Analysis on Talent Acquisition

A Project Report submitted in partial fulfillment and award of

Post Graduate Diploma in Management (PGDM)

Faculty Mentor
Dr.Bhupender Kumar Som
JIMS

Corporate Mentor
Mr. Manuj Makhija
Deputy-HR, Proptiger

Submitted By:
Taniya Tandon
Roll No.:-FB13118
Batch 2013-15

3, Institutional Area, Sec 5, Rohini,

Delhi - 110085

ACKNOWLEDGEMENT
The completion of any project is not complete without thanking the people behind the
venture & this project is no exception. Racing against the time & fast approaching
deadlines, the fact that we were able to successfully complete the project in Analysis on
Talent Acquisition just in time would not have been possible without the help and
support of many people. Their constant guidance & encouragement coupled with our
commitment were the cornerstones for the successful completion of the project.

I would like to express my sincere thanks to Mr. Manuj Makhija Deputy-HR(Industry

Mentor); Mrs. Anamika Ranjan, Manager- HR of Proptiger Reality Pvt. Ltd. for their
motivation, inspiration & encouragement and to help me complete my voyage of
Summer Internship Program in their organization.
Also I wish to express my heartfelt thanks to Mr. Som Bhupender (Faculty Guide),
Human Resource Faculty 2014 of Jagan Institute Of Management Studies, for their
guidance, vital Support & cooperation.

Last but not the least; I am grateful to all the employees of Proptiger Reality Pvt. Ltd
for their unfolding Stretch on which the Project has been written. Also I am grateful to
my entire faculty at Jagan Institute of Management Studies for their guidance, vital
support and cooperation.
I am also much grateful to my parents for their support & inspiration on this project.

DECLARATION

I here by declare that this project titled Analysis on Talent Acquisition submitted by the
undersigned to JIMS has been carried out by me. Further I declared that this is my original
work carried out under the guidance of Mr.Manuj Makhija in partial fulfillment of PGDM
Course for the award of diploma.

All the contents of this project report are true and to my best of knowledge has not been
submitted earlier to any other university or institution for award of Degree / Diploma /
Certificate or published any time earlier.

Signature:
Name: Taniya Tandon

CONTENTS
4

EXECUTIVE SUMMARY

2.

INTRODUCTION TO THE COMPANY

7-14

3.

VISSION,MISSION

15

4.

INTRODUCTION TO THE TOPIC

18-25

5.

RECRUITMENT PROCESS FOLLOWED AT PROPTIGER

26-28

6.

CHECKLIST

29-37

7.

FINDINGS

38

8.

CONCLUSIONS

39

9.

RECOMMENDATIONS & SUGGESTIONS

40-43

10.

LEARNINGS

44

11.

BIBLOGRAPHY

45

12.

APPENDIX

46

13.

ANNEXURES

47

1.

EXECUTIVE SUMMARY
5

A person is known by the company that he keeps and a company (organization) is known by
the people that it hires. The human resources are the most essential and important assets of an
organization. An organizations success is highly dependent on its people. Every organization
ensures that it has the right number and the right kind of people, at the right time and the right
place, in order to achieve its planned goals and activities. This concept of right number and
right kind of people for the right job is the essence of recruitment and selection. These are the
people with requisite skills, qualifications and experience.
There is no doubt that the world of work is rapidly changing. As part of an organization then,
HRM must be equipped to deal with the effects of the changing world of work.
Starting with recognizing the vacancies and planning for them is a great task. Moreover
selecting attracting the suitable candidates and selecting the best person in time is a
challenge.
The cost of the recruitment is significant. So proper planning and formulate those plan is the
task that require more focus and improvement. Equal opportunity and sourcing is also a vital
part. Realizing this need we tried to find the difference and similarities between theoretical
aspects with the practical steps taken by the company.
The work assigned to me was of Recruitment and Selection. I was responsible for calling the
desired candidates from the resume extracted from the Naukri portal. In the starting was
given a data of around 160 candidates to call them and tell them about the openings in the
company profile.
Later on, I was searching the candidates resume from the Naukri portal and had to call them
for the interview.

