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SEMESTER IV
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INDEX
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CHAPTER 1
INTRODUCTION
Scott, Clothier and Spriegel have defined Human Resource Management as that
branch of management which is responsible on a staff basis for concentrating on those
aspects of operations which are primarily concerned with the relationship of
management to employees and employees to employees and with the development of
the individual and the group.
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deals with the planning, organising, directing and controlling the personnel functions
of the enterprise.
Since 1930s, certain developments took place, which greatly contributed to the
evaluation and growth of human resource management. These developments are
given below :
Scientific management
Labour management
Government regulations.
The scope of HRM is indeed fast. All major activities in the working life of the
worker from time of his entry in an organisation until he/ she leaves, come under the
preview of HRM. Specifically, the activities included are human resource planning.
Job analysis and design, recruitment, selection, orientation and placement, training
and development, performance appraisal, job evaluation, employee and executive
remuneration and communication, employee welfare, safety and health, industrial
relations and the like.
Staffing
Welfare and safety
Wages and Salary Administration
Training and Development
Labour Relations
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RECRUITMENT AND SELECTION
Every organisation needs to look after recruitment and selection in the initial
period and thereafter as when additional manpower is require due to expansion and
development of business activities.
‘Right person for the job’ is the basic principle in recruitment and selection. Ever
organisation should give attention to the selection of its manpower, especially its
managers. The operative manpower is equally important and essential for the orderly
working of an enterprise. Every business organisation needs manpower for carrying
different business activities smoothly and efficiently and for this recruitment and
selection of suitable candidates are essential. Human resource management in an
organisation will not be possible if unsuitable persons are selected and employment in
a business unit.
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RECRUITMENT
MEANING:
A formal definition states, “It is the process of finding and attracting capable
applicant for the employment. The process begins when new recruits are sought and
ends when their applicants are submitted. The result is a pool of applicants from
which new employees are selected”. In this, the available vacancies are given wide
publicity and suitable candidates are encouraged to submit applications so as to have a
pool of eligible candidates for scientific selection.
Definition:
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b) Creation of new vacancies due to growth, expansion and diversification of
to job specification.
Help increase the success rate of the selection process by reducing the number
Help reduce the probability that job applicants, once recruited and selected,
Meet the organization’s legal and social obligation regarding the composition
appropriate candidates.
Increase organizational and individual effectiveness in the short term and long
term.
Evaluate the effectiveness of various recruiting techniques and sources for all
the organisation and interested candidates are encouraged to submit applications for
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Recruitment represents the first contact that a company makes with potential
company, and eventually decided whether they wish to work for it. A well-planned
and well-managed recruiting effort will result in high quality applicants, whereas, a
personal prejudices of managers looking after the recruitment and selection of the
staff.
b) High turnover
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job” is achieved in many organizations. Moreover, “right job” is the basic principle in
manpower procurement.
RECRUITMENT PROCESS
1. Planning
2. Strategy development
3. Searching
4. Screening
5. Evaluation and control.
The ideal recruitment programme is the one that attracts a relatively larger
number of qualified applicants who will survive the screening process and
accept positions with the organization, when offered. Recruitment
programmes can miss the ideal in many ways i.e. by failing to attract an
adequate applicant pool, by under/over selling the organization or by
inadequate screening applicants before they enter the selection process. Thus,
the approach the ideal individuals responsible for the recruitment process must
know how many and what types of employees are needed, where and how to
looks for the individuals with the appropriate qualifications and interest what
inducement to use for various types of qualified from those who have a
reasonable chance of success and how to evaluate their work.
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RECRUITMENT
PLANNING
EVALUATION STRATERGY
AND CONTROL DEVELOPMENT
SCREENING SEARCHING
STAGE 1:
RECRUITMENT PLANNING:
The first stage in the recruitment process is planning. Planning involves the
translation of likely job vacancies and information about the nature of these jobs into
set of objectives or targets that specify the
Numbers of contact:
Organization, nearly always plan to attract more applicants than they will hire. Some
of those contacted will be uninterested, unqualified or both. Each time a recruitment
programme is contemplate; one task is to estimate the number of applicants necessary
to fill all vacancies with the qualified people.
