A

PROJECT REPORT ON

RECRUITMENT & SELECTION IN RELIANCE RETAIL

SUBMITTED TO

UNIVERSITY DEPARTMENT OF COMMERCE AND BUSINESS

ADMINISTRATION LALIT NARAYAN MITHILA UNIVERSITY,

MASTER OF BUSINESS ADMINISTRATION(MBA)

SESSION 2018-2020

SUBMITTED BY:-

Under The Guidance Of: Submitted By:

Dr. ASHISH KUMAR Kaynat Khan
Asst. Professor M.B.A
University Department of Human Resource
Commerce & Business Admin. Roll No. 57
L.N.M.U. Darbhanga Session- 2018-2020
 ACKNOWLEDGEMENT
In preparation of my project, I had to take the help and
guidance of some respected persons, who deserve my deepest
gratitude. As the completion of this assignment gave me much
pleasure, I would like to express my deep and sincere gratitude
to Dr. Ashish Kumar Sir, Course Instructor, on University
Department of Commerce And Business Administration L.N.
Mithila University, Darbhanga for giving me a good guidelines
for Project throughout numerous consultations.

I would also like to expand my gratitude to all those who have

directly and indirectly guided me in writing this Project.

In addition, a thanks to all non-teaching staffs of the

department, who helped me a lot.

Many people, especially my classmates have made valuable

comment suggestions on my paper which gave me an
inspiration to improve the quality of the assignment.

Last but not the least; I am grateful to my loving parents who

were always with me in all my decisions.

Kaynat Khan
 DECLARATION

I undersigned KAYNAT KHAN hereby declared that the Project

report entitled “RECRUITMENT & SELECTOON IN RELIANCE
RETAIL” is a genuine and original work prepared by me under
the guidance of Dr. Ashish Kumar. The empirical finding in the
report is based on the data collected by me.

This work has not been submitted for the awarded of any
degree of diploma either to “Lalit Narayan Mithila University”
or any other university.

Place: Darbhanga Name: Kaynat Khan

Date: Reg. no.-
Uni. Roll no.
 TABLE OF CONTENT
CHAPTER- 1 Introduction

Scope of study

Objective of the study

CHAPTER-2 Company profile

Introduction ,reliance retail limited

CHAPTER-3 meaning and definition of recruitment

Need for recruitment

Purpose and importanceof recruitment

Recruitment process

Recruitment process in reliance retail,registration

process,types of recruitment,sources of recruitment

CHAPTER-4 placement,training ,Development

Recruitment policy

CHAPTER-5 Selection

Selection process
 INTERNSHIP DETAILS
1.Name of the student- kaynat khan
2. Registration no of the student -
3. name of the interning organization- reliance retail.
4. Address of the interning organization-bd complex,
gola road, Patna
5. Date of joining: 1December
6.Topic of internship report- recruitment and selection
7.location where internship is being done-Patna
Objectives of the study:-
To know overall about the company of reliance .the
objective of my study is to understand and critically
analyze the recruitment and selection at reliance.
1) To understand the process of recruitment
2) To know the sources of recruitment at various levels and
various jobs
3) To critically analyze the functioning of recruitment
procedures
4) To identify the probable area of improvement to make
recruitment procedure more effective
 Scope of study
The benefits of the study for the researcher is that it helped
to gain knowledge and experience and also provided the
Opportunity to study and understand the prevalent
recruitment
The key point of my research study is:-
1) To study the fact about the reliance
2) To analyze the recruitment process/registration process
of the organization.
3) To understand and analyze various HR factors including
recruitment procedure at reliance retail.
4) It covers workers, officers, staff, middle management and
senior management, managers
 Chapter 2- company profile

Reliance retail limited:-

Reliance Retail limited is a subsidiary

company of Reliance industries limited.
Founded in 2006, it is the largest retailer in India in terms
of revenue. Founder of reliance retail is Mukesh Ambani
and v Subramaniam is the CEO of the venture.
Its retail outlets offer foods, groceries, apparel and footwear,
lifestyle and home improvement products, electronic goods, and
farm implements and inputs. The company’s outlets also provide
vegetables, fruits, and flowers. It focuses on consumer goods,
consumer durables, travel services, energy, entertainment and
leisure, and health and well-being products, as well as on
educational products and services. It had a total of 3,837 stores in
April 2018 in India with an area of over 17.7 million square feet
across 750 cities, with yearly revenue of over ₹690 billion ($10 bn
US).
 Reliance Retail Limited

