63. 63. 63 3.1.15 TABLE SHOWS THE RESPONDENTS SATISFICATION WITH THE SALARY OFFERED TO THEM. Remuneration Frequency Percent Highly satisfied 8 13.3 Satisfied 28 46.7 Neutral 20 33.3 Dissatisfied 4 6.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 46% of them were satisfied with the remuneration offer to them,33.3% of them were not willing to answer and6.7% of them were dissatisfied with the salary offer to them. 3.1.15 CHART SHOWS THE RESPONDENTS SATISFICATION WITH THE SALARY OFFERED TO THEM.
  64. 64. 64 3.1.16 TABLE SHOWS THE RESPONDENTS OPENION ON CAREER GROWTH OPPORTUNITIES. Career growth Frequency Percent Highly satisfied 4 6.7 Satisfied 38 63.3 Neutral 10 16.7 Dissatisfied 6 10.0 Highly dissatisfied 2 3.3 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 63% of them were satisfied with the career growth opportunity, 16% of them were not willing to answer, 10% of them were dissatisfied and 6.7% were highly satisfied . 3.1.16 CHART SHOWS THE RESPONDENTS OPENION ON CAREER GROWTH OPPORTUNITIES.
  65. 65. 65 3.1.17 TABLE SHOWS THE RESPONDENTS SUGGESTION TO HR RECRUITMENT AND SELECTION DEPARTMENT. Suggestion Frequency Percent Yes 14 23.3 No 46 76.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 76% of them are not willing to give suggestion to the hr recruitment and selection department and 23.3% of them were not willing to give the suggestion to the hr department. 3.1.17 CHART SHOWS THE RESPONDENTS SUGGESTION TO HR RECRUITMENT AND SELECTION DEPARTMENT.
  66. 66. 66 3.1.18 TABLE SHOWS THE RESPONDENTS OPINION TOWARS RECOMMENTATION. Recommend Frequency Percent Yes 20 33.3 No 40 66.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 66% of them will not recommend their friends and family to join job in the reliance communication and 33.3% of them will recommend. 3.1.18 CHART SHOWS THE RESPONDENTS OPINION TOWARS RECOMMENTATION.
  67. 67. 67 3.1.19 TABLE SHOWING OPINION TOWARS TIME DURATION FOR RECRUITMENT TO SELECTION PROCESS. Time duration Frequency Percent Less than 5 days 28 46.7 Greater than 5 days 16 26.7 Less than 1 month 16 26.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 46% got selected in less than 5days, 26.7% of them were got selected more than 15 days 26.6% of them were time duration more than 5days . 3.1.19 CHART SHOWING OPINION TOWARS TIME DURATION FOR RECRUITMENT TO SELECTION PROCESS.
  68. 68. 68 3.1.20 TABLE SHOWS THE RESPONDENTS OPINION ON ORGANIZATION POLICY BEFORE JOINING IN THE ORGANIZATION. Policy Frequency Percent Yes 32 53.3 No 28 46.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 53% of them comes to know organization policy before joining and 46.7% of them were not aware of organization policy before joining. 3.1.20 CHART SHOWS THE RESPONDENTS OPINION ON ORGANIZATION POLICY BEFORE JOINING IN THE ORGANIZATION.
  69. 69. 69 3.1.21 TABLE SHOWS THE CHANGES IN THE RECRUITMENT PROCESS FOR EXPERIENCE PERSON AND FRESHERS. Changes in recruitment Frequency Percent Yes 20 33.3 No 40 66.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 66% of them said there is no changes in the selection process for experience and fresher’s and 33.3% of them were said there is no changes. 3.1.21 CHART SHOWS THE CHANGES IN THE RECRUITMENT PROCESS FOR EXPERIENCE PERSON AND FRESHERS.
  70. 70. 70 3.1.22 TABLE SHOWS THE RESPONDENTS ON JOB SECURITY SATISFICATION. Job security Frequency Percent Highly satisfied 6 10.0 Satisfied 40 66.7 Neutral 10 16.7 Dissatisfied 4 6.7 Total 60 100.0 INTERPRETATION: From the above table it is interpreted that 66% of them are satisfied with the job security,16% of them were not willing to answer ,10% of them were highly satisfied and 6.7% of them were dissatisfied. 3.1.22 CHART SHOWS THE RESPONDENTS ON JOB SECURITY SATISFICATION.