COMPANY PROFILE
6

Incorporated in February 2011

Co-founders - Dhruv Agarwala & Prashan Agarwal

PropTiger is an independent real estate advisor with a pan-India presence. We possess vast
experience and knowledge of real estate in India, and aspire to be your first port of call if you
want to buy a residential property in India. Led by a group of dynamic and visionary
investors, PropTiger aims to utilize its vast knowledge of the real estate sector to help those
looking to buy property in India.
Our mission is:
"To help Indian families buy their dream home."
Headquartered in the National Capital Region of Delhi (NCR), PropTiger has been founded
by alumni of Harvard Business School, IIT and ISB who possess decades of combined
experience in real estate in India as well as abroad.
PropTiger has a team of real estate experts spread across 8 cities in India, namely Noida,
Gurgaon, Mumbai, Pune, Bangalore, Chennai, Kolkata and Ahmedabad. Each of our
staff is well trained across various aspects of buying residential property we assist you right
from narrowing down the various options to selecting the ideal property for you and
completing the final paperwork related to the transaction. Rest assured, that our assistance is
completely transparent.
PropTiger is very selective in choosing real estate developers to partner with. Our in-house
risk management team carries out extensive due diligence and research on each of our
7

developer partners to check for any irregular practices on their part. We make constant efforts
to ensure that our clients are not being exposed to any kind of risks.
The following is a representative list of some of the developers we work with by city:

Noida

Gurgaon

Mumbai

Pune

Bangalore

Chennai

Ahmedabad

Indore

SERVICES OFFERED
We believe that our focused approach helps us stand out and gives us an edge over
competitors. Therefore, Prop Tiger only offers the following two services:

Property Advisory - Buying an apartment in original booking from a developer

Loan Advisory - Applying for a home loan to finance the transaction

If you are a first time buyer of residential property in India, chances are that you might be
anxious and somewhat confused about how to buy a house and how to get it financed through
a home loan. This is where PropTiger comes in to assist you. We recognize that there are
numerous real estate brokers, consultants and advisors. However, what sets us apart from all
these worthy competitors is our unique combination of services related to property and loan
advisory.
The following are sequence of steps that our experts will take you through, so that you can
buy your dream house in an easy and hassle free manner:

Identification of suitable properties that meet your criteria - based on choice of

location, size, budget, developer.

Budget analysis and affordability of property - how much can you afford and what
is your loan capacity.

Site visits including viewing of sample flat, if available.

Negotiation with developer for best price, terms of payment and location in tower.

Assistance in the completion of paperwork, so that the developer can send across the
allocation letter once initial installments have been paid.

Applying for a home

loan to finance the
transaction

WORK @ PROPTIGER

PropTiger recognises the contributions of its employees and treats each individual fairly and
consistently in all matters, with a uniform application of the following Human Resources
philosophies:

Team Work

Our success, our lessons and our failures are shared.

10

Expertise

The company is committed to training its people and helping them grow
professionally.

Integrity

Maintaining highest standards & integrity is non-negotiable while building a

profitable organisation.

Openness

11

We are an open organization. We are equal stakeholders. Feel free to ask anyone in the
organization for any assistance

Innovation

Feel free to innovate! That's how you will contribute to your and the organization's
learning

Employee Centricity

The company is committed to internal as well as external customer

Candor / Introspection

12

Introspect your actions and activities of the company to ensure that we are heading in
the right direction.

Passion

Feel the passion towards the company and your work. It is this passion which will
motivate you to come to work every day.

Ownership

Taking ownership of the tasks assigned to you.

13

LIFE @ PROPTIGER
Our employees are at the heart of our company and we value teamwork, integrity, and
positive energy. We believe every employee joining PropTiger is blessed with some unique
talent and our customised training helps to further sharpen their skill set.
We ensure that our employees efforts are fully recognised and substantially rewarded with
our Rewards & Recognition programme. Top performers are sent to sponsored national and
international destinations. Being a young and vibrant organization there is a lot of room for
innovation and creativity. Work hard and party harder is our way of life!

