Hr recruitment and selection process in reliance communication

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A STUDY ON EMPLOYEES PERCEPTION TOWARDS HR
RECRUITMENT AND SELECTION PROCESS IN RELIANCE HR
SERVICES Pvt Ltd., COIMBATORE- 641 043
By
SARANYA.M
A PROJECT REPORT
Submitted to the
DEPARTMENT OF MANAGEMENT STUDIES
In partial fulfillment of the requirements of
ANNA UNIVERSITY
For the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
June, 2014

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BONAFIDE CERTIFICATE
Certified that this project report titled “A STUDY ON EMPLOYEES PERCEPTION
TOWARDS HR RECRUITMENT AND SELECTION PROCESS IN RELIANCE HR SERVICES
Pvt Ltd.,Coimbatore” is the bonafide work of Ms.M.SARANYA who carried out the
research under my supervision. Certified further, that to the best of my knowledge the work
reported herein does not form part of any other project report or dissertation on the basis
of which a degree or award was conferred on an earlier occasion on this or any other
candidate.
___________________________ _________________________
Signature and Name of the Guide Signature and Name of
The Dean
Submitted for the Viva-Voce examination held on _______________
------------------------ -------------------------
Internal Examiner External Examiner

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CHAPTER NO PARTICULARS PAGE NO
List of Tables 1
List of Charts 2
Abstract 3
I Introduction 4
1.1. About the study 4
1.2 About the industry 21
1.3. About the company 25
II Main theme of the project 38
2.1. Objectives of the study 38
2.2. Limitation of study 39
2.3 Review of literature 40
2.4 Research and methodology 43
III Data analysis and interpretation 47
IV Findings , Suggestions & Conclusion 74
4.1 Findings 74
4.2 Suggestions 75
4.3 Conclusion 76
Appendix 77
Bibliography 80

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ABSTRACT
‘Survival of the fittest’ is the opt and secret motto of every business in the industry these
days as the competition has become certain and unavoidable among businesses. The burden to
keep the business alive in the race is being shared by the employees of different departments, and
sales department is the main unit that carries the burden.
My population is near 75 and I use random sampling method to select the sample. My
sample size is 60. The data was collect by using printed questionnaires.
The response given by the Respondents are analyzed and interpreted using different types
of statistical tools such as chi square, Weighted Average Method & Correlation.
From the analysis some general findings arise and that are more related with the framed
objectives for this study. According to the findings the suggestion are given and the conclusions
are also based on the findings which will be more helpful for the organization.

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CHAPTER I
INTRODUCTION
1.1. ABOUT THE STUDY :
A research has its own importance in any business organization. It is a systematic and scientific
investigation of any idea either precise or abstract from continuous basis of learning. As we
know in present times, the modern world is progressing at a very high pace. Due to high
competition and increased expectations, every organization needs effective recruitment and
selection process. By these study new segments of recruitment and selection has been
discovered. This will help to enhance the capability of Reliance Communication in using the
recruitment and selection process more effectively.
This project would be significant for researcher because this is the opportunity for putting
theoretical knowledge into practical application.
This project would be significant for the readers as it is providing them knowledge about
recruitment and selection process.
Recruitment
Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin
B. Flippo defined recruitment as “the process of searching for prospective employees and
stimulate them to apply for jobs in the organization.” Recruitment is a ‘linking function’-joining
together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to
bring together job seekers and employer with a view to encourage the former to apply for a job
with the Life Advisor.
In order to attract people for the jobs, the organization must communicate the position in such a
way that job seekers respond. To be cost effective, the recruitment process should attract

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qualified applicants and provide enough information for unqualified persons to self-select
themselves out.
Recruitment is distinct from Employment and Selection. Once the required number and kind of
human resources are determined, the management has to find the potential Life Advisors where
the required human resources are/will be available and also find the means of attracting them
towards the organization before selecting suitable candidates for jobs. All this process is
generally known as recruitment. Some people use the term “Recruitment” for employment.
These two are not one and the same. Recruitment is only one of the steps in the entire
employment process. Some others use the term recruitment for selection. These are not the same
either. Technically speaking, the function of recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and attracting them to
apply for jobs in an organization, whereas the selection is the process of finding out the most
suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of
recruitment would give clear cut idea about the function of recruitment.
PURPOSES AND IMPORTANCE OF RECRUITMENT
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes are to:
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Induct outsiders with a new perspective to lead the company.
 Infuse fresh blood at all levels of the organization.
 Develop an organizational culture that attracts competent people to the company.
 Search or head hunt/head pouch people whose skills fit the company’s values.

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 Devise methodologies for assessing psychological traits.
 Search for talent globally and not just within the company.
 Design entry pay that competes on quality but not on quantum.
 Anticipate and find people for positions that do not exist yet.
 Increase organizational and individual effectiveness in the short term and long term.
 Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
Recruitment represents the first contact that a company makes with potential employees. It is
through recruitment that many individuals will come to know a company, and eventually decide
whether they wish to work for it. A well-planned and well-managed recruiting effort will result
in high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre
ones. High-quality employees cannot be selected when better candidates do not know of job
openings, are not interested in working for the company and do not apply. The recruitment
process should inform qualified individuals about employment opportunities, create a positive
image of the company, provide enough information about the jobs so that applicants can make
comparisons with their qualifications and interests, and generate enthusiasm among the best
candidates so that they will apply for the vacant positions.
The negative consequences of a poor recruitment process speak volumes about its role in an
organization. The failure to generate an adequate number of reasonably qualified applicants can
prove costly in several ways. It can greatly complicate the selection process and may result in
lowering of selection standards. The poor quality of selection means extra cost on training and
supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a
typical response is to raise entry-level pay scales. This can distort traditional wage and salary
relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of
a recruitment process can play a major role in determining the resources that must be expended
on other HR activities and their ultimate success

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SOURCES OF RECRUITMENT
Every organisation has the option of choosing the candidates for its recruitment processes from
two kinds of sources: internal and external sources. The sources within the organisation itself
(like transfer of employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from all the other sources
(like outsourcing agencies etc.) are known as the external sources of recruitment.
SOURCES OF RECRUITMENT
INTERNAL RECRUITMENT
1. Internal Advertisements (emails, newsletters, forms)
2. Word of Mouth
3. Promotions
4. Internal Employee Referrals

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5. Retired Employees for temporary or contract positions.
6. Present temporary/contract employees to permanent positions
7. Former employees for part time/freelancer/work at home.
ADVANTAGES OF INTERNAL RECRUITMENT
1. No cost and less time consuming
2. No need of training
3. Builds strong relationship with employees.
4. Motivates others of hard work to get high positions.
5. Easy to pick best talents within an organization very quickly
6. Long stay with the company when promoted to high position.
DISADVANTAGES OF INTERNAL RECRUITMENT
1. The positions of the persons who are promoted will be vacant.
2. There may be partiality in promoting employees.
3. No new opportunities for external candidates.
4. Dissatisfied employees may quit if his co-worker is promoted to high positions.
EXTERNAL RECRUITMENT:
This involves recruiting a candidate through references, networks, job portals or
they may approach recruitment agencies. In order to compete with other companies &
increase their standard, employers hunt for best talents working for other top companies.
METHODS OF EXTERNAL RECRUITMENT
1. Job Portals
2. Internal and External Employee Referrals
3. Recruitment/Headhunting agencies
4. Job ads on Newspapers/Websites