  71. 71. 71 ANOVA 3.1.23 DIFFERENCE BETWEEN THE EDUCATION QUALIFICATION AND CURRENT POSITION IN THE ORGANIZATION. NULL HYPOTHESIS (HO) - There is no difference between the education qualification and current position in the organization. ALTERNATIVE HYPOTHESIS (H1) – There is a difference between the education qualification and current position in the organization. Are you satisfied with your current position in the organization when compared to your qualification Group Sum of Squares Df Mean Square F Sig. Between Groups 2.206 2 1.103 6.049 .004 Within Groups 10.394 57 .182 Total 12.600 59 Level of significant =5% F= 6.049 T.V= .004 C.V = .005 CONCLUTION: The analyses conclude that there is a difference between the education qualification and the current position of the employee in the organization. So the alternate hypothesis is accepted and null hypothesis is rejected.
  72. 72. 72 CHI-SQUARE ANALYSIS 3.1.24 RELATIONSHIP BETWEEN THE DEPARTMENT AND METHOD CONDUCTED FOR THE SELECTION PROCESS FOR EMPLOYEE IN THE ORGANIZATION. NULL HYPOTHESIS (H0) – There is no significant relationship between the department and mode of selection process. ALTERNATIVE HYPOTHESIS (H1) - There is a significant relationship between the department and mode of selection process. Data Value df Asymp. Sig. (2-sided) Pearson Chi-Square 5.980a 3 .113 Likelihood Ratio 6.372 3 .095 Linear-by-Linear Association .978 1 .323 N of Valid Cases 60 a. 1 cells (12.5%) have expected count less than 5. The minimum expected count is 3.33. CONCLUTION: P vale is .113 which is less than the significant level (0.05). So we reject null hypothesis and accept alternative hypothesis. Therefore there is a significant difference between from the above analysis we concluded that there is no significant relationship between the department and mode of selection method for employee in the organization. So alternative hypothesis is rejected and null hypothesis is accepted.
  73. 73. 73 ANOVA 3.1.25 DIFFERENCE BETWEEN THE MARITAL STATUS AND JOB SECURITY IN THE ORGANIZATION. NULL HYPOTHESIS (HO) - There is no difference between the marital status and job security. ALTERNATIVE HYPOTHESIS (H1) – There is a difference between the marital status and job security. How do you feel about the job security at reliance communication for the employee Group Sum of Squares df Mean Square F Sig. Between Groups .413 1 .413 .822 .368 Within Groups 29.187 58 .503 Total 29.600 59 Level of significant =5% F= 0.822 T.V= .368 C.V = .005 CONCLUTION: The analyses conclude that there is a difference between the marital status and job security in the organization. So the alternate hypothesis is rejected and null hypothesis is accepted.
  74. 74. 74 ANOVA 3.1.26 DIFFERENCE BETWEEN THE GENDER AND TIME DURATION FOR RECRUITMENT TO SELECTION PROCESS. NULL HYPOTHESIS (HO) - There is no difference between the gender and time duration for the recruitment and the selection process. ALTERNATIVE HYPOTHESIS (H1) – There is a difference between the gender and time duration for the recruitment and the selection process. What is the time duration for recruitment to selection process? Group Sum of Squares Df Mean Square F Sig. Between Groups 1.564 1 1.564 2.265 .138 Within Groups 40.036 58 .690 Total 41.600 59 Level of significant =5% F= 2.265 T.V= .138 C.V = .005 CONCLUTION: The analyses conclude that there is a difference between the gender and the time duration for recruitment and selection process. So the alternate hypothesis is rejected and null hypothesis is accepted.
  75. 75. 75 FINDINGS 62% of the respondents were belonging to the age group 21-30years. 57% of the respondents were male. 64% of the respondents were unmarried. 73% of the respondents were undergraduate 32% of the respondents were in marketing. 60% of the respondents were getting 9000-11,000 as monthly income. 60% of the respondents were working more than 1year. 53% of the respondents were joined in organization through reference. 67% of the respondents were selected through face to face interview. 42% of the respondents were selected based on performance. 63% of the respondents were satisfied with the current selection process. 63% of the respondents were feeling good about interview panel. 63% of the respondents were saying that company doesn’t announce the internal employee before going for recruitment. 70% of the respondents were not satisfied with current position. 37% of the respondents were joined in the organization based on image of organization. 47% of the respondents were satisfied with remuneration. 63% of the respondents were satisfied with growth opportunities. 76% of the respondents were not willing to give suggestion to hr department. 66% of the respondents were not willing to recommend family members and friends to apply job in this organization. 47% of the respondents were selected by panel by less than 5days. 47% of the respondents were doing know about organization police before joining. 67% of the respondents were said no change in recruitment process for fresher’s and experience. 66% of the respondents were satisfied with job security in organization.