Its a firm belief in PropTiger that communication is the key to build great teams and our
culture reflects an open communication at levels and across hierarchies. We strongly believe
in women's empowerment and take continuous initiatives to support this. If being part of a
dynamic company excites you, join our dedicated and talented team and build an exciting
career with PropTiger.
Proptiger.com intends to connect the buyer of various properties with the seller of such
properties through its Website. In providing unified interface to certain real estate projects,
proptiger or any of its affiliates or group companies does not provide any service of any
nature to the users either for commercial purposes or otherwise save and except for the
limited purposes of providing access to a communication system over which information
would be made available by third parties to you which shall be transmitted or temporarily
stored or hosted. However, proptiger.com does not:

Initiate any transmission.

14

Select the receiver of the transmission.

MISSION
To help Indian families buy their Dream House

VISION

To become India's largest Real Estate Broker want to be the first port of call for
Indians looking to buy a home

2013-14 - SALES GOAL SHEET

ASM/SM/SSM

15

INTRODUCTION TO THE TOPIC

Recruitment is the process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applications from which new employees are selected.
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.

Importance of Recruitment
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidates to enable the selection of best candidates for the
organization.
Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.

16

 Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of its
workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates

SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the organization
itself
(Like transfer of employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the external sources of the recruitment.
Internal Sources
Transfers
Promotions
Upgrading
17

 Demotions
Retired Employees
Retrenched Employees
Dependents and relatives of decreased employees
External Sources
Press Advertisement
Educational Institutes
Placement Agencies
Employment Exchange
Labour Contractors
Unsolicited Applicants
Employment referrals
Recruitment at factory gate

PURPOSE OF RECRUITMENT

Recruitment lends itself as a potential source of competitive advantage to a firm. An effective

approach to recruitment can help a company successfully compete for limited human
resources. The firm must choose a recruiting approach that produces the best pool of
candidates quickly and cost effectively.

18

A recruiting programme helps the firm in at least four ways Attracting highly qualified and competent workforce.
Ensure that the selected candidates stay longer with the firm.
Make sure that there is a match between the cost and benefit.
Help the firm create a culturally diverse workforce.

PROCESS OF RECRUITMENT

7 Steps to Effective Recruitment

Having the right person, in the right place, at the right time, is crucial to organizational
performance.
Therefore recruitment is a critical activity and should incorporate the following steps:
Step 1 - Whats the job?
19

Gather information about the nature of the job. Think about:

The content (such as the tasks) making up the job

The jobs purpose
The outputs required by the job holder
How it fits into the organizations structure
The skills and personal attributes needed to perform the role effectively.

This analysis can form the basis of a job description and person specification.
Step 2 - Prepare a job and person profile
A person specification or job profile states the necessary and desirable criteria for selection.
Increasingly such specifications are based on a set of competencies identified as necessary for
the performance of the job. Include:

skills, aptitude, knowledge and experience

qualifications (which should be only those necessary to do the job - unless candidates

are recruited on the basis of future potential , for example graduates)

Personal qualities relevant to the job, such as ability to work as part of a team.

The document formed from the person specification can then be used to inform the criteria
you use to shortlist applicants.

Step 3 Finding candidates

Internal methods:

Staff referrals
Succession planning
Secondments

Job sharing

It is important not to forget the internal talent pool when recruiting. Providing opportunities
for development and career progression is an important factor for employee retention and
motivation

20

External methods: There are many options available for generating interest from individuals
outside the organization:

Online recruitment
Press advertising
Networking
Open days

Advertising remains the most common means of attracting and recruiting. Advertisements
should be clear and indicate the:

requirements of the job

necessary and the desirable criteria for job applicants (to limit the number of

inappropriate applications received)

nature of the organizations activities

job location

reward package
job tenure (for example, contract length)
details of how to apply.