Type Subsidiary

Industry Retail

Founded 2006; 13 years ago

Founder Mukesh Ambani

Headquarters Mumbai,

India

Area served Worldwide

Key people Mukesh Ambani (Chairman)

Revenue ₹450 billion (2017)

Operating income Profit After Tax ₹7 billion

Parent Reliance Industries Limited

Website relianceretail.com

Website relianceretail.com
Recruitment
Recruitment refers to the overall process of attracting, short

listing selecting and appointing suitable candidates for jobs

[either permanent or temporary] within organization
recruitment is a Process of finding and attracting the potential
resources for filling up the vacant positions in an organization.
Recruitment is a process of identifying, screening, short listing,
and hiring potential resource for filling up the vacant positions
in an organization. it is a core function of human resource
management. Recruitment is the process of choosing the right
person for the right position and at the right time
.Recruitment also refers to the process of attracting, selecting
and appointing potential candidates to meet the organization
resource requirements.

Recruitment is a positive process of searching for prospective

employees and stimulating them to apply for the jobs in the
organization…in simple words, the term recruitment refers to
discovering the source from where potential employees may be
selected.

Recruitment is concerned with reaching out, attracting, and

ensuring a supply of qualified personnel and making out
selection of requisite aspect. it is the development and
maintenance of adequate man-power resources. this is the first
stage of the process of selection and is completed with
placement.
According to Edwin B.Flippo, it is a process of searching for
prospective employees and stimulating and encouraging them
to apply for jobs in an organization. He further elaborates it,
terming it both negative and positive.

He says, it is often termed positive in that it stimulates people

to apply for jobs, to increase the hiring ratio, i.e. the number of
applications for a job. Selection, on the other hand, tends to be
negative because it rejects a good number of those who apply,
leaving only the best to be hired.

In the words of Dale Yoder, recruitment is the process to

“discover the sources of manpower to meet the requirements of
the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force.’’

Kempner writes Recruitment Forms the first stage in the

process which continues with selection and ceases with
placement of the candidates.

A formal definition states, it is the process of finding and

attracting capable applicants for the employment .the process
begins when new recruits are sought and ends when their
applicants are submitted.
Need for recruitment:-

 The need for recruitment may be due to the following

reason/situation

 Vacancies due to promotions, transfer, retirement,

o Permanent disability, death and lab our. Turnover.
o b) Creation of new vacancies due to the growth,
expansion and diversification of business activities of
and enterprise. in addition, new vacancies are
possible due
o to job specification.

Purpose and importance of recruitment:-

 Determine the present and future requirements of the

organization on conjunction with its personnel –planning
and job analysis activities.
 Increase the pool of job candidates
 Help increase the success rate of the selection process by reducing
the
o Number of visibly under qualified or overqualified job
applicants.
 Help reduce the probability that job applicants, once
recruited and selected.
 5) Meet the organization’s legal and social obligations
regarding the composition of its work force.
Recruiting process :-
Recruitment refers to the process of identifying and
attracting job seekers so as to build a pool of qualified job
applicants. The process comprises five interrelated stages, viz.
1. Planning
2. Strategy development.
3. Searching.
4. Screening
5. Evaluation and control.
RECRUITMENT PROCESS IN RELIANCE RETAIL :-

Step : 1. Documents (Aadhar card, pan card, educational qualification

certificates, current company offer letter, three(3) month pay slip,
updated resume, Mandatory excel sheet-it contains all personal and
professional information, pi sheet.