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5. Campus Recruitment
6. Walk In
ADVANTAGES OF EXTERNAL RECRUITMENT
1. Create new opportunities for external employees.
2. Best candidates can be placed for the roles
3. Cost of employees can be minimized
4. Increase in the selection ratio.
5. There are less chances of partiality
6. Uniqueness in employees worked for different companies can take the current
Company to extra mile
7. Able to recruit the skills it needs.
DISADVANTAGES OF EXTERNAL RECRUITMENT
1. Cost to hire is high.
2. External process is more time consuming as compared to internal process.
3. Sourcing quality candidates becomes difficult for the companies.
4. Internal recruiters lack headhunting skills (Less references & networks). They
May have to approach Recruitment agencies to hire the people.
FACTORS AFFECTING RECRUITMENT
Potential advantages
Internal
 Worker morale and motivation is enhanced
 Organization has a better opportunity to assess knowledge & skills of the candidate
 Candidate has existing knowledge about the organization
 Less orientation may be needed
 May generate unhealthy competitiveness for promotions

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 Additional training may be required
 Pool of candidates may be restricted
 Those not selected may feel rejected and discontented
External
• New ideas and insight
• New knowledge and experience
• Larger pool of talent to recruit from
• Recruiting and selecting may be more time-consuming
• Longer adjustment period may be needed
• Induction costs may be higher
• Less opportunity to assess knowledge & skills
Please note that these pros and cons may or may not apply when recruiting for all positions.
Weigh up possible pros and cons for each recruitment situation before making your decision
regarding sources
Undesirable consequences of poor recruitment:
Poor recruitment choices (i.e., poor person-job fit t) can have a range of undesirable
consequences for the organization and the worker including:
• Higher rates of turnover
• Reduced performance effectiveness
• Lowered job satisfaction
• Reduced work motivation.
A challenge to recruitment of effective staff includes:
 Lack of qualified applicants
 Inadequate salary packages
 Lack of resources (including funds)
 Limited scope for advancement and promotion
 Lack of job security
 Remoteness of services

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 Stigma attached to working in the AOD field.
Strategies for successful recruitment
Recruitment and selection is not only about choosing the most suitable candidate. The
recruitment and selection experience can also impact on the likelihood that a candidate will
accept a job offer and on their commitment to remaining with the organization. Committing time
and resources to develop a comprehensive recruitment strategy is a worthwhile investment. Poor
recruitment choices (i.e., poor person-job fit) can have a range of undesirable consequences for
the organization and the worker including:
 Higher rates of turnover
 Reduced performance effectiveness
 Lowered job satisfaction
 Reduced work motivation.
Effective recruitment process:
Step 1: Ensure an up-to-date job description
Step 2: Develop an effective recruitment strategy
Step 3: Evaluate the recruitment strategy.
A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit. It is
worthwhile spending some time making sure that the job description matches the everyday
reality of the job.
A job description contains two types of information:

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 Specific tasks and activities required for a particular job (e.g., conduct counseling
sessions, write client reports)
 The knowledge, skills and abilities required for effective performance by the job
incumbent (e.g., good communication skills, capacity to establish good client rapport).
Most positions within the AOD field are complex, characterized by challenging work, multiple
roles and changing work demands. In these circumstances, the best person-job fit t may be
achieved by focusing on the tasks and activities as well as the knowledge, skills and abilities of
an effective performer.
The accuracy of a job description is likely to be improved by gathering information from
different sources. Different perspectives on the knowledge, skills, responsibilities, challenges and
demands of a position are likely to be provided by supervisors and workers in the same or similar
roles.
Useful information to gather from supervisors and coworkers includes:
 What knowledge, skills, abilities and other personal characteristics (KSAOs) are
necessary for the position?
 What KSAOs can be practically and reasonably expected?
 What KSAOs are essential for effective job performance?
 What KSAOs distinguish between good and poor performers on the job?
 It may also be useful to consider whether the organization is willing to take on less
experienced workers and provide professional development activities (in-house or
external) to build up their knowledge and skills.
Step 2: Develop an effective recruitment strategy
Two important issues to consider when developing a recruitment strategy are:

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• The source of recruitment (i.e., advertisements, personal referrals, employment agencies, direct
applications)
• The recruiter (i.e., the “personal face” of the organization).
The source of recruitment
A range of strategies (e.g., newspaper advertisements, personal networks) can be used to recruit
new workers. There is evidence that hiring new staff through referrals from existing staff or
direct (unsolicited) applications is likely to result in lower turnover rates and higher job
satisfaction compared to more traditional avenues of recruiting (e.g., newspaper advertisements.)
MODERN TECHNIQUES:
Walk-in: - As per this technique, the potential candidates are required to attend for an interview
directly and without a prior application on a specified date, time and at a specified place.
Consult-in: - The busy and dynamic companies encourage the potential job seekers to approach
them personally and consult them regarding the jobs.
Head-hunting: - These are also known as search consultants. The companies request the
professional organizations to search for the best candidates particularly for the senior executive
positions.
Body Shopping: - Professional organizations and the hi-tech training institutes develop the pool
of human resources for the possible employment. The prospective employers contact these
organizations to recruit the candidates. These professional and training institutions are called
body shoppers and these activities are known as body shopping.
Business Alliances: - Business alliances like acquisitions, mergers and take-over help in getting
human resources. The company with surplus human resources offers the services of their
employees to other needy organizations.

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Tele-Recruitment: - This technique involves the use of the Internet, to advertise job vacancies
and also for the candidates to apply online.
Overview of selection techniques
Evidence-based best practice for three of the most commonly used selection techniques is
outlined below.
1. Curriculum vitas / résumés and written applications
A curriculum vitae (CV) / résumé provides valuable information relating to a person’s
professional Qualifications and experience. All information in the CV should be verified where
appropriate (e.g., asking applicants to explain gaps in employment history). Requesting job
applicants to address specific c selection criteria (i.e., essential and desirable) can improve the
efficiency of reviewing CVs.
2. Conducting interviews
Structured interviews are recommended. A structured interview involves asking each candidate
the same set of questions and assessing their responses on the basis of pre-determined criteria.
Questions and assessment criteria should be based on accurate, updated job descriptions. It is
also helpful to develop criteria to categories responses (e.g., as excellent, good, average and
unsatisfactory). An interview panel consisting of a representative selection of people may also be
helpful. Two common types of structured interview questions are:
• Situational questions which ask candidates about hypothetical scenarios that may be
encountered in the job and how they would respond in that situation
• Experienced-based questions which focus on specific examples of the candidate’s prior work
experiences and their responses to past situations that are relevant to the job in question.

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3. Reference checks
Referees are useful for identifying past employment problems and clarifying the accuracy of
information presented in an interview or CV. Only a small percentage of all reference checks are
negative, therefore, it is often difficult to differentiate between candidates on the basis of
reference checks alone.
Induction and orientation of new workers
An effective induction helps new workers understand their role and where they “fit” within the
organization. It also equips them with the tools they need to perform their work role. Two useful
induction tools are:
1. Induction manual / kits which may contain:
• An induction checklist
• Organizational philosophy / ethics / history
• Strategic values of the organization
• An organizational chart / structure
• An employment manual on policies and procedures
• An orientation to the workplace (including parking and safety issues)
• Information about episodes of care, the duty system, supervision, staff meetings, etc.
2. Mentoring / “buddy” system
New workers can be paired with experienced workers from a similar area to “show them the
ropes”.
Alternatively, a more formal / structured mentoring system can be a useful induction strategy in

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Which new workers are paired with a mentor who can assist them with their ongoing
professional development?
Best practice in selection techniques
A wide selection of techniques are available which range from intensive (and expensive)
activities (e.g., multi-day assessment centers), to the more commonly used interviews and
reference checks. Based on the evidence alone, best practice in selection requires a
comprehensive program that, Includes realistic tests of work practice and the use of validated
psychometric instruments. This is clearly an unrealistic expectation for most AOD organizations.
The next section describes evidence-based best practice for three of the most commonly used
selection techniques:
 Curriculum vitas / résumés and written applications
 Conducting interviews
 Selection tests.
Curriculum vitas / résumés and written applications
Information about a person’s professional qualifications and experience can be obtained from
their curriculum vitae (CV) / résumé and their written applications. This information needs to be
verified as far as possible before the person is hired. When reviewing the CV / résumé and
written application, look for items that may need further clarification such as:
 Unexplained gaps in employment history
 Ambiguous wording
 Unanswered or partly answered questions
 Inconsistent information
 Frequent job changes.
Consider requesting job applicants to address specific selection criteria (i.e., essential and
desirable) for the job position. The onus is then on the applicant to summaries their work