STAGE 2:
STRATERGY DEVELOPMENT:
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When it is estimated that what types of recruitment and how many are required
then one has concentrate in. (1). Make or buy employees. (2). Technological ce
labour markets comprising job seekers. (4). Sources of recruitment. (5). Sequencing
the activities in the recruitment process.
STAGE 3:
SEARCHING:
Once a recruitment plan and strategy are worked out, the search process can begin.
Search involves two steps
If the organization has planned well and done a good job of developing its sources
and search methods, activation soon results in flood of applications or resumes.
The application received must be screened. Those who pass have to be contacted
and invited for interview. Unsuccessful applicants must be sent letter of regret.
B). SELLING:
STAGE 4:
SCREENING:
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scrutinized and short-listed. Hiring of professors in a university is typical situation.
Applicants received in response to advertisements is screened and only eligible
applicants are called chancellor, registrar and subject experts conducts interview.
STAGE 5:
SELECTION
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
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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 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 effort the
organization can make towards minimizing turnover and hiring costs can pay
dividends. Thus proper selection of personal is obviously an area where effectiveness
(choosing competent workers who perform well in their position) can result in larger
savings.
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SELECTION PROCESS:
External Environment
Internal Environment
Preliminary Interview
Selection Test
Rejected Applications
Employment Interview
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
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GUIDING PRINCIPLES FOR SELECTION
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.
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OBJECTIVES OF RECRUITMENT AND SELECTION:
Every position vacancy will be filled based upon a through 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.
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COMPANY PROFILE
Big Bazaar is not just another hypermarket. It caters to every need of 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 ill
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.
Mr. Kishore Biyani CEO, Future Group Pantaloon Retail (India) Limited in India’s
leading retailer that operates multiple retail formats in both the value and lifestyle
segment of the Indian consumer market.
Pantaloon Retail was awarded the ‘International Retailer’ of the year 2007, by the
US based National Retail Federation, the largest retail trade association and the
‘Emerging Market Retailer’ of the year 2007 at the World Retail Congress in
Barcelona. Pantaloon Retail is the flagship company of Future Group, a business
group catering to the entire Indian consumption space. The group’s subsidiary
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companies include, Home Solutions Retail Indian Ltd, Pantaloon Industries Ltd,
Galaxy Entertainment and Indus League Clothing.
BOARD OF DIRECTOR
1. Managing Director
Mr. Kishore Biyani
2. Wholetime Director
Mr. Gopikishan Biyani
Mr. Rakesh Biyani
3. Director
Mr. Shailesh Haribhakti
Mr S.Doreswamy
Mr. Darlie Koshy
Mr. Anil Harish
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INDUSTRY PROFILE
Retail is Indian’s largest industry, accounting for over 10 percent of the country’s
GDP and around 8 percent of the employment. Retail industry in India is at the
crossroads. It has emerged as one of the most dynamic and fast paced industries with
several players entering the market. But because of the heavy initial investments
required, break even is difficult to Achieve and many of these players have not tasted
success so far. However the future is promising; the market is growing, government
policies are becoming more favorable and emerging technologies are facilitating
operations. Retailing in India is gradually inching its way towards becoming the next
boom industry. The whole concept of shopping has altered in terms of format and
consumer buying behavior, ushering in revolution in shopping in India.
Modern retail has entered India as seen in sprawling shopping centers, multi-stored
malls and huge complexes offer shopping, entertainment and food all under one roof.
The Indian retailing sector is at an inflexion point where the growth of organized
retailing and growth in the consumption by the Indian population is witnessing a
significant change in its demographics. A large young working population with
average age of 24 years, nuclear families in urban areas, along with increasing
working-women population and emerging opportunities in the services sector are
going to be the key growth drivers of the organized retail sector in India.
Retail is Indian’s largest industry accounting for over 10 percent of the country’s
GDP and around 8 percent of the employment.