Step: 2.Registration
Step: 3.Then generate I’d and password
Step:4. Then give link for RPAT. Then they participate in the
examination of RPAT. if they clear RPAT exam ,then we proceed for
that.
Step: 5 .Then we fill /update data over Reliance portal, then
free health check up is done. If doctor declared his/her
Medically fit then they are fit to join.
Step: 6 .Then they have to go at regional office/Ho

Step: 7.then employees’ codes are generated

 Registration process:-

Ril.com
↓
Career
↓
Apply now
↓
Reliance retail limited
↓
Login/sign up
↓
Register now
↓
After Registration we’ll get username and password.
We’ll use same I’d password for RPAT.
RPAT →RPAT is Reliance personal aptitude test. RPAT is
normal reliance aptitude test. Candidates need to clear
that test.
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vvvvvvv
IMG_20191214_155
Types of Recruitment:-

SOURCES OF RECRUITMENT

Internal sources external sources

→Transfer →campus recruitment
→promotion →Employment exchange
→employee referrals →advertisement
→previous applicants’ →Direct recruitment
→web publishing

Transfer →transfer means shifting of employees from one department

to another. Department or one location to another location, depending
upon the requirement of the position

Promotion →promotion is the transfer of an employee to a new

position which commands higher pay, privileges or status compared
with the old.
Employee referral →employee referrals are part of a Recruitment _
hiring strategy that allows existing employees to refer potential
prospects for open positions with their company.
Previous applicants’ →this is considered as internal source in the sense
that applications from the potential candidates are already lying with
the organization.

External sources:-

Campus Recruitment → campus recruitment refers to the process

where large companies look forward to filling certain of their vacant
positions by employing students or fresher’s from various campuses.
Employment exchange → employment exchange refers to an office of
the central or state government, which collects and furnishes
information on the prospective employers ,available vacancies and job
seekers, thereby facilitating jobseekers to find a suitable job and for
industry to find the suitable manpower.

Advertisement →the traditional advertising options available to

employers include print (like newspaper and magazines), radio

Sources of recruitment :-
Sources of managerial recruitment:-

Internal sources external sources

1)promotion 1)campus recruitment
2)transfers 2)press advertisement
3)internal notification 3)management consultancy service
4)retirement 4)deputation of personnel or transfer
from one enterprise to another
5)former employees 5)walk-ins, write –ins,talk-ins.

Placement, Training, Development:-

→Placement is a process of assigning a specific job to each of the
selected candidates. it involves assigning a specific rank and
responsibility to an individual .it implies matching the requirements of a
job with the qualifications of the candidate.
→placement is understood as assigning jobs to the selected candidates

.assigning jobs to employees may involve a new job or different job.

→Thus, placement may include initial assigning of job to new

employee, on transfer, promotion or demotion of the present
employees.

→placement involves assigning a specific job to each one of the

selected candidates.

Placement is a process of assigning a specific job to each of the selected

candidates. It involves assigning a specific rank and responsibility to an
individual. It implies matching the requirements of a job with the
qualifications of the candidate and. . It involves assigning a specific rank
and responsibility to an individual. It implies matching the requirements
of a job with the qualifications of the candidate. Placement is a process
of assigning a specific job to each of the selected candidates. It involves
assigning a specific rank and responsibility to an individual. It implies
matching the requirements of a job with the qualifications of the
candidate. Placement is a process of assigning a specific job to each of
the selected candidates. It involves assigning a specific rank and
responsibility to an individual. It implies matching the requirements of a
job with the qualifications of the candidate. Placement is a process of
assigning a specific job to each of the selected candidates. It involves
assigning a specific rank and responsibility to an individual. It implies
matching the requirements of a job with the qualifications of the
candidate. Placement is a process of assigning a specific job to each of
the selected candidates. It involves assigning a specific rank and
responsibility to an individual. It implies matching the requirements of a
job with the qualifications of the candidate. Placement is a process of
assigning a specific job to each of the selected candidates. It involves
assigning a specific rank and responsibility to an individual. It implies
matching the requirements of a job with the qualifications of the
candidate. Placement is a process of assigning a specific job to each of
the selected candidates. It involves assigning a specific rank and
responsibility to an individual.....

Traning:-
Training is teaching, or developing in oneself or others, any skills and
knowledge or fitness that relate to specific useful competencies.
Training has specific goals of improving one's capability, capacity,
productivity and performance. It forms the core of apprenticeships and
provides the backbone of content at institutes of technology (also
known as technical colleges or polytechnics). In addition to the basic
training required for a trade, occupation or profession, training may
continue beyond initial competence to maintain, upgrade and update
skills throughout working life. People within some professions and
occupations may refer to this sort of training as professional
development. Training also refers to the development of physical
fitness related to a specific competence, such as sport, martial arts,
military applications and some other occupations

Training and Development is a structured program with different

methods designed by professionals in particular job. It has become
most common and continuous task in any organization for updating
skills and knowledge of employees in accordance with changing
environment. Optimization of cost with available resources has become
pressing need for every organization which will be possible only by way
of improving efficiency and productivity of employees, possible only by
way of providing proper employee training and development
conditioned to that it should be provided by professionals.

