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THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENTNEW DELHI
NTERNSH P REPORTON
RECRUITMENT & SELECTION PRACTICES
AT BIG BAZAAR
Submitted by:
TUSHAR DAHIYAID No. D0911SSIIPM10516G(DEL-7/DA-1390
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ACKNOWLEDGEMENT
I am fortunate to have got an opportunity to undergo the
internship at Big Bazaar.The project has been very useful for me in
understanding the various pragmatic aspects of the management
function practice in the real world.
I express my deep sense of gratitude to Mr. ARUN KUMAR MEHTA,
(Recruite!t A"#i$%r,for their counsel through out my training. I
would also lie to express my gratitude to all the members of
!onnaught "lace branch for their assistance and constant motivation.
#bove all$ I give my special thans to all my faculty members who
have supported me. I am very thanful to all of them who have
guided me for my project.
(TUSHAR DAHI'A
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EECUTI-E SUMMAR'
*ecruitment is not a magical process of having people sign up$ but is
one of the most critical aspects of operating your program.
*ecruitment should be a strategic process that connects candidates
who need what you have to offer and who possess the sills and
aptitude to accomplish your goal and objectives.
The recruitment and selection unit is dedicated to recruiting and
selecting 4ualified candidates for appointment. This process includes
administering all testing phases from the written examination up
until applicants are appointed. The recruitment and selection process
should ensure fairness and consistency throughout the entire
process. It should be administered in such a way that only those
applicants who meet various job related standards are offered
positions of appointment. The recruitment and selection units should
actively recruit and participate in event that will foster a diverse
applicant pool. *ecruiting from a pool of targeted leads can decrease
member attrition.
The objective of my study was to understand the recruitment and
selection practices. In this report$ I have tried to include all the
issues related to recruitment and selection process which I could
gather after reading various articles on 5uman *esource.
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INTRODUCTION
In this information age$ the importance of human capital and human
asset cannot do ignored6 rather it is that line of business that could
lead any organization to attain heights. This is the factor that maes
difference between one organization and another. -etting the right
person at the right place and then retaining him is the main area of
concern in today7s corporate world. 5ence$ the emphasis is being laid
to device policies and programs in such a manner that it leads to
retention of the desired manpower and thus contributes towards
organizational development. &ach organization is now thriving to
attain the best person i.e. the nowledgeable worer and leverage
their wisdom towards the achievement of the organizational
objectives. 8obody wants to have the third best or the second best$
but to have the best person in the organization it becomes very
difficult to retain them.
!ertain great leaders who have made their mar in corporate world
by their actions say that every organization can ac4uire the same
machinery$ the same infrastructure etc. But what maes the
difference in one organization to another is the manpower it possess
which cannot be copied down.
!onsidering the aspect of sourcing$ no organization should ever thin
that once it has ac4uired the best talent created favorable conditions
to retain them they would not re4uire going in for sourcing activities.
5ence this should be ept in mind that sourcing is a continuous
process$ an outgoing one and will have its existence till the
organization functions. The talent that we have ac4uired and retained
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is through its sourcing only. 9nless and until a person is sourced
from outside$ how will the organization get the best. To have the
best it is essential to ac4uire it from outside. There has been
tremendous change in the technology and for the organization to
survive in this changing scenario6 it has become very essential that
they eep up with the pace with the changes in the technology$ the
change in the culture etc.
Taing for example no organization can even thin of operating
without the use of information technology$ now it becomes very
difficult and costly affair to train the people within the organization at
different level to learn how to mae use of this technology. 5ence
sourcing is done and the best talent is ac4uired so that the person
not only taes case of changing technical needs of the organization
but also be able to mae other employee learn from him.
#fter having determined the number and inds of personnel re4uired
the human resource and personnel manager proceeds with
identification of sources of recruitment and finding suitable
candidates for employment. Both internal and external sources of
manpower are used depending upon the types of personnel needed.
The selection procedure starts with the receipt of applications for
various jobs from the interested candidates. Totally unsuitablecandidates are rejected at the screening stage. :an power planning
gives an assessment of the number and type of people re4uired in
the organization.
The next tas of the personnel manager is to find out capable and
suitable persons who may be woring in the organization itself while
others will have to be sought from outside the organization. It
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involves )er$u*"i!+ andi!"uci!+suitable persons to apply for and
see jobs in the organization.
*ecruitment refers to the attempt of getting interested applicants
and providing a pool of prospective employees so that the
management can select the right person for the right job from this
pool. *ecruitment is a )%$iti#e process as it attracts suitable
applicants to apply for available jobs. The process of recruitment;
. I"e!ti/ie$ t0e "i//ere!t $%urce$ %/ *!)%1er $u))23.
4. A$$e$$e$ t0eir #*2i"it3.
5. C0%%$e$ t0e %$t $uit*62e $%urce %r $%urce$.
4. I!#ite$ *))2ic*ti%!$ /r% t0e )er$)ecti#e c*!"i"*te$ /%r
t0e #*c*!t 7%6$.
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RECRUITMENT AND SELECTION
*ecruitment is the process by which hiring departments develop a
viable applicant pool from which hiring and promotion decisions are
made. But prior to recruitment$ position description is necessary
while selection includes all the activities$ from the initial screening
interview to physical examination if re4uired$ that exist for the
purpose of maing effective selection decisions.