  76. 76. 76 SUGGESTIONS Human resources are the set of individuals who make up the workforce of an organization, business sector, or economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view (i.e., the knowledge the individuals embody and can contribute to an organization). Likewise, other terms sometimes used include "manpower", "talent", "labour", or simply "people". Human resource Department should be more practical and efficient so that the recruitment and selection becomes more effective. Effort should be taken to maintain database of application for future recruitment in the organization. The company should follow new technology / trends in the recruitment process. The stress should be given on knowledge and the experience should be the major criteria for selection of employees. More stress should be given to recruit qualification & skills percentage for scrutinizing the application of prospective candidates. HR Department should give counseling to employee every month. HR Department has to say the company policy to employee before joining the organization. HR Department has to announce the internal employee before going to recruitment for higher designations.
  77. 77. 77 CONCLUSION The source of recruitment in the organization is totally based on both the factors i.e. internal and external. The recruitment of the prospective candidate for a particular post is based on experience, age, qualification and by reference. The selection process is totally based on skills, communication and technical qualities. The formal interview is conducted by the HRD. After selection the employees are inducted for 1-5 days or more than 15 days. The study concluded at RELIANCE COMMUNICATION on EMPLOYEE PERCEPTION TOWARS HR RECRUITMENT AND SELECTION PROCESS has collected and the opinion of the employee has been analyzed and finds the merits and demerits in the process and restructured the some of the process and it is following in the organization.
  78. 78. 78 QUESTIONNAIRE FOR HR RECRUITMENT AND SELECTION PROCESS AT RELIANCE COMMUNICATION LTD., 1) NAME: 2) AGE: 3) GENDER: MALE ( ) FEMALE ( ) 4) MARITAL STATUS: MARRIED ( ) UNMARRIED ( ) 5) EDUCATION QUALIFICATION: 6) DEPARTMENT: 7) MONTHLY INCOME: 8) EXPERIENCE: 9) How were you been recruited in the organization? a) Through advertisement b) promotion c) By reference d) Employment exchange e) Any other 10) What are the methods conducted for the selection process followed by your organization? a) Written test b) Group discussion d) Psychological test e) Face 2 Face 11) What are the main criteria in recruitment of an employee in the organization? a) Type of job b) Qualification c) Performance d) Organization Policy e) Any other 12) Are you satisfied with the current recruitment and selection process followed by your Organization? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 13) How do you feel about interview panel? a) Excellent b) Good c) Satisfaction d) Poor 14) Whether the company announces the internal employee before going for recruitment? a) YES b) NO
  79. 79. 79 15) Are you satisfied with your current position in the organization, when compared to your Qualification? a) Yes b) NO 16) What are the factors that influence you to select the organization? a) Image of the organization b) Work conditions c) Salary d) Nature of job e) Carer Prospects 17) Are you satisfied with the Remuneration offered to you? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 18) Are you satisfied with the career growth opportunities in the company? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 19) Would you like to give any suggestion to your HR recruitment and Selection department? a) YES b) NO If YES _________________________________________________________ 20) Are you willing to recommend your family members to apply for job in Reliance Communications? a) YES b) NO 21) What is the time duration for recruitment to selection process? a) Less than 5 days b) Greater than 5 days c) Less than 1 month d) More than 1 month 22) What kind of recruitment and selection practices gives the best result according to you. For the organization? ______________________________________________________________________ _______________________________________________________________________ 23) Did you fully known about the organization policy before joining in the organization? a) YES b) NO 24) Is there any changes in recruitment process for experience person and freshers? a) YES b) NO
  80. 80. 80 25) How do you feel? About the job security at reliance communication for the employee? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 26) What measures are adopted for “career development” Within and outside the organization? _______________________________________________________________________ _______________________________________________________________________
  81. 81. 81 BIBLIOGRAPHY  K.ASWATHAPPA- HUMAN RESOURCE AND PERSONNEL MANAGEMENT PEARSON EDITION 9TH EDITION  V.S.P. RAO & P.SUBBA RAO - PERSONNEL / HUMAN RESOURCE MANAGEMENT  DONALD R COOPER- BUSINESS RESEARCH METHODS  C R KOTHARI - RESEARCH MEHODOLOGY Vikas publishing house pvt. Ltd., 1978 THROUGH INTERNET GOOGLE SEARCH ENGINE. www.reliancecommunication.com www.rcom.co.in www.reliancegroup.co.in www.hrprocess.co.in/selectionprocess [

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