Development:-
Development is a process that creates growth, progress, positive
change or the addition of physical, economic, environmental, social and
demographic components. The purpose of development is a rise in the
level and quality of life of the population, and the creation or expansion
of local regional income and employment opportunities, without
damaging the resources of the environment. Development is visible
and useful, not necessarily immediately, and includes an aspect of
quality change and the creation of conditions for a continuation of that
change.

The international agenda began to focus on development beginning in

the second half of the twentieth century. An understanding developed
that economic growth did not necessarily lead to a rise in the level and
quality of life for populations all over the world; there was a need to
place an emphasis on specific policies that would channel resources
and enable social and economic mobility for various layers of the
population.

Through the years, professionals and various researchers developed a

number of definitions and emphases for the term
“development.” Amartya Sen, for example, developed the “capability
approach,” which defined development as a tool enabling people to
reach the highest level of their ability, through granting freedom of
action, i.e., freedom The international agenda began to focus on
development beginning in the second half of the twentieth century. An
understanding developed that economic growth did not necessarily
lead to a rise in the level and quality of life for populations all over the
world; there was a need to place an emphasis on specific policies that
would channel resources and enable social and economic mobility for
various layers of the population. of economic, social and family actions,
etc. This approach became a basis for the measurement of
development by the HDI (Human Development Index), which was
developed by the UN Development Program (UNDP) in 1990. Martha
Nussbaum developed the abilities approach in the field of gender and
emphasized the empowerment of women as a development tool

Recruitment Policy
Purpose

Scope

Core Principles

Recruitment & Selection Procedure

Preparation Stage

Job Description & Person Specification

Advertising

Selection of Candidates
Short listing

Selection & Interview

Referees

Making the Appointment

Induction

Responsibilities

Related Documents

Recruitment policy
Recruitment policy-construed either as one specific policy or as the set
of policies utilized-provides a framework for the sequencing,
integration, management and oversight of recruiting efforts. Essential
recruitment policy requirements include full compliance with
governmental as well as in-house regulations and standards, some
measures of policy effectiveness, a review and revision mechanism,
clearly formulated objectives and awareness of the nature and scope of
available recruitment resources.

For the purposes of developing and evolving recruitment policies,

keeping abreast of latest innovations or other changes in the field will
strengthen the framework, just as making good use of feedback from
all three sides of the recruitment equation---the organization, the
recruiters and the applicants-will.
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into recruiting, or for recruiters who

Recruitment policy-construed either as one specific policy or as the set

of policies utilized-provides a framework for the sequencing,
integration, management and oversight of recruiting efforts. Essential
recruitment policy requirements include full compliance with
governmental as well as in-house regulations and standards, some
measures of policy effectiveness, a review and revision mechanism,
clearly formulated objectives and awareness of the nature and scope of
available recruitment resources.

For the purposes of developing and evolving recruitment policies,

keeping abreast of latest innovations or other changes in the field will
strengthen the framework, just as making good use of feedback from
all three sides of the recruitment equation---the organization, the
recruiters and the applicants-will.
1.Purpose:-
 The University recognizes that their staffs are fundamental to its
success. The University therefore needs to be able to attract and
retain staff of the highest caliber and a strategic, professional
approach to recruitment is essential to do this.

2.Scope:-
This policy and procedure cover all activities that form part of the
recruitment and selection process. It is applicable to all staff
recruitment except casual procedure to be effective it is essential
that any employee who is involved in any aspect of the recruitment
and/or selection of staff is aware of this document and follows it.