POSITION DESCRIPTION
# complete$ accurate and current position description is the
foundation for planning and conducting the recruitment effort. It
should be
N%! "i$crii!*t%r38 ne should never express a preference for
certain age$ race or national origin. In very rare case sex canconstitute a bonafide occupational 4ualification.
-*2i"8 This means they are inherently job related and predict
successful performance of the job.
De/e!$i62e8This means they are recognized as legitimate in the
field attached to the position.
O67ecti#e *!" Me*$ur*62e8 It should be as objective andmeasurable as possible. The more subjective 4ualification the greater
the need to predetermine how it will be 4ualitatively assessed.
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RECRUITMENT
*ecruitment refers to the process of sourcing$ screening$ andselecting people for a job or vacancy within an organization. Though
individuals can undertae individual components of the recruitment
process$ mid and large size organizations generally retain
professional recruiters.
The recruitment process in India is designed in such a way that each
candidate gets the desired profile according to its own choice. "lace
the candidate from the right profile$ the best job recruitment
agencies$ the solution is the end of most Indian job recruitment
agencies.
The job recruitment agencies in India involves identifying those
posts$ preparing the job description and person specification$
advertising$ management of the response$ the pre4ualification
process$ organizing meetings$ conducting interviews$ maingdecisions$ the appointment and action. This means that a lot of time
and resources must be invested before the right candidate is
selected.
:ost recruitment agencies in India follow three stages in the
recruitment process$ which are essentially short list of application$
preliminary assessment and final interview and selection.
The recruiting India process may include a written test to judge the
particular sills of a candidate. In this case$ the test must be
carefully prepared$ not to deviate from the subject. :uch can be
found on the candidate
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Then the interview$ which is an important and crucial part of the
recruitment process. The person who taes the interview of the
candidate must be well prepared in advance. !oncerns such as the
location of the interview$ the timing$ structure of the 4uestion of
strategy$ the style of taing the interview must be decided in
advance$ so that nothing is excluded$ and all subjects properly
treated.
In addition$ there are a number of things that must be taen into
consideration in the recruitment process. 9ntil the final decision
about a certain candidate is taen$ it is important to eep in regular
contact with the candidate. The decision=maing process should not
tae too long to prevent candidates from taing any other occasion.
#n applicant must be informed once the decision is made. 5e or she
must say the entire process of his appointment clearly with the
details of all documents to be submitted. # record should be ept of
the candidate file for future reference.
The recruitment process must be strong and justified and shall
withstand external scrutiny. nly a good job recruitment agency with
a good understanding of the area and the process can execute the
same success. In India$ most of the recruitment agencies to
understand the needs of clients and candidates and they wor in a
planned way to recruit people.
GUIDING PRINCIPLES O RECRUITMENT
#ppropriate and effective recruitment strategies vary with each
position. The length and scope of the recruitment should be relevant
to the position.
In setting the timeline for your recruitment$ consider the wording
carefully==there are conse4uences to your choice.
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If you specify a recruitment deadline$ you may not consider
any applications received after that date.
If you indicate the position will remain open until filled$ you
must consider any applications received until an offer has been
extended and accepted.
If you indicate >applications received by a certain date will be
assured full consideration$> you can decide whether or not to review
applications received after the specified date. ?hen using this
wording$ it is critical to establish a meaningful date.
*ecruitment activities should include good faith efforts to solicit a
diverse applicant pool and affirm that race$ sex$ age$ disability or
veteran status will not be used to discriminate.
If the position is in a job group that is underutilized$ by women or
ethnic minorities$ additional targeted recruitment efforts should be
undertaen.
#ll advertisements and position announcementsshould be consistent
with each other$ reflect the 4ualifications identified in the position
description.
"rior to recruiting for a position$ ensure that you now what
institutional policies and procedures apply. !ontact your 5*
-eneralist before beginning recruitment.
If you wish to waive recruitment for faculty and unclassified
positions$ consult with the appropriate 5* @irector or designee.
RECRUITMENT STRATEGIES AND RESOURCES
5* "ersons will assist search committees and hiring departments in
developing recruitment strategies for each vacancy. -eneral
guidelines for specific types of positions are listed below.
Tenure=trac Aaculty
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'cope of 'earch; 8ational or regional
*ecruitment *esources;
@iscipline=specific journals$ list=serves$ professional associations
"ersonal contacts with colleagues$ alma maters$ and alumni
associations
"osition announcement mailings to doctoral=degree granting
universities
!hronicle of 5igher &ducation
*ecommended *ecruitment "eriod; #t least ) wees after
appearance of first advertisement6 at least % full wee after
publication of last advertisement
9nclassified staff$ @irector level and above
9nclassified below @irector CevelD and !lassified 'taff
'cope of 'earch; *egional for technical or paraprofessional
positionsD or local
*ecruitment *esources;
"osition announcement mailings to state employment offices$ local
vocational and community colleges.
*ecommended *ecruitment "eriod
9nclassified; #t least ( wees after appearance of first
advertisement6 at least % full wee after publication of last
advertisement
!lassified; !ontact your 5* -eneralist for state re4uirements
POSITION ANNOUNCEMENTS
"urpose of the "osition #nnouncements;
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"rovides applicants$ hiring departments and search committees
with a general idea of the nature of the position$ the terms and
conditions of appointment$ salary range$ reportage$ and re4uired
application materials and application deadline.
'erves as a convenient mailer or flyer to advertise the position by
direct mail.