Advertisements should be genuine and relate to a job that actually exists. They should appeal
to all sections of the community using positive visual images and wording.
Step 4 - Managing the application process
There are two main formats in which applications are likely to be received: the curriculum
vitae (CV) or application form. It is possible that these could be submitted either on paper or
electronically and the use of e-applications (Internet, intranet and email) is now part of
mainstream recruitment practices
Application forms
Application forms allow for information to be presented in a consistent format, and therefore
make it easier to collect information from job applicants in a systematic way and assess
objectively the candidates suitability for the job. Be aware that application form design is

21

also important under the Disability Discrimination Act 1995, it may be necessary to offer
application forms in different formats.
CVs
The advantage of CVs is that they give candidates the opportunity to sell themselves in their
own way and dont have the restrictions of fitting information into boxes as often happens on
an application form. However, CVs make it possible for candidates to include lots of
additional, irrelevant material which may make them harder to assess consistently.
Step 5 - Selecting candidates
Selecting candidates involves two main processes: short listing and assessing applicants to
decide who should be made a job offer.
Short listing
The process of short listing involves slimming down the total number of applications
received to a shortlist of candidates you wish to take forward to the more detailed assessment
phase of the selection process.
When deciding who to shortlist, it is helpful to draw up a list of criteria using the person
specification .Each application can then be rated according to these standards, or a simple
scoring system can be used.
Assessment
A range of different methods can be used to assess candidates. These vary in their reliability
as a predictor of performance in the job and in their ease and expense to administer. Typical
methods include:

General interview
Competency based interview
In tray exercise
Role play

Presentation

22

Step 6 - Making the appointment

Before making an offer of employment, employers have responsibility for checking that
applicants have the right to work in the UK and to see and take copies of relevant
documentation - a list of acceptable documents demonstrating the right to work in the UK is
available from the Home Office
Contract
Offers of employment should always be made in writing. But it is important to be aware that
an oral offer of employment made in an interview is as legally binding as a letter to the
candidate.
References
A recruitment policy should state clearly how references will be used, when in the
recruitment process they will be taken up and what kind of references will be necessary (for
example, from former employers). These rules should be applied consistently.
Medical examinations
It is reasonable to require completion of a health questionnaire where good health is relevant
to the job. Any particular physical or medical requirement should be made clear in the job
advertisement or other recruitment literature.
Step 7 Induction
Induction is a critical part of the recruitment process, for both employer and new employee.
An induction plan should include:

Orientation (physical) - describing where the facilities are

Orientation (organizational) - showing how the employee fits into the team and how

their role fits with the organizations strategy and goals

Health and safety information - this is a legal requirement
Explanation of terms and conditions
Details of the organizations history, its products and services, its culture and values

A clear outline of the job/role requirements

23

RECRUITMENT PROCESS FOLLOWED AT PROPTIGER

The main objective of the recruitment process at the Jamshedpur plant of the Tata Motors is
to meet the manpower requirement for the supervisory, managerial and executive positions in
the most effective manner. Depending on the nature of the manpower requirement, the
recruitment process is followed.

.Types of recruitment process followed

Campus Recruitment
Internal Recruitment
Lateral Recruitment

CAMPUS RECRUITMENT

24

On the basis of the MPP done by the DM MPP, the manpower requirements are taken down
by the Recruitment Division. In case the requirements are that of GET/PGT/OT, then the
cadre recruitment is done. Once it is decided, then the campuses are rated on certain scales.
After that, the campus representatives are finalized and then they are oriented. In the
orientation process, they are given all the necessary required information regarding the
selection process. After the selection tests are conducted at the campus, the selected
candidates are called for the final interview at the MTC. The candidates who have qualified
the interview are sent for pre-medical tests. Appointment letters are sent to the successful
candidates while unfit candidates are informed through letters. After the joining formalities,
the training begins from July1st to June 30th next year. After the training period ends, the GET
Committee conducts the placement interview. On the basis of the interview, the candidates
are absorbed in the new division.