3. Core Principles :-
 The University has a principle of open competition in its approach
to recruitment.
 The University will seek to recruit the best candidate for the job
based on merit. The recruitment and selection process should
ensure the identification of the person best suited to the job and the
university.
 The University wishes to encourage the recruitment of staff with
disabilities and will make reasonable adjustments to all stages of
the recruitment process and as required in order for a successful
candidate with a disability to undertake the post.
 The University will ensure that the recruitment and selection of
staff is conducted in a professional, timely and responsive manner
and in compliance with current employment legislation.
  The University will provide appropriate training, development and
support to those involved in recruitment and selection activities in
order to meet this core principle. Any member of staff involved in
the selection of staff should satisfy him or herself that he/she is
appropriately trained and can comply with the requirements of this
policy and procedure. As a minimum requirement any member of
staff who takes part in any activity under this policy and procedure
must first have completed the University Online Equality and
Diversity training. All panel chairs or the Recruiting Manager must
have completed the 1-day Recruitment and Selection course.
 Recruitment and selection is a key public relations exercise and
should enhance the reputation of the University. The University
will treat all candidates fairly, equitably and efficiently, with
respect and courtesy, aiming to ensure that the candidate
experience is positive, irrespective of the outcome.

4. Recruitment & Selection Procedure :-

There are a number of key stages in recruiting and selecting for a post.
This procedure outlines the key stages. Further advice and guidance is
available on the Human Resources website and also from the Human
Resources team. In addition, Learning and Development offers training
courses designed to equip members of staff in key aspects of the
Procedure.
4.1 Preparation Stage

 The recruitment and selection process should not commence until a

full evaluation of the need for the role against the area’s strategic
plans and budget has been completed.
 The recruitment of staff will take into account the University’s
need for new ideas and approaches and additionally should support
the University’s commitment to ensuring a diverse workforce by
proactively seeking to attract groups that are under-represented in
 the University’s profile to maximize its ability to meet diverse
student requirements.

 A job description and person specification must be produced or

updated for any vacant post that is to be filled.
 The job description should accurately reflect the elements of the
post.
 The person specification should state both the essential and
desirable criteria in terms of skills, aptitudes, knowledge and
experience for the job, all of which should be directly related to the
job and applied equally to all applicants. Care should be taken
when writing the person specification to ensure that criteria used
do not indirectly discriminate against certain groups of applicants.
For further information on this please see Guidance on
Recruitment.
4.3 Advertising

 As a minimum all positions will normally be advertised within the

University. This will help maximize equality of opportunity and
provide staff with opportunities for career development, thus
maintaining the skills and expertise of existing staff. In exceptional
circumstances the HR Manager for the department may waive the
need to advertise. This is likely to include the following
circumstances:
o positions requiring specialized expertise where the Recruiting
Manager in the department can demonstrate that a
comprehensive search has been conducted and the nominated
individual is the most suitable person for the position;
o where the recruiting manager can verify that the work is
required for a specific purpose of no greater than twelve
months duration;
o where current members of staff are named on research grants
in order to ensure the individual’s continued employment;
 o Where a research project includes a named researcher and
one of the factors for awarding the grant was the strength of
the proposed research team.

However, in the circumstances outlined above, if the successful

candidate is likely to require a Tier 2 certificate of sponsorship to apply
for permissions to work in the UK, the post must be advertised in line
with UKBA requirements.

 Staff subject to redeployment (see redeployment policy) will be

given access to vacancies before they are advertised more
generally within the University or externally.
 In certain circumstances it may be more effective to use a
recruitment agency. This should be discussed and agreed with the
HR Manager or Recruitment Adviser. This will, however, not
eliminate the need to advertise the position internally and any
external agencies or consultants who assist in the process must act
in accordance with this policy and with respect to our equal
opportunities requirements.
 Applicants should be provided with sufficient information to make
an informed decision regarding their suitability for the role.
Further particulars that provide such information should be
produced using the pro-forma that can be found on the HR
recruitment guidance. These will be provided to applicants via the
University website or upon enquiry to the HR Services team.
 The University has a legal obligation to comply fully with the
provisions of the Rehabilitation of Offenders Act .
 All adverts must be placed through the HR Department, except
where alternative arrangements have been formally agreed in
advance with the HR Department.
 All advertising must be cost-effective and agreed in advance with
the HR Department.
5. Selection of Candidates
5.1 Short listing