-eneral -uidelines for @eveloping "osition #nnouncements;
9se the recommended format$ which is either printed on
company7s own letterhead. Cimit the announcement to one page$
using the reverse side of the page$ if necessary.
"rovide enough information to give applicants ade4uate
understanding about the nature of the position. Identify re4uired and
preferred 4ualifications so that you solicit 4ualified applicants and
stimulate interest in the position.
"rovide notification of the company
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#lso nown as an employment agencies$ recruitment agencies have
historically had a physical location. # candidate visits a local branch
for a short interview and an assessment before being taen onto the
agency7s boos. *ecruitment !onsultants then endeavor to match
their pool of candidates to their clients< open positions. 'uitable
candidates are with potential employers.
*emuneration for the agency
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sectors$ who want to e=enable entirely or partly their recruitment
process in order to improve business performance.
The online software provided by those who specialize in online
recruitment helps organizations attract$ test$ recruit$ employ and
retain 4uality staff with a minimal amount of administration.
nline recruitment websites can be very helpful to find candidates
that are very actively looing for wor and post their resumes online$
but they will not attract the >passive> candidates who might respond
favorably to an opportunity that is presented to them through othermeans. #lso$ some candidates who are actively looing to change
jobs are hesitant to put their resumes on the job boards$ for fear that
their current companies$ co=worers$ customers or others might see
their resumes.
5eadhunters
5eadhuntersare third=party recruiters often retained when normalrecruitment efforts have failed. 5eadhunters are generally more
aggressive than in=house recruiters. They may use advanced sales
techni4ues$ such as initially posing as clients to gather employee
contacts$ as well as visiting candidate offices. They may also
purchase expensive lists of names and job titles$ but more often will
generate their own lists. They may prepare a candidate for the
interview$ help negotiate the salary$ and conduct closure to thesearch. They are fre4uently members in good standing of industry
trade groups and associations. 5eadhunters will often attend trade
shows and other meetings nationally or even internationally that may
be attended by potential candidates and hiring managers.
5eadhunters are typically small operations that mae high margins
on candidate placements sometimes more than )2F of the
candidate7s annual compensationD. @ue to their higher costs$
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headhunters are usually employed to fill senior management and
executive level roles$ or to find very specialized individuals.
?hile in=house recruiters tend to attract candidates for specific jobs$
headhunters will both attract candidates and actively see them out
as well. To do so$ they may networ$ cultivate relationships with
various companies$ maintain large databases$ purchase company
directories or candidate lists$ and cold call.
In=house recruitment
Carger employerstend to undertae their own in=house recruitment$
using their 5uman *esourcesdepartment. In addition to coordinating
with the agencies mentioned above$ in=house recruiters may
advertise job vacancies on their own websites$ coordinate employee
referral schemes$ andEor focus on campus graduate recruitment.
#lternatively a large employer may choose to outsource all or some
of their recruitment process *ecruitment process outsourcingD.
THE RECRUITMENT PROCESS
These are the main recruiting stages.
'ourcing
'ourcing involves %D advertising$ a common part of the recruiting
process$ often encompassing multiple media$ such as the Internet$
general newspapers$ job ad newspapers$ professional publications$
window advertisements$ job centers$ and campus graduate
recruitment programs6 and (D recruiting research$ which is the
proactive identification of relevant talent who may not respond to job
postings and other recruitment advertising methods. This initial
research for so=called passive prospects$ also called same=
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generation$ results in a list of prospects who can then be contacted
to solicit interest$ obtain a resumeE!H$ and be screened.
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'creening K selection
'uitability for a job is typically assessedby looing for sills$ e.g.communication$ typing$ and computer sills. Lualifications may be
shown through resumes$ job applications$ interviews$ educational or
professional experience$ the testimony of references$ or in=house
testing$ such as for software nowledge$ typing sills$ numeracy$ and
literacy$ through psychological testsor employment testing.
In some countries$ employers are legally mandated to provide e4ual
opportunityin hiring.
nboarding
# well=planned introduction helps new employees become fully
operational 4uicly and is often integrated with the recruitment
process.
PITALLS O RECRUITMENT
!andidates can sometimes be subject to undue pressure to accept a
job or position by an overly zealous recruiter or personnel person.
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SELECTION
This is the process of choosing individuals who have relevant4ualifications to fill vacant positions. The process begins when a
hiring department identifies the need to fill a position$ and ends when
a person is hired to meet that need. ?hat happens in the middle of
the process includes job analysis$ position description development$
recruitment$ testing$ and screening$ corresponding with applicants$
!redentials verification$ bacground investigations$ interviewing$
reference checing$ physical examinations$ and the offer.
@iscriminatory hiring practices could result in significant costs for the
!ompany. Individuals acting on behalf of the organization who fail to
follow nondiscrimination policies may face personal liability. "oorly
designed or executed selection processes will generally fail to identify
the right person for the job$ result in missed opportunities or delays
in accomplishing the mission of the organization$ and lead to
discrimination claims. Impolite or incompetent interviewers$
unnecessarily long waits$ and lac of follow=up may cause
unfavorable impressions of the !ompany.
THE COST O SELECTION
The cost of selecting performers who are inade4uate 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
%10)$ the average cost per hire for exempt employees was more
than M3,226 nearly M3/22 if there was relocation. These cost
incurred by the organization suggest that hiring is very expensive
activity and that any efforts the organization can mae toward
minimizing turnover and hiring costs can pay dividends. Thus proper
selection of personnel is obviously an area where effectiveness
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choosing competent worers who perform well in their positionD can
result in large savings.