INTERNAL RECRUITMENT

In case the vacancy position identified can be filled internally through portal, then the
vacancy is filled through intra-location recruitment. Otherwise go for inter-location
recruitment.

INTRA-LOCATION RECRUITMENT

In case of intra-location recruitment, the advertisement is prepared with the help of the
concerned division and circulated through intranets and circulars. After receiving the
applications in the prescribed format, the candidates are short-listed in consultation with the
division. The short-listed candidates are called for the interview. Letters are sent to the
Divisional Head for the release of the selected candidates. Gap- Analysis is done and on the
25

basis of that gap, training and induction are carried out and finally, feedback are taken and the
candidate joins the new division.

INTER-LOCATION RECRUITMENT

Advertisement are prepared for the required vacancy with the help of the concerned division
and released by Mumbai. Applications are received and the short-listed candidates are called
for the interview. Releasing and joining letters are sent to the candidates On the basis gap
analysis training-programme are given to the candidates and they join the new division.

LATERAL RECRUITMENT

Requirements are specified to the consultants. CVs received from the consultants are short
listed in consultation with the concerned division. The short listed candidates are called for a
final interview. The selected candidates are sent for fitness test. Appointment letters signed by
DGM HR are sent to the medically fit candidates and the rejected candidates are informed
through letters. After induction, straining and other formalities, feedback is taken and the
candidate joins the new division.

26

CHECK-LIST: CADRE RECRUITMENT

Process Owner

STEPS

MRC

GET/PGT/OT Justification prepared based on MPP

MRC

Presidents Approval

MRC

Corporate HR Approval

MRC

Campus Rating
Scales/grades defined for campuses.
Campuses rated on the basis of
Quality of student intake.
Faculty facilities.
Past track records.

MRC

Campuses informed
Letters sent to concerned campuses asking for dates and
the number of students appearing for the selection
27

process.
E-mails/Phone calls made accordingly.

MRC

Campuses provide dates

Dates of campus visits taken down.
Letters sent to concerned campuses.

MRC

List of campus representatives finalized

No. of representatives decided.
Campus representatives informed.
Arrangements for travel and accommodation of the
campus representatives made.

MRC

Orienting the campus representatives

Campus representatives informed about:
Dates of campus visits.
Campuses to be visited.
No. of candidate intakes from each department.
Criteria for selection decision.
Marking criteria for Tests, G.D, Interview.
The campus representatives must check on:
o Preparations for PPT done.
o Question papers and Answer sheets prepared
according to the number of candidates appearing.
o Marking Template prepared.
o Decide GD topics.
o Interview schedules prepared.
o Traveling tickets and accommodation details
collected.

Tech. & HR
Rep.

Selection process conducted at campus PPT

Written test
GD
Interview

Tech. & HR
Rep

Handing over the campus papers.

All question papers, answer sheets, template and all other
documents submitted (with the right count).

28

MRC

GET Committee conducts Interview

Travel expenses reimbursed to all candidates.

MRC

Pre-Employment Medical test

Dates of medical test fixed.
Responsibility given to a person to arrange for the test and
collect the reports.

Medical
Board

Fitness Decision
Results of medical fitness test are recorded in a statement
and preserved in personal records.
Appointment letters sent to selected candidates.

MRC

Rejected candidates informed

Letter specifying the reason/s for rejection sent to the
rejected candidates

MRC

Joining formalities
Testimonials verified.
Filling up of forms.
Other formalities.

MRC

Orientation and Training

st
th
Training begins July 1 (ends June 30 next year).

MRC

Placement interview by GET committee

DM MPP

Absorption of candidates
Office orders released for joining the new division.
Date of joining specified.
Department specified.