ORGANIZATION PROFILE
“Nobody Sells Cheaper and Better” Big Bazaar is a chain of department stores in
India currently with 100 outlets. It is owned by Pantaloon Retail India Ltd, Future
Group. It works on the same economy model as Wal-Mart and has been successful in
many Indian cities and small towns. The idea was pioneered by entrepreneur Mr.
Kishore Biyani, the CEO of Future Group. Currently Big Bazaar stores are located
only in Indian. It is the fastest growing chain of department stores and aims at having
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350 stores by 2010. Big Bazaar has democratized shopping in India and is so much
more than a hypermarket. Here you will find over 170,000 products under one roof
that carter to every need of a family, making Big Bazaar India’s favourite shopping
destination.
At Big Bazaar, you will get the best products at the best prices- this is our
guarantee. From apparel to general merchandise like plastics, home furnishings,
utensils, crockery, cutlery, sports goods, car accessories, books and music, computer
accessories and many more. Big Bazaar is the destination where you get products
available at prices lower than the MRP, setting a new level of standards in prices,
convenience and quality. If you are a fashion conscious buyer who wants great clothes
at great prices, Big Bazaar is the place to be. Leveraging on the company’s inherent
strength of fashion, Big Bazaar has created a strong value for money proposition for
its customers.
The offers were spread across categories from electronics to utensils, from apparel
to furniture and food. This event received tremendous response from the regular and
an entirely new set of shoppers, which resulted in nearly 2 million people visiting the
stores on the day. And most stores were able to post record sales for a single day.
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COMPANY HISTORY
1992 Initial public offer (IPO) was made in the month of May.
1997 Company enters modern retail with the launch of the first 8000 square feet store,
Pantaloons in Kolkata.
2001 Three Big Bazaar stores launched within a span of 22 days in Kolkata,
Bangalore and Hyderabad.
2005 Group moves beyond retail, acquires stakes in Galaxy Entertainment, League
Clothing and Planet Retail. Setup India’s first real estate investment fund Kshitij to
build a chain of shopping malls.
2006 Future Capital holdings, the company’s financial is formed to manage over
$1.5billion in real estate, private equity and retail infrastructure funds. Plan forays
into retailing of consumer finance products.
Home Town, a home building and improvement products retail chain is launched
along with consumer durables format, Ezone and furniture chain, Furniture Bazaar.
Future Group enters into joint venture agreements to launch insurance products with
Italian insurance major, Generali. Forms joint ventures with US office stationery
retailer, Staples.
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2007 Future Group crosses $1 billion turn over mark. Specialized companies in retail
media, logistics, IPR and brand development and retail-led technology services
become operational. Pantaloon Retail wins the ‘International Retailer of the year” at
US
Based National Retail Federation convention in New York and ‘Emerging Retailer’ of
the Year award at the World Retail Congress held in Barcelona. Futurebazaar.com
becomes India’s most popular shopping portal.
2008 Future Capital Holding becomes the second group company to make a
successful Initial Public Offering in the Indian capital Markets. Big Bazaar crosses the
100-store mark, marketing one of the fastest ever expansion of a hypermarket format
anywhere in the world. Total operational retail space crosses 10 million square feet
mark. Future group acquire rural retail chain, ‘Aadhar’ present in 65 rural locations.
“To Deliver Everything, Everywhere, Every time, to Every Indian Customer in the
most profitable manner.” One of the core values at Future Group is, ‘India ness’ and
its corporate credo is – “Rewrite rules, Retain values
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CHAPTER 2
RESEARCH METHODOLOGY
Research in common refer to a search for knowledge, one can also define research
as a scientific and systematic search for pertinent information on a scientific topic.
INFORMATION ON RESEARCH:
RESEARCH APPROACH:
The approach used for the purpose of this study is quantitative approach where
quantitative analysis was carried out in a formal manner using various statistical tools
like spss-statistical analysis for social scientists excel, etc…
DATA SOURCE:
PRIMARY:
Primary information gathered directly from the respondents through questionnaire i.e.
survey method.
SECOUNDARY:
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Internet, through the sites like https://www.bigbazaar.com ,
https//en.wikipedia.org/wiki/bigbazaar.in. Recruitment and selection through books
and library,etc…
RESEARCH INSTRUMENT:
The required data were collected by using questionnaires. All question were close
ended type i.e. to reply in the given options.