GUIDING PRINCIPLES O SELECTION
The selection process exposes the organization or company to
liability. 'eeing training from 5* for anyone who participates in the
process before beginning.
"rovide reasonable accommodation in the application process to
persons with disabilities.
9se a nondiscriminatory$ valid$ and consistently applied selection
criteriaEprocess. 9se of a rating guide is recommended. This is a
form used to rate applications for a position based on the re4uired
and preferred 4ualification as defined in the position description.
*ating guides simplify the paper screening process$ ensure that
applications are being evaluated against the same criteria$ and
provide documentation which will be used to defend any challengedoutcome.
nce it is determined that an individual does not meet the
established minimum 4ualifications$ she must be eliminated from
further consideration. If you are unclear whether or not an applicant
possesses the minimum 4ualifications$ it is appropriate to conduct a
verification phone interview. Nou may also as applicants to include a
cover letter detailing how they meet the established 4ualifications as
part of the application process.
Be able to justify every selectionEnonselection decision with
appropriate documentation e.g.$ the position description$
applicationsEresumes$ rating guides$ selection criteria$ interview
4uestions$ and reference checsD. This documentation should be
forwarded to 5* -eneralist after the search is completed.
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#void prohibited pre=employment in4uiries and interview
contaminants.
!onduct reference checs as part of the selection process.
*emember that every applicant is a potential complainant.
PROHIBITED PRE8EMPLO'MENT IN9UIRIES
Caws governing interviewing and selection are not intended to
restrict an employer
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#void stereotyping applicants
#void giving too much weight to a few characteristics
Try to put the applicant at ease during the interview
!ommunicate clearly with the applicant
COMMON INTER-IEW CONTAMINANTS
A&&CI8-' == fre4uently carry more clout than fact. If you lie a
candidate$ you may attach attributes to her that don
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:I8@ '&T == your bacground$ attitudes$ motives$ values$ aspirations
and biases
!5&:I'T*N or rapport between two people can contaminate the
interview == the basis of your personal reaction to a candidate must
always be evaluated in terms of the position re4uirements
REERENCE CHECKS
8early 02F of what is needed
o be nown about candidates can be learned through good
investigative techni4ues. #lthough privacy legislation has had an
impact on the reliability of reference checs$ they remain a viable
means of verifying applicant information. #ppropriate checs are also
necessary to defend against charges of negligent hiring. Jeep the
following guidelines in mind;
btain permission from candidates.
Inform candidates that reference checs and validation of credentials
will be part of the selection process.
# candidate may have valid reasons for setting some limits$ and
these limitations should be respected.
The bottom line is that the candidate must allow some access to
people familiar with their wor$ or withdraw their candidacy.
If access is significantly candidate=controlled$ sheEhe must
understand that less restricted checs will be made before any offer
is extended.
Intentionally choose whom to contact. !onsider the following
guidelines;
!all the references identified by the candidate.
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'ee permission to call persons who should now the candidate
e.g.$ current department chair$ departmental head$ supervisor$ vice
president$ colleagues$ etc.D.
!omplete enough calls for a full picture of the candidate to
emerge.
#pply the following guidelines for determining what in4uiries to
mae;
#ll information considered in the selection process must be
related to job performance.
*e4uest the same information regarding all applicants.
#void asing references prohibited pre=employment in4uiries.
Aocus on gaining information about the nowledge$ abilities$
sills and wor behaviors identified as being important to the
position.
#ddress significant gaps or missing elements in the candidatenegative> comments from
references.
Coo for patterns of strength and limitations$ and for
indications of fit between the person and the position.
8ot every comment should be given e4ual weight. #ttempt to
evaluate the reference
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correspondence contributes to the applicant
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the community$ individuals with whom the candidate will meet$
itinerary$ travel and lodging arrangements$ and other information
which helps the candidate prepare for the campus visit.
#ppreciation for interview and rejection. Individuals who have
been invited to campus for an interview but are not offered the
position should receive such a letter as a professional courtesy.
Cetter of offer. nce a hiring decision has been made and
discussed either in person or by telephone with the finalist$ it should
be confirmed in writing. The individual should confirm his or her
acceptance in writing.
5iring departments should contact their 5* -eneralist for
assistance in writing these letters.
-uidelines
@epending on the type of position$ a hiring department may decide
to use a search committee to manage the recruitment and selection
process. The committee
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!ommittees for positions at the &xecutive level may be significantly
larger.
# search committee chair should be appointed. !hairs should be
selected for their ability to provide leadership to the committee$ a
demonstrated understanding of the recruitment and selection
process$ and their commitment to ensure a legally defensible
process.