29

CHECK-LIST: INTERNAL RECRUITMENT(Y)

(A). Intra-location Recruitment
PROCESS
OWNER
MRC

DM MPP

STEPS
Divisions asked to provide for:
Job Description.
No. of Vacancies.
Looking for internal sources
Present employees
Employee referrals
Former Employees

MRC

Advertisement Prepared
Job description specified.
No. of vacancies specified.
Location of Job specified.
Last Date for Applying.

MRC

Advertisement released through intranet and circulars to all

divisions.

Officer REC

Applications received on standard format through proper

30

channel.
MRC

Short-listing of candidates for interview

Job description matched with employee qualifications.
Application forms screened.
Short-listed candidates informed.
The date, time and venue of interview specified.

MRC

Interview board finalized and interview held.

Interview panel decided.
Date, time and venue of interview intimated to the panel
members.

DM MPP

Office order released for joining/separation.

MRC

Gap Analysis.
Job description consulted
Employees current skills analyzed.
Gap between the two analyzed.

MRC

Orientation/Training programme.
Date, time and venue of induction decided upon.
Induction manuals distributed.
Training schedule specified.

DM MPP

Candidate joins the new division

Department specified.
Date of joining specified.

31

CHECK-LIST: INTERNAL RECRUITMENT(Y)

(B). Inter-location Recruitment
PROCESS
OWNER
MRC

STEPS
Divisions asked to provide for:
Job Description.
No. of Vacancies.

Officer REC

Applications received on standard format through proper

channel.

MRC

Short-listing of candidates for interview

Job description matched with employee qualifications.
Application forms screened.
Short-listed candidates informed.
Date, time and venue of interview specified.

MRC

Interview board finalized and interview held.

Interview panel decided.
Date, time and venue of interview decided and panel
members informed about the same.

32

DM MPP

Office orders released for joining/separation.

MRC

Gap Analysis.
Job description consulted.
Employees current skills analyzed.
Gap between the two analyzed.

MRC

Orientation/Training programme.
Date, time and venue of induction decided.
Induction manuals distributed.
Training schedule specified.

DM MPP

Candidate joins the new division

Department specified, Date of joining specified.

CHECK LIST: LATERAL RECRUITMENT(Z)

PROCESS
OWNER

STEPS

MRC

Requirements specified to the consultants (after deciding which

consultants to approach)
Job Description specified to the consultants.
Number of vacancies specified.
Time constraints specified.

MRC

CVs received from the consultants

CVs short listed in consultation with the concerned
divisions.
Date, time and venue of interview decided.
Interview panel decided.

MRC

Short Listed candidates called for the Interview

Call Letters sent to the short listed candidates
Specify the date, time and venue of interview.

MRC

GET Committee conducts Interview Letters sent to selected candidates to report for medical test.

33

MRC

Pre-Employment Medical test Responsibility given to a person for the test to be carried
out.
Travel expenses reimbursed.

Medical Board

SFitness decision Results of medical fitness tests recorded in a statement and

preserved in records.

MRC

Informing the rejected candidate

Letters sent to rejected candidate specifying the reason/s for
his/her rejection.

Officer
Recruitment

Appointment letter prepared and sent

Appointment letters (signed by DGM HR) sent to the
selected candidate.

MRC

Arrangement made for accommodation.

Letter sent to Manager Administration requesting him to
arrange for accommodation.
Logistics expenses reimbursed.

MRC

Joining formalities
Certificates and testimonials of the new candidate verified.

MRC

Orientation and Training

Date, time and venue of induction decided.
Induction manuals distributed.
Training schedule specified.

MRC

Placement interview by GET Committee

Candidate called for placement interview on completion of
training.

34

DM MPP

Absorption of the candidate

Office orders released for joining the new division.
Department and date of joining specified.