RESEARCH DESIGN
For this research study a descriptive research design will be used. The factors that are
affecting the employees in work environment will be identified and the findings shall
be described in detail.
QUESTIONAIRE METHOD
SAMPLE UNIT:
SAMPLE SIZE:
50 respondents are taken as the sample size in consulting with the guide at both the
ends taking into consideration the time factor. These include only the questionnaire
which are filled completely there by providing the research all necessary details for
evaluation. The incomplete questionnaire were rejected and are not taken into
calculation purpose.
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TYPES OF SAMPLING
NON-RANDOM SAMPLING
Non-probability sampling is that sampling procedure which does not afford any
basis for estimating the probability that each item in the population has of being
including in the sample. Non-probability sampling is also known by different
names such as deliberate sampling, purposive sampling and judgments sampling.
JUDGEMENT SAMPLING
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CHAPTER 3
ROLE OF LITERATURE
REVIEW OF LITERATURE:
Concept of Recruitment
Barber (1998) defines Employee recruitment as “practices and activities carried on
by an organization for the purpose of identifying and attracting potential employees”.
Many large corporations have employee recruitment plans that are designed to attract
potential employees that are not only capable of filling vacant positions but also add
to the organization’s culture.
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companies devoted considerable resources and energy to creating high quality
selection systems. Due to the fact that organizations are always fortified by
information technology to be more competitive, it is natural to also consider utilizing
this technology to re-organize the traditional recruitment and selection process
through proper decision techniques, with that both the effectiveness and the efficiency
of the processes can be increased and the quality of the recruitment and selection
decision improved.
Dessler, (2000) found in his study that the Recruitment and selection forms a core
part of the central activities underlying human resource management: namely, the
acquisition, development and reward of the workers. It frequently forms an important
part of the work of human resource managers – or designated specialists within work
organizations. However, and importantly, recruitment and selection decisions are
often for good reason taken by non-specialists, by the line managers. Recruitment and
selection also have an important role to play in ensuring worker performance and
positive organizational outcomes. Recruitment and selection had the capacity to form
a key part of the process of managing and leading people as a routine part of
organizational life, it is suggested here that recruitment and selection has become ever
more important as organizations increasingly regard their workforce as a source of
competitive advantage. Of course, not all employers engage with this proposition
even at the rhetorical level. However, there is evidence of increased interest in the
utilization of employee selection methods which are valid, reliable and fair. Dessler
listing the essence of these in the following; build a pool of candidates for the job,
have the applicants fill out application forms, utilize various selection techniques to
identify viable job candidates, send one or more viable job candidates to their
supervisor, have47 the candidate(s) go through selection interviews, and determine to
which candidate(s) an offer should be made.
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placement, evaluation, training and development, compensation and benefits, and
retention of the employees of an organization. Businesses have developed human
resource information systems that support: (i) recruitment, selection, and hiring, (ii)
job placement, (iii) performance appraisals, (iv) employee benefits analysis, (v)
training and development, and (vi) health, safety, and security.
Process of Recruitment
Odiorne (1984) indicated that the quality of new recruits depends upon an
organization's recruitment practice, and that the relative effectiveness of the selection
phase is inherently dependent upon the caliber of candidates attracted.
Smith et al. (1989) argue that the more effectively the recruitment stage is carried
out, the less important the actual selection process becomes. When an organization
makes the decision to fill an existing vacancy through recruitment, the first stage in
the process involves conducting a comprehensive job analysis. This may already have
been conducted through the human resource planning process, particularly where
recruitment is a relatively frequent occurrence. Once a job analysis has been
conducted, the organization has a clear indication of the particular requirements of the
job, where that job fits into the overall organization structure, and can then begin the
process of recruitment to attract suitable candidates for the particular vacancy.