The committee should receive a formal charge$ which establishes the
scope of its responsibilities. #t a minimum$ the charge shouldindicate whether or not the committee is responsible for conducting
interviews$ and whether its recommendations to the hiring official
shall be in raned or unraned order. Typically$ a !ompany7s search
committee responsibilities include all or some of the following;
5elping develop the position announcement$ including the
identification of minimum and preferred 4ualifications$ timeline and
recruitment plan
!ompleting recruitment and selection activities for classified
and unclassified staff positions
"lacing advertisements or conducting personal outreach
@eveloping the selection procedure$ including rating guides
receiving applications$ corresponding with applicants$ sending
applicant information forms$ and maintaining the applicant record
'creening applications$ conducting reference checs$
determining a long or short list of finalists
:aintaining re4uired search documentation
!oordinating campus visits for interviews andEor conducting
interviews
:aing recommendations to the hiring official
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#ppointing one of the members$ or using departmental staff$ to
act as search committee secretary
PRACTICAL CONSIDERATIONS
@isagreements about the outcome of a selection procedure often
arise because the process for reviewing applicant materials was not
agreed upon prior to the beginning of the process. !ommittee
members$ including the committee secretary$ should discuss and
agree upon the following practical considerations;
?hen will review beginP 9nless an inordinate number of
applications are expected$ it is recommended that the review process
begin after the date$ which was advertised.
?ill initial review of applications for minimum 4ualifications be
done by the committee chair$ secretary$ or all committee membersP
?ill committee members review every application$ or will
applications be divided into groups that are initially reviewed by only
part of the committeeP
?ill the committee use a rating formP # rating guide is highly
recommended$ because it can be used to defend against &&
challenges to the selection decision. In designing the rating guide$
the committee must decide whether they will use numerical scoring
and whether it will be weighted or unweightedD$ 4ualitative scoring
for example$ poor$ average$ strongD$ or a combination of the two.
5as the committee developed a plan for corresponding with
applicants$ including the language for standard lettersP 'ample
letters are available from your 5* -eneralist.
5as an effective system been planned for filing and retrieving
application materialsP
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?here will committee members review the filesP ?ill they need
to come to the search committee secretary or chair officeP If so$ is
there ade4uate space and privacy for the reviewP ?ill members be
allowed to tae copies of the application materials for review
elsewhereP If so$ has there been ade4uate precaution taen to
ensure confidentiality and security of the materialsP ?ho will need
access to online applicationsEresumes for classified and unclassified
positionsP
5as the committee established reasonable timelines forcompleting its reviewP
'earch committees who have 4uestions about these$ or other
practical considerations$ can contact their 5* -eneralist and advice.
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OB;ECTI-ES O RECRUITMENT AND SELECTION
%. 5ire the right person
(. !onduct a wide and extensive search of the potential positive
candidates
). *ecruit staff members who are compatible with the
organization7s environment or culture
3. 5ire individuals by using a model that focuses on learning and
education of the whole person
+. "lace individuals in positions with responsibilities that will
enhance their personal development
RECRUITMENT AND SELECTION POLIC' STATEMENT
&very position vacancy will be filled based upon a thorough position
analysis regardless of the level of the position or the extent of the
search. The diversity goals of the institution$ division of affairs$ andthe unit will be addressed in all recruitment and selection processes.
9nits may use different processes for recruitment depending upon
the circumstances surrounding the need to fill the position$ but must
tae steps to ensure that the values of the profession are applied in
all procedures that are used. IT *ecruitment and selection committee
members should be properly trained to assume the important
responsibilities of recruitment and selection.
'upervisors should adhere to any institution=wide recruitment and
selection programs. This cannot$ however$ substitute for an
understanding of procedures and processes from a student affairs
perspective.
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*ecruitment and selection should be planned$ implemented$ and
evaluated to ensure that each potential employee is provided e4ual
opportunities to compete for the position.
COMPAN' PROILE
Big Bazaar is not just another hypermaret. It caters to every need
of a family. ?here Big Bazaar scores over other stores is its value for
money proposition for the Indian customers. #t Big Bazaar$ one can
get the best products at the best prices O that is what they
guarantee. ?ith the ever increasing array of private labels$ it has
opened the doors into the world of fashion and general merchandise
including home furnishings$ utensils$ crocery$ cutlery$ sports goods
and much more at prices that will surprise you. #nd this is just the
beginning. Big Bazaar plans to add much more to complete the
shopping experience. Aood is the main shopped for category in this
store.
P*re!t C%)*!3
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Q Ceisure and &ntertainment
Q ?ellness and Beauty
Q Boos and :usic
Big Bazaar$ which has about %+2 outlets across the country$ is also
promoting small retailers by partly having the shop=in=shop concept.
The selected retailers put up their counters and sell through the
outlet. The small retailers also lower their prices as they gain through
bul sales.
Cife at Big Bazaar is pretty self=sufficient. If you were trapped in
there for a wee$ you could live a good life. But to appreciate the
nuances of home economics$ one should try comparing prices. The
clothes especially deserve an independent feature of their own.
The Big Bazaar is the discount store which offers a wide range of
products under one roof. The products include apparels and non=
apparels such as utensils$ sports goods and footwear. The Aood
Bazaar provides a range of food and grocery products ranging from
fresh fruits and vegetables$ staples$ A:!- products and ready=to=
coo products. The !entral offers a chain of stores including boos
and music stores$ global brands in fashion$ sports and lifestyle
accessories$ grocery store and restaurants.
Ser#ice$
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%. -*riet3
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more the arrangement and assortment of goods in the store is
the greatest. 5ence at times customers find it hard to find what
they re4uire$ this leads to dissatisfaction of customer.
2. L%1er =u*2it3 %/ +%%"$
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Through &=mail sources viz 8auri.com etc.
Through !ontractors E'uppliers etc.
Through referred cases$ relatives E friends etc
Ge!er*2
#ll recruitment shall be done exclusively on merit basis only &xcept
experienced personnel maximum age for recruitment shall be (0
years of age K :inimum %0 years.