 Short listing may involve the whole panel but must be carried out
by a minimum of 2 people to avoid any possibility of bias, one of
whom would normally be the direct line manager.
 Short listing and selection panels for academic appointments must
meet the minimum composition requirements, as outlined in the
management guidance , and should be constituted with due
consideration to the promotion of Equality and Diversity.
 A member of HR will not normally be on a panel unless it is a
panel for Chair appointments.
 Notes of the short listing decisions for each candidate should be
recorded by each member of the panel on the short listing decision
form . The Form should be returned to the HR Services department
once the shortlisted candidates for interview have been selected.
 Shortlisted candidates should be provided with details of the
selection process, including any tests, in writing giving as much
prior notice as possible and a minimum of 5 working days before
the interview. In accordance with the Equality Act 2010 , they
should also be asked to advise if there are any particular
arrangements or reasonable adjustments that could be made so that
they can participate fully in the selection process.

5.2 Selection & Interview

 All redeployment candidates who meet the essential criteria for the
post (as set out in the person specification) will be offered an
interview.
 Interview should normally be carried out by a minimum of two
people, one of whom should be the Recruiting Manager. For ART
positions the University usually recommends a panel interview.
 Selection is a two-way process: candidates are assessing the role
and the University. Those involved in recruitment should consider
how best to convey a positive image.
 It is recommended that a range of selection methods, that are
suitable for assessing both the essential and desirable criteria in the
person specification are established as this will enhance objective
decision making which is difficult through interview alone.
 Interview questions and the structure of the interview should be
consistently applied to all candidates and should be based on the
person specification.
 Notes recording the salient points of the interview should be taken,
ideally by the interviewers, so that they can refer back to these
when assessing candidates against the person specification and
making decisions. Notes of the interview and any other notes on
the candidate taken during the recruitment and selection process
should be passed back to HR Services following the selection
process and will be kept for a minimum of 6 months following the
selection process.
 In situations where there is more than one candidate who is
suitable for appointment, but one or more of the candidates
requires the University to sponsor them under the Tier 2 certificate
of sponsorship (skilled worker) mechanism to obtain the right to
work in the UK, the panel should give preference to any of the
candidates who hold a continuing right to work in the UK ie.
Candidates who would require Tier 2 sponsorship should not be
appointed where an individual who already holds the right to work
is considered appointable by the panel.
 For professorial appointments the Chair of the panel should
complete the pro-forma provided by the HR Services team and
return this with the other interview papers to HR Services.
 In the event that a candidate requests feedback about their
performance in the selection process this should be arranged by the
Chair of the panel or the Recruiting Manager, although he or she
may delegate this to another member of the panel where
appropriate.
  Unsuccessful interview candidates should be dealt with
courteously and sensitively and will, as a minimum, receive
telephone or written notification of the outcome of the selection
process.

5.3 Referees

 Information sought from referees should be structured around the

requirements of the job and the job description should be provided.
It should be noted that many organizations have a policy of not
providing personal references and therefore references provided
may only confirm details of current appointment. This is much less
likely to be the case with references for academic posts which are
of a more personal nature.
 Sample reference request letters are available from HR Services.
 For academic posts four references will be taken up, three
normally prior to interview and the fourth, upon being offered the
role. The fourth reference is an employment reference from the
current employer. This is a reflection of established practice and
relates to the nature of the references. For support posts two
references will be taken up, normally for the selected candidate
and after the interview, one of which should be from the current or
most recent employer.
 If the appointment is urgent, the Recruiting Manager may seek to
obtain a verbal/telephone reference for the successful candidate
providing that standard procedures for doing so are followed.
 In certain circumstances a school or personal reference is
acceptable.
5.4 Making the appointment

 It is recognized that in many cases it is desirable to make a verbal

offer very shortly after the selection process to enhance the
University’s ability to recruit the selected candidate. In such cases
the verbal offer will normally be made by the Chair of the selection
 panel, although he or she has the discretion to delegate this
responsibility if felt appropriate.
 The University recognizes open contracts as the general form of
employment relationship between employers and employees and
will appoint new and existing staff to indefinite contracts unless
necessary and objective reasons justify use of a fixed-term
contract.