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experience and qualifications and present it in an accessible manner. This makes for a more
efficient and time-saving
Process to find relevant information about each applicant that matches the criteria for the job.
Conducting interviews
In order to obtain the best person-job fit (i.e., matching the right person for the right job), a
Structured interview format is recommended. A structured interview involves asking each
candidate the same set of questions and assessing their responses on the basis of pre-determined
criteria. The questions and assessment criteria are based on an accurate, updated job description.
The more common types of structured interview questions are situational
and experience-based.
Situational questions
Situational questions ask candidates about hypothetical scenarios that may be encountered in the
job and how they would respond in that situation. The questions directly tap into the work related
experience and problem-solving style of the candidate.
For example, situational interview questions may include:
 Your case load has increased to the point of being unmanageable - how would you
address this?
 What would you do if a client did not attend an appointment?
 You are the team leader and two team members have had an argument with one another
about the way the work tasks should be assigned. How would you handle this?
 If you disagreed with the work practices of a coworker or team member, how would you
deal with this situation?
 A client arrives to a session intoxicated. How would you manage this?
 A client complains to you that another staff member has acted inappropriately. What
would you do?

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 During a counseling session, it becomes apparent that a client has problems to manage
that are beyond your skill level (e.g., mental health issues or abuse). How would you
handle this?
Experience-based questions
Experience-based questions focus on specific c examples of the candidate’s prior work
experiences and their responses to past situations that are relevant to the job in question. One
advantage of experience-based questions is the opportunity to tap into actual behavior and
feelings rather than hypothetical ones.
Examples of experience-based questions include:
• Please describe a situation where you had to deal with an aggressive client and outline how you
dealt with this. What were some of the strengths and weaknesses in your approach?
• Can you give an example of when you had to manage a complex project and describe the
strategies you used to do this?
Developing criteria to assess candidates’ responses
To effectively distinguish between candidates, it is recommended that structured questions are
accompanied by a pre-determined scoring key. The scoring key should contain examples of
excellent, good, average, and unsatisfactory answers against which candidates’ answers can be
compared. Advantages of pre-determined scoring criteria include:
• Reduced reliance on interviewers’ memory or written notes
• Increased Life Advisorrity regarding the criteria against which candidates are assessed (i.e.,
what is a “good” answer?)
• Consistency of assessment across candidates and between interviewers (if a panel is used).

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Interview panels
It is recommended that an interview panel, rather than a single interviewer, is used. Using a
panel of interviewers can help to minimize potential biases, as well as provide the opportunity to
compare evaluations of the candidate before a final decision is made.29 Where appropriate, the
panel should be
Representative of gender and professions. Representation on an interview panel can provide
frontline workers / team members with an opportunity to participate in the recruitment and
selection process.
Selection tests
Purpose
 To judge potential ability/job related problems
 To eliminate the possibility of biasness on the part of interviewer
 To uncover talents not identifiable by interviewer.
Types
There are mainly four kinds of tests:-
1. achievement test(proficiency test): to test the skills or knowledge acquired by the
candidate due to his training and achievement for example typing test, shorthand test,
operating calculators etc.
2. Aptitude test(Potential test): to judge latent ability to learn a new job, in order to judge
memory,reasoning,speed of perception, fluency in language, to judge the capacity to
learn a particular type of mechanical work etc.
3. Psychomotor or skill test: measure to ability to do a specific job
4. Personality test: to judge individual value system, emotional reaction, maturity,
confidence, to judge the dominance, selfconfidence, self sufficiancyetc.

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ABOUT INDUSTRY:
Reliance Communications Ltd. (commonly called RCOM) is an Indian Internet
access (commonly called "broadband") and telecommunications company headquartered in Navi
Mumbai, India. RCOM is India's second largest telecom operator, only after Bhatia Aitel. It is
the 15th largest mobile phone operator with over 150 million subscribers. Established in 2004, it
is a subsidiary of Reliance Industries.
THE COMPANY HAS FIVE SEGMENTS:
 Wireless segment
 Broadband segment (Internet access operations)
 Global segment: national and international long-distance operations (and the wholesale
operations of its subsidiaries)
 Investment segment: investment activities of the Reliance Group companies
 Other segment: customer care and direct-to-home (DTH) activities
It ranks among the top five telecommunications companies in the world by number of
customers in a single country. Reliance Communications corporate clientele includes 2,100
Indian and multinational corporations, and over 800 global, regional and domestic carriers. The
company established a pan-India, integrated (wireless and wire line), convergent (voice, data and
video) network that is capable of supporting services spanning the entire communications value
chain, covering over 24,000 towns and 600,000 villages. Reliance Communications owns and
operates the IP-enabled connectivity infrastructure, comprising over 190,000 kilometers of fiber
optic cable systems in India, United States, Europe, Middle East, and the Asia Pacific region.

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MAJOR SUBSIDIARIES
Reliance Telecommunication Limited
Subsidiary Reliance Telecommunication Limited (RTL) operates in Gujarat, Madhya
Pradesh, West Bengal, Himachal Pradesh, Odisha, Bihar, Assam, and the northeast of India. It
first offered GSM services in January 2009. The GSM standard was developed as a replacement
for first generation (1G) analog cellular networks, and originally described a digital, circuit-
switched network optimized for full duplex voice telephony. This was expanded over time to
include data communications, first by circuit-switched transport, then packet data transport
via GPRS (General Packet Radio Services) and EDGE (Enhanced Data rates for GSM Evolution
or EGPRS).
RELIANCE TECH SERVICES
Reliance Tech Services is the IT services wing of Reliance Anil Dhirubhai Ambani group. It
provides IT consultancy, business process outsourcing and software development for Reliance
Communications and other ADA group companies. It provides services to industry sectors such
as telecommunications, financial services, utilities, entertainment, infrastructure, BPO operations
and health care.
Reliance Global com
Reliance Global com owns the Fiber-Optic Link Around the Globe undersea cable system, which
spanned 65,000 km in 2006.Over 110,000 km of domestic optic-fibre connects 40 markets in
India, the Middle East, Asia, Europe, and the United States.

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Reliance Internet Data Centre
RIDC provides Internet data centre (IDC) services located
in Mumbai, Bangalore, Hyderabad and Chennai. Spread across 650,000 sq ft (60,000 m2
) of
hosting space, it offers IT infrastructure management services to large, medium and small
enterprises. It is one of the leading data-centre service provider in India and provides services
like colocation, managed server hosting, virtual private server and data security. It has launched
cloud computing services, offering product under its infrastructure as a server (Iaas) and software
as a service (Saas) portfolio, which enables enterprises, mainly small and medium, a cost-
effective IT infrastructure and application on pay-per-user model.
Reliance Digital TV
Reliance Big TV launched in August 2008and thereafter acquired 1 million subscribers within 90
days of launch, the fastest ramp-up ever achieved by any DTH operator in the world. Reliance
Big TV offers its 1.7 million customers DVD-quality pictures on over 200 channels
using MPEG-4 technology.