;OB SPECIICATIONS> AGE AT ENTR' LE-EL
&ach person is expected to fulfill the re4uisite job specifications E as
re4uired for the position before his candidature is considered for the
post. #ge re4uirement at entry point with %2S( 4ualification shall be
around (2 years and for -raduate E "ost graduate E "rofessional
Lualification shall be between (% years to (+ years for a fresher. The
upper age limit for recruitment of experienced personnel shall
normally be not more than 3+ years.
AGE O SUPERANNUATION
8ormally the age of superannuation shall be ,2 years for all classes
of employees. In order to streamline the recruitment age and to
ensure that no person is retiring on his birthday$ all employee shall
be retiring only on first day of the next month in which he attains the
age of superannuation.
ETENSIONS IN SER-ICE
In case any employee re4uests for extension of services on attaining
the age of superannuation$ i.e.$ ,2 years$ or management wishes to
retain his service in the interest of the organization$ subject to
medically fitness$ the management at its sole discretion$ may grant
such extension of service for one year at a time$ 5owever$ amanagement may also consider reappointment of a retired employee
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on a contract basis. 5owever such a person shall be entitled to a
consolidated amount and contracted facilitiesE per4uisites only. 5e
shall not be entitled to any other facilityEper4uisite as applicable to
other regular &xecutivesE &mployees of the company of his cadre
RE9UISITION OR RECRUITMENT O PERSONNEL
#ll 5@7s E 'ectional 5eads shall raise a re4uisition in the prescribed
format$ as per sanctioned manpower and duly approved by
competent authority.
STANDARD APPLICATION ORM
!andidates application screened E short listed are re4uired to fill in
the prescribed application form in their own handwriting and submit
the same to 5* @epartment along with a passport size photograph$
photocopies of certificate and testimonials etc$ in support of their
#ge$ Lualification$ &xperience conduct etc
LETTER O APPOINTMENTi!*2i:*ti%! 63 Bu$i!e$$
He*">E?ecuti#e C%ittee>CMD
;%i!i!+ *!" I!"ucti%!
Orie!t*ti%!
P2*cee!t
A))r*i$*2
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RECEIPE OR A SUCESSUL RECRUITMENT
AND SELECTION PROCESS
@evelop a written job description$ which clearly articulates the
essential elements of the job.
&stablish valid$ job=related criteria which are as objective and
measurable as possible.
Aind 4ualified and diverse applicants by casting your
recruitment net far and wide.
&valuate all applicants by the same criteria.
8ever mae prohibited pre=employment in4uiries.
'afe 4uestions are those which are clearly job=related.
&stablish and retain documentation supporting all selection or
rejection decisions.
The process of recruitment and selection of staff occurs within a
student affairs culture shaped by many external and internal forces.
'uch forces should be considered in every search process. ?hereas
many external forces are common among institutions$ internal forces
that are uni4ue to the institution impact most campuses. These
forces should be considered in the recruitment and selection
procedures.
&very administrator should consider applicable laws whenever
conducting search processes. 5owever$ the overriding institutional
policies should be considered in all circumstances. It is wise to
consult with the campus personnel office before undertaing any
recruitment and selection process. nce the campus personnel office
has been consulted$ the recruitment and selection process may
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begin. Aollowing are %( steps that every effective search process
should include;
. A$$e$$ t0e Nee" %r *!" E$t*62i$0 t0e Pur)%$e %/ t0e
P%$iti%!
The institution
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employees are selected based on personality and chemistry that fit
the defined services and goals.
The division should offer leadership that embraces the concept and
reality of the defined goals and practice them everyday. It should
also simplify operations so the >people element> shines forth and
stamps the institution.
The job description should indicate the need for the position in light
of the institutionthe candidate must possess a "h.@.>. 9se of such statements
creates unnecessary limitations in the event the most successfulcandidate does not meet the 4ualifications that have been described
as a >must.>
#t a minimum a position description should include;
"osition title
!redentials or position specifications
#dministrative location of the position
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"hysical and woring conditions
-oals for the position
?or activities
"rocedures and conditions of employment
Institutional and divisional performance expectations
. A))%i!t *!" E)%1er t0e Se*rc0 C%ittee
The integrated staffing model suggests the use of a search
committee to recruit and select staff. 'earch committees are most
fre4uently the mechanism used to carry out recruitment and
selection processes !omposition of committees varies depending on
the functional area and level of the position. "ersons fre4uently
included in search committees were;
'tudent affairs staff outside the department with the vacancy
'taff from non=student affairs areas of the institution
'tudents
Aaculty members
"rofessional staff in the areaEdepartment with vacancy
'upport staff in the areaEdepartment with vacancy
#ccording to ?inston and !reamer %11/D$ as the level of
responsibilities of the vacant position increases$ the search
committee members should be more widely representative of the
entire campus and outside community. 'earch committee
membership may be comprised of many different constituents. !are$
however$ should be exercised to eep the committee small enough
that it can communicate and function effectively. Carge committees
have difficulty in just scheduling meetings$ such less providingopportunities for everyone
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may impede timely reviews of applications$ which may result in
having highly 4ualified candidates withdraw because they have
received offers from competing institutions.