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characterized along a continuum that ranges from the more traditional methods of
interviews, application forms and references, through to the more sophisticated
techniques that encapsulate biographical data, aptitude tests, assessment centres, work
samples, psychological and so forth. Each method of selection has its advantages and
disadvantages and comparing their rival claims involves comparing each method's
merit and psychometric properties. The degree to which a selection technique is
perceived as effective and perhaps sophisticated is determined by its reliability and
validity.
Burton (2001) in his study of recruitment and selection practices in the USA, found
that approximately 25 percent of respondent organizations conducted validation
studies on their selection methods. Furthermore, in a rating of various selection
methods, those perceived to be above average in their ability to predict employees' job
performance included work samples, references/recommendations, unstructured
interviews, structured interviews and assessment centres
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managers has a major influence on recruitment and selection and experienced HR
experts within the HR department will not only shorten vacancy duration, but also
improve the quality of the applicants. Moreover, effective recruitment and selection is
possible only if there is a dedicated and competent HR team.
Whitmell Associates, (2004) observed that the extent of recruitment and selection
strategy integration can be gauged through four distinctive indicators. These
indicators are: the timely supply of an adequately qualified workforce, effective job
analysis and descriptions, effective selection, and the involvement of line managers in
the recruitment and selection practices. A key source of uncertainty in the business
strategy implementation is whether there is a timely supply of adequately qualified
people, and to a great extent this uncertainty involves the quality of employees. An
organization can successfully eliminate this uncertainty if its recruitment and selection
policies and practices are strategically integrated with the business.
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CHAPTER 4
PRESENT SCENARIO
OBJECTIVE
The main objective of detailing is that the right type of personnel’s 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
RECRUITMENT
Recruitment shall be restored for induction of talent from outside, when suitable.
Candidates are not available from with the organization or upon a specific demand of
the post is such that it has to be filled up from the open market.
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SOURCES OF RECRUITMENT
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.
Each person is expected to fulfill the requisite job specifications/ as required for
the position before his candidature is considered for the post. Age requirement at
entry point with 10+2 qualification shall be around 20 years and for Graduate / Post
Graduate / Professional Qualification shall be between 21 years to 25 years for a
fresher. The upper age limit for recruitment of experienced personnel shall normally
be not more than 45 years.
AGE OF SUPERANNUATION:
Normally the age of superannuation shall be 60 years for all classes of employees.
In order to streamline the recruitment age and to ensure that no person is retiring on
his birthday, all employee shall be retiring only on first day of next month in which he
attains the age of superannuation.
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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
discretions, may grant such extension of services 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/
perquisites as applicable to other regular Executives/ Employees of the company of
his cadre
All HOD’s / Sectional Head’s shall raise a requisition in the prescribed format, as
per sanctioned manpower and duly approved by competent authority.
Candidates application screened/ short listed are required to fill in the prescribed
application form in their own handwriting and submit the same to HR Department
along with a passport size photograph, photocopies of certificate and testimonials etc,
in support of their Age, Qualification, Experience conduct etc.
LETTER OF APPOINTMENT:
Every candidate selected and appointed in Executive Cadre shall be issued a letter
of appointment as per the Standard Format placed.
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SERVICE AGREEMENT:
ANTECEDENT VERIFICATION:
Each Candidate should state names along with the contact address telephone
number etc of at least 2 persons (not in relation), who can be referred by the employer
to verify candidate antecedents etc, in the application form itself, out of which one
should be preferably of immediate past employer.
SCRUITINY OF APPLICATION:
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RECRUITMENT AND SELECTION POLICIES FOR
Keeping in the view the existing and expansion needs as well as to meet the
competition BIG BAZAAR needs well qualified and talented personnel in various
discipline of retail business viz, Merchandizing, Sales, Supply chain, Warehousing,
HR and Finance & A/C’s, General Management etc. in view of that it has been
considered desirable to induct fresh entrants at ET’s/ MT’s 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 producer desired results.