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RELIANCE RHRS:
Reliance HR Services (RHRS), a human resources company formed by the Reliance Anil Dhirubhai
Ambani Group (ADAG), will recruit half a million people for the group in the next four years.
These recruits will be deputed to Communications, Reliance, Reliance Capital, Reliance Consumer
Finance, Reliance Money, Reliance Life Insurance and Reliance Energy.
About 90 per cent of these employees will be on sales functions, while the rest will be on the back-
end and customer service functions.
Amitava Ghosh, CEO, RHRS, said, "Currently, about 20,000 employees are on RHRS payroll,
serving various ADAG companies."
RHRS has also formulated a plan for the five forthcoming financial years to become a global HR
outsourcing and consultancy organization.
"By 2013, RHRS will evolve into an end-to-end HR outsourcing provider and an HR consultant,"
Ghosh said. By 2009, RHRS plans to offer HR outsourcing services.
"We can offer HR outsourcing services to companies that operate in sectors such as retail, IT BPO,
among others," Ghosh said.
RHRS also plans to offer consultancy services, including compensation surveys and feedback reports.
To recruit a sizeable number of people, RHRS is planning a series of job fairs in the country.
Guwahati has been selected as a pilot location.
The company will recruit freshers, who will be paid Rs 7,000 to Rs 12,000 a month, depending on the
cost of living of the city.

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Company profile
ABOUT RELIANCEGROUP
The Reliance Group founded by Dhirubhai H. Ambani (1932-2002) is India's largest business
house with total revenues of over Rs 99,000 crore (US$ 22.6 billion).
The Group's activities span exploration and production (E&P) of oil and gas, refining and
marketing, petrochemicals (polyester, polymers, and intermediates), textiles, financial services
and insurance, power, telecom and in-focom initiatives. The Group exports its products to more
than 100 countries the world over. Reliance emerged as India's Most Admired Business House,
for the third successive year in a TNS Mode survey for 2003.
Reliance Group revenue is equivalent to about 3.5% of India's GDP. The Group contributes
nearly 10% of the country's indirect tax revenues and over 6% of India's exports. Reliance is
trusted by an investor family of over 3.1 million - India's largest.
One out of every four investors in India is a Reliance shareholder.
With globally competitive capital and operating cost positions, Reliance Group dominates the
rapidly growing Indian market deriving over 80% of its revenues from the domestic market.
There was a split in Reliance group in 2005 and it was broken into two separate companies:

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 Reliance Industries Limited
 Reliance Anil Dhirubhai
Ambani Group (ADA Group)

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VISION
To build a global enterprise for all our stakeholders, and
A great future for our country,
To give millions of young Indians the power to shape their destiny,
The means to realize their full potential…
MISSION :
Meeting and exceeding Customer expectations with a segmented approach
Establishing, re-engineering and automating Processes to make them
customer centric, efficient and effective
Incessant offering of Products and Services
that are value for money and excite customers
Providing a Network experience that is
best in the industry
Building Reliance into an iconic Brand which
is benchmarked by others and leads industry
in Intention to Purchase and Loyalty
Developing a professional Leadership team
that inspires, nurtures talent and
propagates RCOM Values by
personal example

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VALUES
Shareholder Interest
We value the trust of shareholders, and keep their interests paramount in every business decision
we make, every choice we exercise
People Care
We possess no greater asset than the quality of our human capital and no greater priority than the
retention, growth and well-being of our vast pool of human talent
Consumer Focus
We rethink every business process, product and service from the standpoint of the consumer – so
as to exceed expectations at every touch point
Excellence in Execution
We believe in excellence of execution – in large, complex projects as much as small everyday
tasks. If something is worth doing, it is worth doing well.
Team Work
The whole is greater than the sum of its parts; in our rapidly-changing knowledge economy,
organizations can prosper only by mobilizing diverse competencies, skill sets and expertise; by
imbibing the spirit of “thinking together” -- integration is the rule, escalation is an exception

30
Proactive Innovation
We nurture innovation by breaking silos, encouraging cross-fertilization of ideas & flexibility of
roles and functions. We create an environment of accountability, ownership and problem-solving
–based on participative work ethic and leading-edge research
Leadership by Empowerment
We believe leadership in the new economy is about consensus building, about giving up control;
about enabling and empowering people down the line to take decisions in their areas of operation
and competence…
Social Responsibility
We believe that organizations, like individuals, depend on the support of the community for their
survival and sustenance, and must repay this generosity in the best way they can.
Respect for Competition
We respect competition – because there’s more than one way of doing things right. We can learn
as much from the success of others as from our own failures

31
The Reliance Anil Dhirubhai Ambani Group works in:
Reliance Communication
Reliance Energy
Reliance Capital
Reliance Mutual Fund
Reliance Life Insurance
Reliance General Insurance

32
Reliance Health
Reliance Entertainment
Reliance Infrastructure

34
Reliance Capital
Reliance Capital is one of India’s leading and fastest growing private sector financial services
companies, and ranks among the top 3 private sector financial services and banking companies,
in terms of net worth.
The company has interests in asset management and mutual funds, life and general insurance,
private equity and proprietary investments, stock broking and other activities in financial
services.
Reliance Communications Limited
The flagship company of the Reliance – ADA Group, Reliance Communications Limited, is the
realization of our founder’s dream of bringing about a digital revolution that will provide every
Indian with affordable means of communication and a ready access to information.
The company began operations in 1999 and has over 20 million subscribers today. It offers a
complete range of integrated telecom services. These include mobile and fixed line telephony;
broadband, national and international long distance services, data services and a wide range of
value added services and applications aimed at enhancing the productivity of enterprises and
individuals.
Reliance Energy Limited
Reliance Energy Limited, incorporated in 1929, is a fully integrated utility engaged in the
generation, transmission and distribution of electricity. It ranks among India’s top listed private
companies on all major financial parameters, including assets, sales, profits and market
capitalization.
It is India’s foremost private sector utility with aggregate estimated revenues of Rs 9,500 crore
(US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4 billion).
Reliance Energy Limited distributes more than 21 billion units of electricity to over 25 million
consumers in Mumbai, Delhi, Orissa and Goa, across an area that spans 1,24,300 sq. kms. It

35
generates 941 MW of electricity, through its power stations located in Maharashtra, Andhra
Pradesh, Kerala, Karnataka and Goa.
The company is currently pursuing several gas, coal, wind and hydro-based power generation
projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh and Uttaranchal with aggregate
capacity of over 12,500 MW. These projects are at various stages of development.
Reliance Energy Limited is vigorously participating in emerging opportunities in the areas of
trading and transmission of power. It is also engaged in a portfolio of services in the power
sector in Engineering, Procurement and Construction (EPC) through a network of regional
offices in India.
Reliance Health
In a country where healthcare is fast becoming a booming industry, Reliance Health is a focused
healthcare services company enabling the provision of solution to Indians, at affordable prices.
The company aims at providing integrated health services that will compete with the best in the
world. It also plans to venture into diversified fields like Insurance Administration, Health care
Delivery and Integrated Health, Health Informatics and Information Management and Consumer
Health.
Reliance Health aims at revolutionizing healthcare in India by enabling a healthcare environment
that is both affordable and accessible through partnerships with government and private
businesses.
Reliance Media & Entertainment
As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the Group’s foray
into the media and entertainment space. Reliance Entertainment’s core focus is to build
significant presence for Reliance in the Entertainment eco-system: across content and
distribution platforms.