#s search committees tend to be ad hoc committees$ members may
not now precisely what is expected of them. The committee
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. Pre)*re t0e P%$iti%! A!!%u!cee!t
This crucial step informs all who are interested in the position
precisely what the search committee is looing for in clear and
unambiguous language. The announcement should include such
information as;
Title
Cocation and demographics of the institution
'upervisor
:ission of institution and division
!ontributions expected by the staff member toward the
accomplishment of these missions
-oals and wor re4uirements of the position
:inimum education
&xperience and nowledge re4uirements
!onditions of employment
@ate for beginning of review process
Individual and office to contact for further information
If stated clearly$ the position announcement can unencumbered the
overall search process by encouraging self=elimination of candidates
who clearly do not fit the announced re4uirements.
. A"#erti$e t0e P%$iti%!
The student affairs division should evaluate all possible avenues for
advertising a position vacancy. Cimited budgets may determine the
means by which a position vacancy is advertised. Therefore$ it is
important to consider carefully which advertising medium is most
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liely to target the audience most important to reach. "ossibilities to
consider are
!ampus resources such as publications$ offices$ employee
referrals$ web=sites$ or electronic bulletin boards
Cocal newspapers
?ord=of=mouth
&mployment agencies
:ass media advertising radio$ television$ etc.D
"rofessional lists
"rofessional journals and web=sites.
"rofessional placement conferences and exchanges.
The !hronicle of 5igher &ducation = The !hronicle of 5igher
&ducation is generally thought to be the most helpful medium in
higher education though it may not be read at all institutions. The
!hronicle is distributed in both paper and electronic form.
&xtra care should be taen to ensure that the announcement reaches
potential minority candidates.
. C%!"uct t0e Se*rc0
The individual and office listed in the position announcement should
receive all applications from candidates. #cnowledgment of the
application should be sent to both the applicant and the search
committee. #ll correspondence and activity should be recorded in a
log to ensure careful tracing of the candidates< materials and status.
#pplicants that the division would normally judge unacceptable
suddenly seem desirable when the need to hire a body$ >any body>$
becomes severe. The division will face a natural temptation to short=
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circuit the standard screening process and hire a replacement
immediately.
ne way to avoid such crisis hiring is to encourage 4ualified
individuals to submit employment applications even when the
division has no current job openings. The applications may be ept
on file for future consideration. #nother way to maintain possible
candidates on file is to as exemplary staff members to refer their
friends who might be looing for wor$ even offering the staff
members rewards for referrals.
. Scree! t0e A))2ic*!t$
'creening of applications should be conducted from the beginning of
the search process$ and reviews should begin immediately following
the announcement. The division should test to ensure that each
applicant fits the profile and hire a person who fits the profile
remembering that good selection reduces turnover$ training and
recruitment costs$ and thereby produces stability$ consistency$ low
operating costs and an ability to increasingly reward desired
behavior.
'election methods that focus both on crucial re4uirements and
organizational culture include;
Interviews
Biographical data
?or samples
'elf=assessment
"ersonality tests
!ognitive abilities
"hysical abilities
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9se of an assessment center
# thorough literature review concerning the screening of
resumes.
# comprehensive employment application is the cornerstone of every
successful pre=employment screening program. It will identify many
undesirable applicants early in the selection process. The completion
of an application form is important for &4ual &mployment
pportunity reasons$ for record eeping$ and for gathering
information from which to mae a good employment decision.
'ome institutions re4uire that all applicants complete an employment
application. Taing a critical loo at the institution
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candidates. ften$ the size of the departmental recruitment budget
will determine both the type and the number of interviews that will
be conducted. :any times$ institution with limited budgets will begin
the interview process by conducting telephone interviews. Telephone
interviews can be held with either an individual or a group of people
as the interviewer. If a group of people interviews the candidate$
arrangements should be made to conduct a conference telephone call
with the candidate.
If an institution is fortunate to have a healthy recruitment budget$
the search committee may wish to invite one or more candidates to
visit the office and participate in the interview process in person. r$
an institution might wish to conduct office interviews after conducting
phone interviews has narrowed the pool of candidates. *egardless of
what method of interviewing is used$ certain arrangements are
necessary prior to the interview;
#rrange and confirm dates and times with candidate
@evelop the interview schedule and confirm with all individuals
who will be involved in the interview process provide a final copy
of the schedule to the candidate$ the interviewers$ and the search
committee membersD
#rrange for escorts to and from all interviews
#rrange overnight accommodations if necessary
#rrange for transportation if necessary
#rrange for a campus host and pic up from airport$ train
station$ etc. if necessaryD
#rrange for any meals provided outside of the interview
schedule if necessary
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@evelop an evaluation tool for all interviewers to use upon
completion of the interview
The candidate should be reimbursed for all travel related
expenses incurred in order to attend the interview unless other
arrangements have been made.
. I!ter#ie1 t0e i!*2i$t$
Interviewing an applicant from a resume can lead the search
committee to overvalue assets and never see liabilities. The purpose
of the applicant
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ne of the most crucial but often neglected steps in the hiring
process is reference checing. *eference checing is often forfeited
when a student affairs division is pressured to hire in a hurry.
#dditionally$ reference checing can be a frustrating exercise that
yields little useful information about a candidate. 8evertheless$ the
desire to save time and avoid legal ramifications should not prevent
any recruitment staff from conducting thorough reference checs on
all prospective new hires.
*eference checs round out the profile of a job applicant by providing
third=party support for first impressions. *eference checs should be
made only for those candidates who have advanced to the finalist
stage and who are under serious consideration for the job.