5.5 Induction

 Induction is the final stage of the recruitment process. Once the

successful candidate has accepted the offer of employment and a
start date has been agreed the line manager/Head of Department is
responsible for preparing a comprehensive induction program me
for the new employee. (See the University Induction Policy for
further details)

6. Responsibilities

Role Accountable for

 Evaluating the need for the post(s) in the
context of the Departmental staffing plan and
Head of Department budget.
(or nominee) - may  Ensuring the competence of all nominees
also at times be the who make recruitment decisions within the
Recruiting Manager department.
 Ensuring a comprehensive induction
program me for any new employee(s).

 Attending training on the University’s

Recruitment and Selection training course.
 Liaising with the HOD and Finance to
Recruiting manager determine whether a vacancy is a
replacement post, a new post or an existing
post which requires revision.
 Ensuring that all new/revised posts are
 formally graded before they are advertised
and that formal authorization to recruit has
been sought.
 Discussing potential difficulties in recruiting
with the Departmental HR Manager.
 Preparing a Job Description, Person
Specification, draft advert and further
particulars.
 Agreeing recruitment plan and timescales
with the HR Department.
 Undertaking any tasks agreed to as part of
the recruitment timescales drawn up with HR
(e.g. inviting short-listed candidates to
interview, taking up references, issuing
rejection letters).
 Ensuring that any agencies or external
consultants who assist in the recruitment
process adhere to the University’s
Recruitment Policy.
 Preparing a comprehensive induction
program me for the new employee(s).

 Attending the University’s Recruitment and

Selection training course.
 Producing a short-list on behalf of the
Selection Panel.
Chair of short listing  Keeping a written record of all short-listing
/ selection panel and interview decisions.
 Making a verbal offer of employment.
 Providing feedback to unsuccessful short-
listed candidates if requested, ensuring equal
opportunities requirements are followed.

 Providing professional HR advice on grading

Human Resources
of posts, content of job descriptions/person
 specifications, advertising and appropriate
salary levels.
 Placing job adverts.
 Carrying out pre-employment checks.
 Issuing written offers of appointment and
contracts of employment.
 Undertaking any other tasks agreed to as part
of the recruitment timescales drawn up with
the recruiting department (e.g. inviting short-
listed candidates to interview, taking up
references, issuing rejection letters).
 Monitoring and reviewing the recruitment
process and supporting policies / guidance.
 Providing training on Recruitment and
Selection, including equality issues.
Selection
Selection process is a decision making process. This step
consists of a number of activities .A candidates who fails to
qualify for a particular step is not eligible for appearing for
the subsequent step. employee selection is the process of
putting right men on the right job. it is a procedure of
matching organizational requirements with the skills and
qualifications of people. Effective selection can be done only
where there is effective matching. by selecting best
candidate for the required job, the organization will get
quality performance of employees .
Moreever, organization will face less absenteeism and
employee turnover problems. by selecting right candidate
for the required job, organization will also save time and
money. proper screening of candidates who apply for the
given job are tested.

SELECTION PROCESS:-
Selection is along process, commencing from the
preliminary interview of the applicants andending with the
contract of employment.
1. Preliminary test
2. Selection
3. Employment interview
4. Reference and background
5. Analysis
6. Selection
7. Physical examination
8. Job offer
9. Employment contract

Step-1
PRELIMINARY INTERVIEW:
The applicants received from job seekers would be
subject to scrutiny so as to eliminate unqualified
applicants. this is usually followed by a preliminary
interview the purpose of which is more or less the
same as scrutiny of application, that is, eliminate of
unqualified applicants. scrutiny enables the HR
specialists to eliminate unqualified jobseekers based
on the other hand, helps helps reject misfits for
reason, which did not appear in the application
forms.
Step-2
SELECTION TEST:
Job seekers who pass the screening and the preliminary
interview are called for tests. Different types of tests may be
administered, depending on the and the company.
Generally, tests are used to determine the applicant’s
ability, aptitude and personality.
The following are the type of tests taken:
1. Ability test
2. Aptitude test
3. Intelligence test
4. Interest test
5. Personality test
6. Projective test
7. General test
8. Perception
9. Graphology test
10. Polygraph test
11. Medical test