36
The key content initiative are across Movies, Music, Sports, Gaming, Internet & mobile portals,
leading to direct opportunities in delivery across the emerging digital distribution platforms:
digital cinema, IPTV, DTH and Mobile TV.
Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest entertainment
companies in India, which has interests in film processing, production, exhibition & digital
cinema.
Reliance Entertainment has made an entry into FM Radio through Adlabs Radio, having won 45
stations in the recent bidding, which will soon be the Radio station with the largest footprint in
India.
Reliance Capital
Reliance Capital is one of India’s leading and fastest growing private sector financial services
companies, and ranks among the top 3 private sector financial services and banking companies,
in terms of net worth.
The company has interests in asset management and mutual funds, life and general insurance,
private equity and proprietary investments, stock broking and other activities in financial
services.
Reliance Communications Limited
The flagship company of the Reliance – ADA Group, Reliance Communications Limited, is the
realization of our founder’s dream of bringing about a digital revolution that will provide every
Indian with affordable means of communication and a ready access to information.
The company began operations in 1999 and has over 20 million subscribers today. It offers a
complete range of integrated telecom services. These include mobile and fixed line telephony;
broadband, national and international long distance services, data services and a wide range of

37
value added services and applications aimed at enhancing the productivity of enterprises and
individuals.
Reliance Energy Limited
Reliance Energy Limited, incorporated in 1929, is a fully integrated utility engaged in the
generation, transmission and distribution of electricity. It ranks among India’s top listed private
companies on all major financial parameters, including assets, sales, profits and market
capitalization.
It is India’s foremost private sector utility with aggregate estimated revenues of Rs 9,500 crore
(US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4 billion).
Reliance Energy Limited distributes more than 21 billion units of electricity to over 25 million
consumers in Mumbai, Delhi, Orissa and Goa, across an area that spans 1,24,300 sq. kms. It
generates 941 MW of electricity, through its power stations located in Maharashtra, Andhra
Pradesh, Kerala, Karnataka and Goa.
The company is currently pursuing several gas, coal, wind and hydro-based power generation
projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh and Uttaranchal with aggregate
capacity of over 12,500 MW. These projects are at various stages of development.
Reliance Energy Limited is vigorously participating in emerging opportunities in the areas of
trading and transmission of power. It is also engaged in a portfolio of services in the power
sector in Engineering, Procurement and Construction (EPC) through a network of regional
offices in India.
Reliance Health
In a country where healthcare is fast becoming a booming industry, Reliance Health is a focused
healthcare services company enabling the provision of solution to Indians, at affordable prices.
The company aims at providing integrated health services that will compete with the best in the
world. It also plans to venture into diversified fields like Insurance Administration, Health care

38
Delivery and Integrated Health, Health Informatics and Information Management and Consumer
Health.
Reliance Health aims at revolutionizing healthcare in India by enabling a healthcare environment
that is both affordable and accessible through partnerships with government and private
businesses.
Reliance Media & Entertainment
As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the Group’s foray
into the media and entertainment space. Reliance Entertainment’s core focus is to build
significant presence for Reliance in the Entertainment eco-system: across content and
distribution platforms.
The key content initiative are across Movies, Music, Sports, Gaming, Internet & mobile portals,
leading to direct opportunities in delivery across the emerging digital distribution platforms:
digital cinema, IPTV, DTH and Mobile TV.
Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest entertainment
companies in India, which has interests in film processing, production, exhibition & digital
cinema.

39
OBJECTIVES OF THE STUDY
 To study and understand the employee perception towards HR recruitment and selection
process in Reliance Communication.
 To find out the different sources of recruitment.
 To study the effectiveness of the current Recruitment and Selection process.
 To Study the KSAs (Knowledge, Skills and Abilities) of the job
 To identify Duties and responsibility of RHRS department that has to be performed.

40
LIMITATIONS OF THE STUDY
 Time was the biggest limitation. The project requires a thorough study which requires a
considerable amount of time.
 The study is based on both primary as well as secondary data and has the limitations
pertaining to the usage of both kinds of data.
 Some of the respondents might hesitate to fill the questionnaires .(Attitude )
 Respondent may give biased answer to the question which affects the results of the study.

41
REVIEW OF EXISTING LITRETURE
In one of the earlier studies, Gannon (1971) examined the relationship between several Methods
by which individuals heard about job openings and voluntary turnover. Among his Findings,
individuals who were referred by a current employee or who had applied directly (“Walk-ins”)
without knowing if there were job openings were less likely to quit than Individuals who
responded to job advertisements or who were referred by an employment Agency .
Barron, Bishop, and Dunkelberg (1985) in their study distinguished between an intensive margin
and an extensive margin of employer search. The intensive search involves the gathering of
relevant information on the applicants concerned, while the extensive search refers to the number
of applicants interviewed before the job is offered. The authors related both types of search to the
amount of training to be provided, to the hiring standards and to a number of firm’s
characteristics (size and economic sector). It is interesting that on this topic the economic and
personnel management approaches appear to agree that recruitment channels have an impact on
the result of recruitment in terms of both duration and productivity.
Redman and Mathews (1995) used eleven hundred cases to examine the effectiveness of
recruitment advertisements. Findings showed that, in 1980s there was an increase in public
sector recruitment advertising (from 20.8 per cent to 37.8 per cent) and a corresponding decrease
in private sector (from 79.2 per cent to 62.2 per cent) over the decade. At the same time the
authors mentioned two main problems of recruitment advertisement designers. First, with the
supply in lab our market in 1993, there was a need for limited and selective response from those
readily available skills in order to minimize time and cost consumed by screening, short-listing
and selection. Second, despite the general over supply of the lab our market, skill shortages
remained a problem in number of areas.

42
Mencken & Winfield (1998) had explored the advantages and disadvantages of informal and
formal recruiting practices in external labor markets. The data was analyses from 1981
Metropolitan Employer-Worker Survey (MEWS). Based on random-digit-dial telephone survey
of 2,713 adults, the authors had constructed seven dichotomous dependent variables. The
empirical analysis of their study found that quality was the stronger motivator than cost for
informal recruiting, hiring managers viewed the volume of applicants as the central advantage of
formal recruiting techniques and the employment agencies were seen as having the advantages of
both informal and formal recruiting—high quality and large volume. At the same time, authors
also found that cost made employment agencies less attractive to hiring managers for whom
quality rather than volume was the primary concern.
Kinder (2000) examined a new model for decomposing e-commerce. The paper suggested that
use of the Internet in recruitment processes is likely to change the interface between internal and
External labor markets for many firms. The paper predicted that the conceptions behind current
research programs in labor market theory may require rethinking in the Internet.
A study conducted by Rafaeli, Hadomi, and Simons (2005) involved a plant located in Israel and
focused on three recruitment methods: employee referrals, geographically focused ads (i.e., the
local newspaper), and geographically unfocused ads (i.e., a national newspaper). They found that
referrals generated more applicants, more hires, and a higher yield ratio (hires/applicants) than
geographically focused ads which, in turn, outperformed unfocused ads on these three criteria.

43
According to the fourth annual recruitment survey by the Institute of Personnel and
Development, nearly half of all employers were then using the Internet to recruit new staff,The
survey, released on Tuesday 23 May 2000, highlighted the growth in usage from 36 percent in
1999 to 47 per cent in 2000. The survey also explored for the first time how electronic media
were being used as part of the recruitment process. Three main uses had been highlighted; these
were the use of application forms being sent in by e-mail reported by 66 percent of respondents;
companies putting vacancies on their own intranets reported by 62 percent of respondents; and
use of their own Web sites to advertise positions reported by 43 percent of respondents. The
Internet was more likely to be used to advertise vacancies for professional staff than it was for
managerial 42 per cent against 36 per cent, or skilled manual workers 23 per cent; though there
had been a marked increase in usage for all areas, in particular skilled manuals where usage had
doubled in a year from 12 per cent to 23 per cent.