?hen calling a reference$ be friendly and courteous. #s if it is a
good time to tal then put the person at ease by mentioning
something or someone you both have in common. #fter developing
rapport$ begin with basic 4uestions about the applicant. This will yield
essential information while breaing the ice. #s for confirmation of
employment dates$ title$ job duties$ salary and the name of the
previous employer. 8ext$ segue into a brief description of the
experience and sills you have been looing for and as the
reference to comment on the applicant
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supervisors. #dditionally$ re4uest a fact about each contact$ such
as membership in professional associations$ which can be used as
an icebreaer when calling.
The position supervisor should call all references personally.
That person nows best which sills and personality traits will be
optimal for the position.
#s open=ended 4uestions in order to elicit broad information.
'ome people may be fortunate and contact a reference that is
willing to franly discuss the candidate
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nce a 4ualified candidate or candidates has been recommended to
the hiring supervisor$ the supervisor should strongly consider the
recommendation that has been presented. The supervisor may
accept a hiring recommendation or charge the search committee to
continue the search.
'hould a hiring recommendation be accepted$ the supervisor should
contact the preferred candidate and mae the job offer. 'ome
important issues that should be addressed in the job offer are;
'tarting salary
'tarting date
Cength of contract
&mployee benefits
:oving expenses if applicableD
Civing accommodations if applicableD
#ny other points of negotiation
The candidate should be given sufficient time to either accept or
reject the offer. 5owever$ the hiring authority should not compromise
the availability of other candidates if the candidate of choice declines
the offer by allowing too much time to pass between the offer and
the decision.
If the candidate accepts the position$ the offer and conditions of
hiring should be sent to the candidate in writing as soon as possible.
If the candidate declines the position$ the hiring supervisor should
mae the offer to the next candidate of choice or should reconvene
the search committee to mae other arrangements.
nce an individual has been secured for the position$ all other
candidates should be notified immediately. They should be informed
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of the closure to the search and thaned for their interest in the
position. It is proper eti4uette to notify those candidates who were
interviewed$ either by telephone or in person$ personally.
Ainally$ the search committee should be dissolved with
acnowledgments of their time and service. #ppropriate
announcements should be made regarding the outcome of the search
process.
A#%i"i!+ Et0ic*2 Bre*c0e$ W0e! C%!"ucti!+ * C*!"i"*te
Se*rc0
It is important to act ethically at all times when conducting a
candidate job search$ not only out of respect for each candidate$ but
also to protect the integrity of the institution. It is not uncommon for
hard feelings to develop between candidate and institution as a result
of thoughtless acts or misbehavior on the part of those involved in
the search process. It is important for institutions to avoid any
disrespect or malfeasance on the part of the institution to help
ensure success for current as well as future candidate searches.
Aollowing are some behaviors that if adopted$ will help ensure a
legitimate and respectable job search;
Train all search committee members to understand and
recognize the necessary credentials for the particular position.
#cnowledge receipt of all application materials.
@o not mae offers that are not honest. Aor example$ do not
tell a candidate the position will be offered to him or her unless it
has been agreed upon by the entire search committee and the
hiring authority.
8ever misrepresent the position in any way.
:aintain confidentiality throughout the entire job search.
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"rovide the candidate with professional materials
representative of the company.
!onduct open searches. If there is an internal candidate or
candidates for the position$ announce this to all other candidates.
8ever mislead a candidate as to his or her status in the search
process.
ISSUES O RELIGION IN RECRUITMENT AND SELECTION
*eligion should not be a factor in advertising vacant positions
in cases of public universities. It is however permissible in private
institutions. In this case$ state this explicitly in the advertisement
especially if it is a factor in selection.
'earch committee members should be trained on the protocol
and legal situations.
'earch committee members should not mae attempts to
deduce religious denomination based on affiliations or
organizations listed on the resume.
Be forthright with all institution policies related to religion.
In position advertisements attempt to list as much descriptive
information on the local community as possible.
'tate all terms of employment in hiring offer.
Cist all institutional policies related to dress and appropriate
attire. This is important for employees who may want wear
traditional or native attire to wor.
Be sure that hiring practices are consistent across the board.
There have been court cases where employees may not have been
hired because of their religious denomination.
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ISSUES O GENDER IN RECRUITMENT AND SELECTION
@o not discard applicants who stopped out to provide care for
a child$ or for maternity leave.
!onsider the dynamics of the interview O is the candidate being
interviewed in an environment that is representative of the office
environment.
9nderstand 4uestions that cannot be ased regarding family$
children$ pregnancy$ etc.
"rovide medical insurance that covers the full range of medical
needs of women employees$ including reproductive health care.
"rovide paid sic=leave policies for employees7 illness and
illness of spouses$ lifetime partners$ dependent children$ and
elderly parents.
"rovide life insurance$ disability and pension programs that are
nondiscriminatory on the basis of gender.
5ave 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 mae it more gender
e4uitable$ one must tacle issues such as$ gender stereotyping6
discrimination in hiring$ pay$ and promotions6 family issues6 and
sexual orientation discrimination. There are five areas critical to
this process;
%. pen communication
(. # commitment to creating an inclusive environment
). !lear preconceived expectations based on gender
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3. # neutral supervisor who can observe different styles and facilities
communication when a conflict arises.
+. Training O sexual harassment as well as gender issues training It
is thought that /+=02F of sexual harassment complaints could be
prevented by understanding gender differences
CERTAIN DOS AND DONT IN RECRUITMENT AND SELECTION
DOS