SUCCESSIVE HURDLES IN SELECTION PROCEDURE

CANDIDATES

P
R
E
L
I
M
I
A
R

A
P
P
L
I
C
A
T

REJECTIONS

S
E
L
E
C
T
I
O

S
E
L
E
C
T
I
O
N

P
H
Y
S
I
C
A
L
E

R
E
F
E
R
E
N
C
E

F
I
N
A
L
A
P
P

E
M
P
L
O
Y
M
E

35

FINDINGS
The organization has well laid down Recruitment and Selection procedure which
consists of number of steps, which are to be diligently followed by the selection
committee.
Company should follow all the steps of the Recruitment and Selection process. Each
step is of utmost importance to the company and the employees agree to this fact.
Interviews are important for selecting the right candidate and they are generally in
both the forms, i.e.structured and unstructured.
At junior level, campus interview, job fairs and walk in interviews are the popular
sources of recruitment.
At middle and senior level job portals, headhunting and employee referrals are the
most preferred sources of recruitment.
Talent acquisition team is able to get the desired pool of candidates for an opening
within a weeks time. It schedules telephonic interview for initial screening &
personal Interview / Video conference for final selection.
For screening candidates at senior level recruitments, more weightage is given to
experience while for junior & middle level more weightage is given to qualification
whereas Communication skill is important for all levels.
36

CONCLUSION

Recruitment and selection, which may just sound two words, and may look very simple from
outside, isnt actually a cake-walk for an HR, if gone though. The association with Proptiger
reality and knowing and experiencing the project with involvement in it gave a whole new
meaning to the simply defined two words prior to my SIP. The process includes right from
identifying the total manpower required, to proper search for the appropriate CVs for the
position, to scheduling interviews, till the time the induction is completed. In order to fully
benefit the employer and the employee, the recruitment process should be planned well in
advance like preparing a correct timetable to a deadline to which the whole thing should be
completed. The HR also needs to be ready for any sudden replacement say in case of
termination of service of an employee or say death of an employee. Besides these, the
organization should have adequate aids and infrastructure to make the hiring process as
smooth as possible and comfortable for the new employees.

This project report suggests that these process require a great deal of thought and advance
planning In fact, it is not only the HR which plays a major role here. The finance department
provides the budget for the process and manpower gap is determined by inputs given from all

37

the departmemts, Also the procedure followed in Recruitment and Selection indicates the
significance of this process in the efficient working of the organization.

RECOMMENDATIONS AND SUGGESTIONS

The following are some of the recommendations and suggestions based on the above findings
on the recruitment and selection process of Reliance Communications.
The gap between two interviews can be tried to be minimized. It can be done through
prior planning and fixing of appointment with the different heads by the HR. This will
help in bringing the whole process bit short, because maximum time goes in
approving the CRC and the interview period
The interview date should be informed to the candidate at least a week before. This is
will help the candidate in preparing for the interview and help the HR to properly
frame the interview.
The candidate should be clearly informed about all the important aspects of his
interview date. The aspects can include exact venue, documents that he should bring
and also about the documents he need not bring on the interview day and the reporting
authority he should report to that day.

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 If the interview on the same day, effort should be made to reduce the gap between the
two or three interviews. It should be tried that the interview is not scheduled in such a
way that one interview is at 10 am and the other at 5 pm.
The interview can be made more interesting and challenging to the candidates, if he
faces any questions or situations to solve on his level or a slight above his level.
Going much above just makes him more confuse and loose his confidence.

Time should be reduced to process interview results, as if much time is taken then it
may increase loss of work, and may reduce options for the candidate to go for any
other company if he doesnt get a chance here.
The candidate in the day of joining should be clearly informed about all the necessary
documents he need to bring and also the number of photocopies, the number of
photographs he needs to bring in blue background and all. It will prevent the last
moment rush on the candidates part and save time of the HR buddy.
The process of filling up the joining form should be explained clearly at once so that
the candidate can comfortably fill up the e-joining form without difficulties and
complexities. Any queries asked by the candidate during his filling of form should be
politely entertained.
The forms in the joining kit can be reduced. Because some of the same details are
being provided in the e-joining link also except the PF forms, gratuity forms and the
RIM plan forms. Though it is necessary to keep some hard copy documents, printout
of personal history form taken has all the details required.