44
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research methodology is a systematic way to solve the research problem. It may be to
understand how research is done scientifically. Research is an art of scientific investigation.
According to Reedman and Mary defines research is a “systematic effort to gain knowledge”.
RESEARCH DESIGN:
A research design is the specification of methods and procedures for Acquiring the
information needed to structure or solve the problem. It is the overall operational pattern or
framework of the project that stimulates what information is to be collected from which source
and by what procedure. This kind of research has the primary objective of development of
insights into the problem. It studies the main area where the problem lies and also tries to
evaluate some appropriate courses of action.
DATA COLLECTION SOURCES:
In this study both primary and secondary data have been used.
 Primary source
The data required for the study have been collected from-
 QUESTIONNAIRE survey from the employees.
 PERSONAL INTERVIEW with the company representatives and the
about Recruitment and Selection process.
 SECONDARY SOURCE
The secondary data related to the study have been collected from:
 Internet
 Websites
 Text book
 Articles

45
 POPULATION SIZE
About 60 employees from different departments have been selected at random.
TOOLS USED:
Chi-Square Tests
ANOVA
CHI-SQUARE TESTS
The statistical inference of the last three chapters has concentrated on statistics such as
the mean and the proportion. These summary statistics have been used to obtain interval
estimates and test hypotheses concerning population parameters. This chapter changes the
approach to inferential statistics somewhat by examining whole distributions, and the
relationship between. Two distributions in doing this, the data are not summarized into a single
measure such as the mean, standard deviation or proportion. The whole distribution of the
variable is examined, and inferences concerning the nature of the distribution are obtained.
In this, these inferences are drawn using the chi square distribution and the chi square test. The
rest type of chi square test is the goodness of t -test. This is a test which makes a statement or
claim concerning the nature of the distribution for the whole population. The data in the sample
is examined in order to see whether this distribution is consistent with the hypothesized
distribution of the population or not. One way in which the chi square goodness of ¯t test can be
used is to examine how closely a sample matches a population the representativeness of a sample
was discussed. At that point, hypothesis testing had not yet been discussed, and there was no test
for how well the characteristics of a sample matched the characteristics of a population. In this
chapter, the chi square goodness of ¯t test can be used to provide a test for the representativeness
of a sample.

46
THE CHI SQUARE DISTRIBUTION:
The chi square distribution is a theoretical or mathematical distribution which has wide
applicability in statistical work. The term `chi square' (pronounced with a hard `chi') is used
because the Greek letter Â is used to de ne this distribution. It will be seen that the elements on
which this distribution is based are squared, so that the symbol Â2 is used to denote the
distribution.
CHI SQUARE CALCULATION:
Each entry in the summation can be referred to as The observed minus the expected, squared,
divided by the expected. The chi square value for the test as a whole is The sum of the observed
minus the expected, squared, and divided by the expected.
H0 : Oi = Ei
H1 : Oi 6= Ei
H0 : X and Y are independent
H1 : X and Y are dependent
Chi-square (2
) =
2
i i
i
(O - E )
E

Degree of freedom = (R-1) (C-1).
Whereas,
O  Observed frequency
E  Expected frequency
R  No. of rows
C  No. of columns

47
ANOVA:
Analysis of Variance (ANOVA)
when we wanted to compare two population means, we used the 2-sample t procedures. Now
let’s expand this to compare k ≥ 3 population means. As with the t-test, we can graphically get an
idea of what is going on by looking at side-by-side box plots.
FORMULA FOR CALCULATION:
Source SS df MS F
Model/Group SSG k − 1 MSG = SSG/ k – 1 MSG/ MSE
Residual/Error SSE n – k MSE = SSE/n – k
Total SST n – 1

48
3. DATA ANALYSIS AND INTERPRETATION
INTRODUCTION
Analysis of data is a process of inspecting, cleaning, transforming and modeling data with
the goal of highlighting useful information, suggesting conclusion and supporting decision
making. Data analysis has multiple facets and approaches, encompassing diverse techniques
under a variety of names, in different business, science and social science domains. Data analysis
involves the systematic application of statistical tools. Data analysis has multiple facets business,
science and social domains. Interpretation is a function that provides the extension of symbols
strings of symbols of an object language.
3.1.1 TABLE GENDER OF THE RESPONDENTS:
INTERPRETATION:
From the above table it is interpreted that 56.7% were male and 43.3% were female.
Gender Frequency Percent
Male
34 56.7
Female 26 43.3
Total 60 100.0

49
3.1.1 CHART GENDER OF THE RESPONDENTS:

50
3.1.2 TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS
Status
Frequency Percent
Married 22 36.7
Unmarried 38 63.3
Total
60 100.0
INTERPRETATION:
From the above table it is interpreted that 36.7% were married and 63.3% were unmarried.
3.1.2 CHART SHOWING MARITAL STATUS OF THE RESPONDENTS

51
3.1.3 TABLE SHOWING EDUCATION QUALIFICATION OF RESPONDENTS
Education
Frequency Percent
Diploma
4 6.7
UG 44 73.3
PG 12 20.0
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 73.3% of them were undergraduates 20% of them were
postgraduates and 6% of them were diploma.
3.1.3 CHART SHOWING EDUCATION QUALIFICATION OF RESPONDENTS

52
3.1.4 TABLE SHOW DEPARTMENT EHERE THE RESPONDENTS WORK
Department
Frequency Percent
DTS
16 26.7
DTC 15 25.0
CC 10 16.7
Marketing 19 31.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 27% of them working in DTS, 25% of them were
working in DTC, 16% of them were working in CC and 31% of them were working in
marketing.
3.1.4 CHART SHOW DEPARTMENT EHERE THE RESPONDENTS WORK

53
3.1.5 TABLE SHOW MONTHLY INCOME OF THE RESPONDENTS.
Monthly income
Frequency Percent
above 7500
12 20.0
above 9000 36 60.0
above 10000 12 20.0
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 60% of them were getting a salary of RS9000-9999,
20% of them were getting a salary of RS above 7500-8999 and 20% of them were getting salary
of RS10000 and above.
3.1.5 CHART SHOW MONTHLY INCOME OF THE RESPONDENTS.

54
3.1.6 TABLE SHOW EXPERIENCE OF THE RESPONDENTS.
Experience
Frequency Percent
below 5 month
14 23.3
above 5 month 4 6.7
above 1 year 42 70.0
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 70% of them were experience more than 1year, 6.7%
of them were experience of more than 5 months to 1year and 23% of them were have experience
below 5 months.
3.1.6 CHART SHOW EXPERIENCE OF THE RESPONDENTS.

55
3.1.7 TABLE SHOW MODE OF RECRUITMENT DETAIL RECIVED.
Recruited Frequency Percent
Through advertisement 12 20.0
Promotion 4 6.7
By reference 32 53.3
Employment exchange 6 10.0
Any other 6 10.0
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 53% of them were joined through reference,20% of
them were joined through advertisement,10% of them were employment exchange,6.7% of them
joined through promotion.
3.1.7 CHART SHOW MODE OF RECRUITMENT DETAIL RECIVED

56
3.1.8 TABLE SHOWS THE SELECTION PROCESS.
selection process Frequency Percent
Group discussion
Written Test
20
0
33.3
0
Face 2 Face
Psychological Test
40
0
66.7
0
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 67% of them were selected by face2face interview,
33.3% of them were selected through group discussion.
INFERENCE:
The most of the respondents are selected through face2face interview.
3.1.8 CHART SHOWS THE SELECTION PROCESS.

57
3.1.9 TABLE SHOWS HOW THEY WERE SELECTED.
Selection
Frequency Percent
Type of job 6 10.0
Qualification 16 26.7
Performance 25 41.7
Organization policy 9 15.0
Any other 4 6.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 41% of them were selected through performance,26%
of them were selected through qualification,15% of them were selected through organization
policy,10% of them were selected through type of job and 6.7% of them were selected through
promotion.
3.1.9 CHART SHOWS HOW THEY WERE SELECTED.

58
3.1.10 TABLE SHOWS THE RESPONDENTS SATISFIED ON RECRUITMENT AND
SELECTION PROCESS.
Recruitment Frequency Percent
Highly satisfied 4 6.7
Satisfied 38 63.3
Neutral 8 13.3
Dissatisfied 10 16.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 63% of them were satisfied with the current process,
16% of them were dissatisfied, 13% of them were not willing to answer and 6.7% of them were
highly satisfied.
3.1.10 CHART SHOWS THE RESPONDENTS SATISFIED ON RECRUITMENT AND
SELECTION PROCESS.