Step-3
INTERVIEW:
The next step in the selection process is an interview
.Interview is normal, in –depth conversion conducted to
evaluate the applicant’s acceptability. It is considered to be
excellent selection device. It is face –to-face exchange of
view, ideas and opinion between the candidates and
interviewers .Basically interview is nothing but an oral
examination of candidates. Interview can be adapted to
unskilled , skilled, managerial and profession employees.
Types of interview:-
Interviews can be of different types. there interviews
employed by the companies.
Following are the various types of interview:-
1. Informal interview
2. Formal interview
3. Non directive interview
4. Depth interview
5. Stress interview
6. Group interview
7. Panel interview
8. Sequential interview
9. Structured interview
10. Unstructured interview
11. Mixed interview
Step-4
REFERENCE CHECK:
Many employers request names, addresses, and telephone
numbers of references for the purpose of verifying
information and perhaps, gaining additional background
information on application. Although listed on the
application form, references are not usually checked until
an applicant has successfully reached the fourth stage of a
sequential selection process. When the lab our market is
very tight, organizations sometimes hire applicants before
checking references.
Step-5
Selection Decision:-
After obtaining information through the proceeding steps,
selection decision –the most critical of all the steps-must be
made. The other stages in the selection process have been
used to narrow the number of the candidates. The final
decision has to be made the pool of individuals who pass
the test, interviews and reference checks.
The view of the line manager will be generally considered in
the final selection because it is he/she who is responsible
for the performance of the new employee. The HR manager
plays a crucial role in the final selection.
Step 6:
PHYSICAL EXAMINATION
After the selection decision and before the job offer is made,
the candidate is required to undergo a physical fitness test
.A job offer is ,often, contingent upon the candidate being
declared fit after the physical examination. The results of
the medical fitness test are recorded in a statement and are
preserved in the personnel records. There are several
objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the
individual carries any infectious disease. Secondly, the test
assists in determining whether an applicant is physically fit
to perform the work.
Step 7:
JOB OFFER:
The next step in the selection process is job offer to those
applicants who have crossed all the previous hurdles. Job
offer is made through a letter of appointed. Such a letter
generally contains a date by which the appointee must
report on duty.
The company may also want the individual to delay the
date of reporting on duty. If the new employee’s first job
upon joining the company is to go on company until
Perhaps a week before such training begins.
Step:8
CONTRACT OF EMPLOYMENT
There is also a need for preparing a contract of
employment. The basic information that should be
included in a written contract of employment will vary
according to the level of the job, but the following checklist
sets out the typical headings:
1. Job title
2. Duties, including a parse such as “the employee will
perform such duties and will be responsible to such a
person, as the company may from time to time direct”.
3. Date when continuous employment starts and the basis
for calculating service.
4. Rate of pay, allowances, overtime and shift rates,
method of payments.
5. Hours of work including lunch break and overtime and
shift arrangements.
6. Holiday arrangements.
7. Paid holidays per year.
8. Public holidays.
9. Special terms relating to rights to patents and designs,
confidential information and restraints on trade after
termination of employment.
STEP 9
CONCLUDING THE SELECTION PROGRAMME:
Contrary to popular perception, the selection process will
not end with executing the employment contract. There is
another step-amore sensitive one reassuring those
candidates who have not selected, not because of any
serious deficiencies in their personality, but because their
profile did not match the requirement of the organization.
They must be told that those who were selected were done
purely on relative merit.
STEP 10
EVALUATION OF SELECTION PROGRAMME:-
The broad test of the effectiveness of the selection process
is the quality of the personnel hired. An organization must
have competent and committed personnel.

Difference between Recruitment and

Selection:
1. Recruitment is the process of searching for prospective
candidates and motivating them to apply for job in the
organization .whereas, selection is a process of choosing
most suitable candidates out of those, who are interested
and also qualified for job.
2. In the recruitment process, vacancies available are
finalized, publicity is given to them and applications are
collected from interested candidates. in the selection
process, available applications are scrutinized .tests,
interview and medical examination are conducted in order
to select most suitable candidate.
3. In recruitment the purpose is to attract maximum
numbers of suitable and interested candidates through
applications. in selection process the purpose is that the
best candidate out of those qualified and interested in the
appointment.
4. Recruitment is prior to selection. It creates proper base
for actual selection. Selections next to recruitment. It is out
of candidates available /interest.
5. Recruitment is the positive function in which interested
candidates are encouraged to submit application. Selection
is a negative function in which unsuitable candidates are
eliminated and the best one is selected.