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 On the 1st day of the employee in the company, it should be tried that he meets certain
important people in the organization for sure which includes his/her HOD, reporting
authority etc.
Mail id creation and workstation allotment should be done as soon as possible without
much delay.
Job description if possible can be given in a weeks time instead of 15 days so that he
can understand his roles and responsibilities and adapt them quickly.
Id card if possible can be made available to candidates within 7 days of joining, so
that he does not have difficulty in accessing different floors or visiting other reliance
business centers.
Visiting cards take a lot of time. Effort should be made that the requisition is made on
time both on the candidates and HRs part, and can be made availed to the employee
within 10 days of his application for the visiting cards.
Induction program must be very informative on all the aspects it need to inform to.
It is recommended the followings to improve the induction program:
I.

Every member should know the list of HR personnel who delivered the
information about the organization and all employee services.

II.

All the members should inform through mail about the venue, time and
date of induction with the duration of the total program.

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 Induction program should maintain the sequence mentioned of the speakers who are
going to come for presentation. The loss of sequence confuses the candidates as they
start associating the wrong face with the right name mentioned.
The time length of the induction period can be reduced if possible, as it becomes to
lengthy for the new joinee to sit the whole day and listen.

For the reduction on the offer decline ratio it is important that:

Instead of sending the candidate the offer link, he can be called to view his offer
link in the office and accept thereafter in front. Because after getting the e-link the
candidate by showing the offer letter (with CTC mentioned) to his present
company can bargain and thus by taking a hike in his current company stay there
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and decline the offer letter. The consequence is waste of energy, time and money
on a candidate who is not going to join.

Better and more proper discussion and negotiation on CTC of the candidate which
even though not fulfilling his all demand satisfies him.

More focus can be given on campus recruitments as fresh talent with advanced
and updated knowledge can be obtained in reasonable CTC.

More sites like mosterindia.com, times jobs, naukri hub can also be consulted
instead only 1 online site that is naukri.com.

MANAGEMENT LESSONS LEARN DURING INTERNSHIP ARE

AS FOLLOWS:

Develop competitive spirit .Demonstrate healthy competition and integrity in

the organization.
Learn to transform your weakness into your strength.One should be aware of
his/her and should continuously work weakness into strength.

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 Use positive relationships to achieve your goals, Be aware of anothers

position, what they can and can not do, relationships with others and ethics of
the situation.
Keep regularity in your work hours, Avoid working late hours for longer
period, it shows your inefficiency in managing your tasks.
Deadlines are crucial, always keep focus on your deadlines and watch out your
daily progress to meet the deadline. It also helps in completing the tasks before
assigned deadline, save money and time, and be more productive.
Develop an eager and willing attitude toward workloads, dont be a
complainer but guard against overpromising.
Learn & demonstrate effective delegation of work. Delegate the work to the
good, able & talented people around you. If you are able to rope in more
brains and bodies to do the tasks, you are able to get more things done within
the same time frame.
Always demonstrate such a code of conduct which builds & fosters a culture
of respect between manager and employees.
Challenge your employees to grow.
Provide challenges tasks to nurture skills and riseup within the company.

BIBLIOGRAPHY
www.proptiger.com
T.N.CHABBRA, Human Resource Management,2010
Edwin B Flippo, Personel Management,2009
The International Journal Of HRM
Think HR
Business Manager
www.citehr.com
www.hrprofessor.com
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 Human Capital
Human Potential

APPENDIX
MPP: Manpower

Planning.

DM MPP: Divisional Manager Manpower Planning.

REC: Recruitment.
MRC: Managerial Recruitment Centre.
GET: Graduate Engineering Trainees.
PGT: Post Graduate Trainees
OT: Officer Trainees.
Officer REC: Officer Recruitment.
Tech and HR Rep: Technical and HR Representative

X: Cadre Recruitment (Campus Recruitment).

Y: Internal Recruitment (Intra-location & Inter-location).
Z: Lateral Recruitment (Through Consultants).

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ANNEXURES

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