59
3.1.11 TABLE SHOWS RESPONDENT OPINION ABOUT INTERVIEW PANEL.
Interview panel Frequency Percent
Excellent
6 10.0
Good 38 63.3
Satisfaction 16 26.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 63% of them were feel good about interview panel,
26% of them were said they were satisfied with the interview panel and 10% of them were said
excellent to interview panel.
3.1.11 CHART SHOWS RESPONDENT OPINION ABOUT INTERVIEW PANEL.

60
3.1.12 TABLE SHOWS ABOUT THE ANOUNCEMENT OF THE INTERNAL
RECRRUITMENT.
Announcement
Frequency Percent
Yes
22 36.7
NO 38 63.3
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 63% of them said that the company not announcing
internal employee before going for recruitment and 36% of them said no for internal recruitment
announcement.
3.1.12 CHART SHOWS ABOUT THE ANOUNCEMENT OF THE INTERNAL
RECRRUITMENT

61
3.1.13 TABLE SHOWS RESPONDENTS SATISFICATION ON CURRENT POSITIO
AND QUALIFICATION.
Qualification Frequency Percent
Yes
18 30.0
No 42 70.0
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 70% of them were satisfied with the current position in
the organization and 30% of them were not satisfied.
3.1.13 CHART SHOWS RESPONDENTS SATISFICATION ON CURRENT POSITIO
AND QUALIFICATION.

62
3.1.14 TABLE SHOWS RESPONDENTS OPINION ON WHICH FACTORS THAT
INFLUENCES THEM TO SELECT THE ORGANIZATION.
Influence Frequency Percent
Image of the organization
22 36.7
Work conditions 12 20.0
Salary 16 26.7
Nature of job 6 10.0
Career prospects 4 6.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 36% choose the organization based on the image of the
organization,26% of them were select the organization based on salary,20% of them choose
based on work condition,10% of them choose based on nature of job and 6.7% of them choose
based on career prospects.
3.1.14 CHART SHOWS RESPONDENTS OPINION ON WHICH FACTORS THAT
INFLUENCES THEM TO SELECT THE ORGANIZATION.

63
3.1.15 TABLE SHOWS THE RESPONDENTS SATISFICATION WITH THE SALARY
OFFERED TO THEM.
Remuneration Frequency Percent
Highly satisfied
8 13.3
Satisfied 28 46.7
Neutral 20 33.3
Dissatisfied 4 6.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 46% of them were satisfied with the remuneration offer
to them,33.3% of them were not willing to answer and6.7% of them were dissatisfied with the
salary offer to them.
3.1.15 CHART SHOWS THE RESPONDENTS SATISFICATION WITH THE SALARY
OFFERED TO THEM.

64
3.1.16 TABLE SHOWS THE RESPONDENTS OPENION ON CAREER GROWTH
OPPORTUNITIES.
Career growth Frequency Percent
Highly satisfied
4 6.7
Satisfied 38 63.3
Neutral 10 16.7
Dissatisfied 6 10.0
Highly dissatisfied 2 3.3
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 63% of them were satisfied with the career growth
opportunity, 16% of them were not willing to answer, 10% of them were dissatisfied and 6.7%
were highly satisfied .
3.1.16 CHART SHOWS THE RESPONDENTS OPENION ON CAREER GROWTH
OPPORTUNITIES.

65
3.1.17 TABLE SHOWS THE RESPONDENTS SUGGESTION TO HR RECRUITMENT
AND SELECTION DEPARTMENT.
Suggestion Frequency Percent
Yes
14 23.3
No 46 76.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 76% of them are not willing to give suggestion to the
hr recruitment and selection department and 23.3% of them were not willing to give the
suggestion to the hr department.
3.1.17 CHART SHOWS THE RESPONDENTS SUGGESTION TO HR RECRUITMENT
AND SELECTION DEPARTMENT.

66
3.1.18 TABLE SHOWS THE RESPONDENTS OPINION TOWARS
RECOMMENTATION.
Recommend
Frequency Percent
Yes
20 33.3
No 40 66.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 66% of them will not recommend their friends and
family to join job in the reliance communication and 33.3% of them will recommend.
3.1.18 CHART SHOWS THE RESPONDENTS OPINION TOWARS
RECOMMENTATION.

67
3.1.19 TABLE SHOWING OPINION TOWARS TIME DURATION FOR
RECRUITMENT TO SELECTION PROCESS.
Time duration Frequency Percent
Less than 5 days
28 46.7
Greater than 5 days 16 26.7
Less than 1 month 16 26.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 46% got selected in less than 5days, 26.7% of them
were got selected more than 15 days 26.6% of them were time duration more than 5days .
3.1.19 CHART SHOWING OPINION TOWARS TIME DURATION FOR

68
3.1.20 TABLE SHOWS THE RESPONDENTS OPINION ON ORGANIZATION POLICY
BEFORE JOINING IN THE ORGANIZATION.
Policy Frequency Percent
Yes
32 53.3
No 28 46.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 53% of them comes to know organization policy
before joining and 46.7% of them were not aware of organization policy before joining.
3.1.20 CHART SHOWS THE RESPONDENTS OPINION ON ORGANIZATION
POLICY BEFORE JOINING IN THE ORGANIZATION.

69
3.1.21 TABLE SHOWS THE CHANGES IN THE RECRUITMENT PROCESS FOR
EXPERIENCE PERSON AND FRESHERS.
Changes in
recruitment Frequency Percent
Yes
20 33.3
No 40 66.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 66% of them said there is no changes in the selection
process for experience and fresher’s and 33.3% of them were said there is no changes.
3.1.21 CHART SHOWS THE CHANGES IN THE RECRUITMENT PROCESS FOR
EXPERIENCE PERSON AND FRESHERS.

70
3.1.22 TABLE SHOWS THE RESPONDENTS ON JOB SECURITY SATISFICATION.
Job security Frequency Percent
Highly satisfied
6 10.0
Satisfied 40 66.7
Neutral 10 16.7
Dissatisfied 4 6.7
Total 60 100.0
INTERPRETATION:
From the above table it is interpreted that 66% of them are satisfied with the job security,16% of
them were not willing to answer ,10% of them were highly satisfied and 6.7% of them were
dissatisfied.
3.1.22 CHART SHOWS THE RESPONDENTS ON JOB SECURITY SATISFICATION.

71
ANOVA
3.1.23 DIFFERENCE BETWEEN THE EDUCATION QUALIFICATION AND
CURRENT POSITION IN THE ORGANIZATION.
NULL HYPOTHESIS (HO) - There is no difference between the education qualification and
current position in the organization.
ALTERNATIVE HYPOTHESIS (H1) – There is a difference between the education
qualification and current position in the organization.
Are you satisfied with your current position in the organization when compared to your qualification
Group Sum of Squares Df Mean Square F Sig.
Between Groups 2.206 2 1.103 6.049 .004
Within Groups 10.394 57 .182
Total 12.600 59
Level of significant =5%
F= 6.049
T.V= .004
C.V = .005
CONCLUTION:
The analyses conclude that there is a difference between the education qualification and the
current position of the employee in the organization. So the alternate hypothesis is accepted and
null hypothesis is rejected.