This scheme shall be called as ET/ MT scheme which interlaid including CA’s,
MBA’s. ICWA, Engineers. IT Professionals and Commerce discipline candidates and
shall come into force, w.e. from 1st april 2007. All such Trainee recruited shall be
placed in Executive Cadre (E- Cadre)
Candidate recruitment as Trainee shall undergo six month training. Their job
specifications and level shall be as stated here under:-
Management Trainee:
Minimum qualifications
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IT Engineers
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 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:
Training Schedule:
First Fortnight - General Overview and theoretical training/ visits etc including
organizational Rules and Regulations
Next 2 and ½ months - On the job training in various department on rotational basis
so as to know the all the functions of the organization
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Next 3 months – On the job/ under study/ Training in the parent Department, to be
trained in detailed working and in dept studies & working of that Department, where
he has to be placed initially .
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 CA’s / ICWA’s/ Professional
Trained personnel.
Review:
Recruitment:
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.
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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 organisation and if
needed counseling session shall be held with the trainee.
Each trainee shall undergo a written test upon completion of training and only
trainees who have got constantly a ‘Good’ rating shall be withdrawn from the training
scheme and be placed in appropriate level/ Grade.
Training Module
Training modules for each trade shall be announced and circulated by the training
department from time to time.
Service Conditions
All trainees engaged in executive cadre shall be governed by the service rules of
the company and the terms and conditions laid down in their letter of appointment and
service agreement which they shall be required to be executed at time of joining the
company.
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FLOW CHART FOR RECRUITMENT AND SELECTION IN BIG
BAZAAR
Manpower Planning
Orientation
Placement
Appraisal
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ISSUES OF GENDER IN RECRUITMENT AND SELECTION
Do not discard applicants who “stopped out” to provide care for a child, or for
maternity leave.
Consider the dynamics of the interview - is the candidate being interviewed in
an environment that is representative of the office environment.
Understand questions that cannot be asked regarding family, children,
pregnancy, etc.
Provide medical insurance that cover the full range of medical needs of
women employees, including reproductive health care.
Provide paid sick-leave policies for employees illness and illness of spouses,
lifetime partners, dependent children, and elderly parents.
Provide life insurance, disability and pension programs that are
nondiscriminatory on the basis of gender.
Have a clear and vigorously enforced sex, race and sexual orientation
discrimination and sexual harassment policies and include a statement about
these policies in the advertisement of the position.
Before attempting to diversify a staff and make it more gender equitable, one
must tackle issues such as, “gender stereotyping; discrimination in hiring, pay,
and promotions; family issues; and sexual orientation discrimination.” There
are five areas critical to this process:
1. Open communication
2. A commitment to creating an inclusive environment
3. Clear preconceived expectations based on gender
4. A neutral supervisor who can observe different styles and facilities
communication when a conflict arises.
5. Training – sexual harassment as well as gender issues training (It is
though that 75-80% of sexual harassment complaints could be
prevented by understanding gender differences”
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CERTAIN DO’S AND DON’T IN RECRUITMENT AND
SELECTION
DO’S:
Be fair at time of decision making for the final selections as well as salary.
Always cross check the references and the information provided by the candidate
Lessen the grievance of each employee and take decision according to natural law of
justice.
DON’T:
Don’t promise anything which will go against the ethos of the organization
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ORGANIZATION CHART
STORE MANAGER
Visual Marketing
Asst. DM
Merchandising
Maintenances
Team
Leader
Asst. DM
House
Team Keeping
Member
Security
CSD Cashier
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DIFFERENT PRODUCTS DEALT IN BIG BAZAAR
CROCKERY: LUGGAGE:
Crockery cutlery Travel bags
Take materials/ Napkins Trolleys
Dinner sets School & college bags
Wine, Juice glasses Suitcase Apparels Department
FOOD BAZAAR
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FAMOUS BRAND OF BIG BAZAAR
Big Bazaar has gradually introduced private lables in fashion over last few years.
Every year, new, private labels are introduced to increase their share over other
brands. These are known as ‘In House Brands’ which are exclusively promoted by
Big Bazaar in its store. It is very important to promote and sell these brands
aggressively, since they contribute to higher margins thereby contributing heavily to
the bottom line.
KNIGHTHOOD
It is the men’s formalwear brand with arrange that includes formal shirts, trousers,
suits blazers and basic men’s accessories like ties and handkerchiefs.
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