72
CHI-SQUARE ANALYSIS
3.1.24 RELATIONSHIP BETWEEN THE DEPARTMENT AND METHOD
CONDUCTED FOR THE SELECTION PROCESS FOR EMPLOYEE IN THE
ORGANIZATION.
NULL HYPOTHESIS (H0) – There is no significant relationship between the department and
mode of selection process.
ALTERNATIVE HYPOTHESIS (H1) - There is a significant relationship between the
department and mode of selection process.
Data Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 5.980a
3 .113
Likelihood Ratio 6.372 3 .095
Linear-by-Linear Association .978 1 .323
N of Valid Cases 60
a. 1 cells (12.5%) have expected count less than 5. The minimum expected count is 3.33.
CONCLUTION:
P vale is .113 which is less than the significant level (0.05). So we reject null hypothesis and
accept alternative hypothesis.
Therefore there is a significant difference between from the above analysis we concluded that
there is no significant relationship between the department and mode of selection method for
employee in the organization.
So alternative hypothesis is rejected and null hypothesis is accepted.

73
ANOVA
3.1.25 DIFFERENCE BETWEEN THE MARITAL STATUS AND JOB SECURITY IN
THE ORGANIZATION.
NULL HYPOTHESIS (HO) - There is no difference between the marital status and job
security.
ALTERNATIVE HYPOTHESIS (H1) – There is a difference between the marital status and
job security.
How do you feel about the job security at reliance communication for the
employee
Group Sum of Squares df Mean Square F Sig.
Between Groups .413 1 .413 .822 .368
Total 29.600 59
F= 0.822
T.V= .368
C.V = .005
CONCLUTION:
The analyses conclude that there is a difference between the marital status and job security in the
organization. So the alternate hypothesis is rejected and null hypothesis is accepted.

74
ANOVA
3.1.26 DIFFERENCE BETWEEN THE GENDER AND TIME DURATION FOR
NULL HYPOTHESIS (HO) - There is no difference between the gender and time duration for
the recruitment and the selection process.
ALTERNATIVE HYPOTHESIS (H1) – There is a difference between the gender and time
duration for the recruitment and the selection process.
What is the time duration for recruitment to selection process?
Group Sum of Squares Df Mean Square F Sig.
Between Groups 1.564 1 1.564 2.265 .138
Total 41.600 59
F= 2.265
T.V= .138
C.V = .005
CONCLUTION:
The analyses conclude that there is a difference between the gender and the time duration for
recruitment and selection process. So the alternate hypothesis is rejected and null hypothesis is
accepted.

75
FINDINGS
62% of the respondents were belonging to the age group 21-30years.
57% of the respondents were male.
64% of the respondents were unmarried.
73% of the respondents were undergraduate
32% of the respondents were in marketing.
60% of the respondents were getting 9000-11,000 as monthly income.
60% of the respondents were working more than 1year.
53% of the respondents were joined in organization through reference.
67% of the respondents were selected through face to face interview.
42% of the respondents were selected based on performance.
63% of the respondents were satisfied with the current selection process.
63% of the respondents were feeling good about interview panel.
63% of the respondents were saying that company doesn’t announce the internal
employee before going for recruitment.
70% of the respondents were not satisfied with current position.
37% of the respondents were joined in the organization based on image of organization.
47% of the respondents were satisfied with remuneration.
63% of the respondents were satisfied with growth opportunities.
76% of the respondents were not willing to give suggestion to hr department.
66% of the respondents were not willing to recommend family members and friends to
apply job in this organization.
47% of the respondents were selected by panel by less than 5days.
47% of the respondents were doing know about organization police before joining.
67% of the respondents were said no change in recruitment process for fresher’s and
experience.
66% of the respondents were satisfied with job security in organization.

76
SUGGESTIONS
Human resources are the set of individuals who make up the workforce of
an organization, business sector, or economy. "Human capital" is sometimes used
synonymously with human resources, although human capital typically refers to a more
narrow view (i.e., the knowledge the individuals embody and can contribute to an
organization). Likewise, other terms sometimes used include "manpower", "talent",
"labour", or simply "people".
Human resource Department should be more practical and efficient so that the recruitment
and selection becomes more effective.
Effort should be taken to maintain database of application for future recruitment in the
organization.
The company should follow new technology / trends in the recruitment process.
The stress should be given on knowledge and the experience should be the major criteria for
selection of employees.
More stress should be given to recruit qualification & skills percentage for scrutinizing the
application of prospective candidates.
HR Department should give counseling to employee every month.
HR Department has to say the company policy to employee before joining the organization.
HR Department has to announce the internal employee before going to recruitment for higher
designations.

77
CONCLUSION
The source of recruitment in the organization is totally based on both the factors i.e.
internal and external.
The recruitment of the prospective candidate for a particular post is based on experience,
age, qualification and by reference.
The selection process is totally based on skills, communication and technical qualities.
The formal interview is conducted by the HRD.
After selection the employees are inducted for 1-5 days or more than 15 days.
The study concluded at RELIANCE COMMUNICATION on EMPLOYEE
PERCEPTION TOWARS HR RECRUITMENT AND SELECTION PROCESS has
collected and the opinion of the employee has been analyzed and finds the merits and
demerits in the process and restructured the some of the process and it is following in the
organization.

78
QUESTIONNAIRE FOR HR RECRUITMENT AND SELECTION PROCESS AT
RELIANCE COMMUNICATION LTD.,
1) NAME:
2) AGE:
3) GENDER: MALE ( ) FEMALE ( )
4) MARITAL STATUS: MARRIED ( ) UNMARRIED ( )
5) EDUCATION QUALIFICATION:
6) DEPARTMENT:
7) MONTHLY INCOME:
8) EXPERIENCE:
9) How were you been recruited in the organization?
a) Through advertisement b) promotion c) By reference d) Employment exchange e) Any other
10) What are the methods conducted for the selection process followed by your organization?
a) Written test b) Group discussion d) Psychological test e) Face 2 Face
11) What are the main criteria in recruitment of an employee in the organization?
a) Type of job b) Qualification c) Performance d) Organization Policy e) Any other
12) Are you satisfied with the current recruitment and selection process followed by your
Organization?
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
13) How do you feel about interview panel?
a) Excellent b) Good c) Satisfaction d) Poor
14) Whether the company announces the internal employee before going for recruitment?
a) YES b) NO

79
15) Are you satisfied with your current position in the organization, when compared to your
Qualification?
a) Yes b) NO
16) What are the factors that influence you to select the organization?
a) Image of the organization b) Work conditions c) Salary d) Nature of job
e) Carer Prospects
17) Are you satisfied with the Remuneration offered to you?
18) Are you satisfied with the career growth opportunities in the company?
19) Would you like to give any suggestion to your HR recruitment and Selection department?
a) YES b) NO
If YES _________________________________________________________
20) Are you willing to recommend your family members to apply for job in Reliance
Communications?
a) YES b) NO
21) What is the time duration for recruitment to selection process?
a) Less than 5 days b) Greater than 5 days c) Less than 1 month d) More than 1 month
22) What kind of recruitment and selection practices gives the best result according to you.
For the organization?
______________________________________________________________________
_______________________________________________________________________
23) Did you fully known about the organization policy before joining in the organization?
a) YES b) NO
24) Is there any changes in recruitment process for experience person and freshers?
a) YES b) NO

80
25) How do you feel? About the job security at reliance communication for the employee?
26) What measures are adopted for “career development” Within and outside the organization?
_______________________________________________________________________
_______________________________________________________________________

81
BIBLIOGRAPHY
 K.ASWATHAPPA- HUMAN RESOURCE AND PERSONNEL MANAGEMENT
PEARSON EDITION 9TH EDITION
 V.S.P. RAO & P.SUBBA RAO - PERSONNEL / HUMAN RESOURCE
MANAGEMENT
 DONALD R COOPER- BUSINESS RESEARCH METHODS
 C R KOTHARI - RESEARCH MEHODOLOGY
Vikas publishing house pvt. Ltd., 1978
THROUGH INTERNET GOOGLE SEARCH ENGINE.
www.reliancecommunication.com
www.rcom.co.in
www.reliancegroup.co.in
www.hrprocess.co.in/selectionprocess
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