[1]

PATNA WOMEN’S COLLEGE

(Autonomous)

PATNA UNIVERSITY
3rd cycle NAAC Accredited at `A’ grade with CGPA 3.58/4 “College
With Potential for Excellence” (CPE) Status accorded by UGC

A PROJECT REPORT ON
On-the-job Training at “Reliance Trends”, Patna
On ‘Recruitment and Selection’

Submitted in partial fulfilment of diploma course in HUMAN RESOURCE

MANAGEMENT

Submitted by: Submitted to:

PRACHI KHATRI Ms. SATNAM KAUR
B.com Assistant Professor
Exam roll.: 20com01767 Department of business
Administration
 [2]

Patna Women’s College

(Autonomous)

Patna University Bailey Road, Patna-800001

3rd cycle NAAC Accredited ‘A’ Grade with CGPA 3.58/4 “College with

Potential for Excellence” (CPE) status accorded by UGC

Department of Business Administration

GUIDE’S CERTIFICATE

This is to certify that PRACHI KHATRI of class

Department of B.com has successfully completed her
project on topic of Recruitment and Hiring as prescribed
by Mr. SATNAM KAUR MA’AM during the academic
year 2022-2023 as per the guidelines given by
Department of Business of Administration.

Ms. SATNAM KAUR

Department of Business Administration
PATNA WOMEN’S COLLEGE
 [3]

ACKNOWLEDGEMENT

In successfully completing this project, many

people have helped me. I would like to thank all
those who are related to this project.
Primarily, I would thank God for being able to
complete this project with success. Then I will
thank SATNAM KAUR MA’AM and PRIYA
MA’AM, under whose guidance I learned a lot
about this project. His suggestions and directions
have helped in the completion of this project.
Finally, I
would like to thank
My parents and friends who have helped me
Their valuable suggestions and guidance and
Have been very helpful in various stages of project
completion.

Thank you
PRACHI KHATRI
 [4]

PREFACE

Human resources (HR) are the department of your company

that deals with all personnel-related topics and issues. They can
serve as the point of contact for employees, managers and, if
applicable, governing bodies to ensure that your company is
abiding by the law and helping your overall organization
succeed through its people.

Some consider a people team and an HR

department as one and the same. That said, a People Team is
typically designed with the purpose of strategic initiatives in
mind. While they may handle day-to-day HR tasks, they have
an even wider lens when it comes to organizational
development. They are also likely to have a seat at the
management/leadership table. In personnel planning, you
ensure that your company has the right number of employees
with the necessary qualifications at all times to achieve the set
goals. Otherwise known as talent acquisition, recruiting, and e-
recruiting, this describes all the measures a team needs to
complete to reach new employees to benefit the company. This
also includes employer branding. Describing all the
administrative tasks and formalities that fall within an HR
department's scope. This could be creating contacts or
managing digital personnel files. HR and People Teams need to
help employees get better at what they do, and that means
 [5]

establishing strong performance management processes and an

open culture of feedback. As companies grow, they require
structure. That’s because start-ups and smaller companies tend
to create a family atmosphere and corporate culture, but above
a certain size (let’s say between 50-100), everything changes.

That’s because new colleagues are only known from being

quickly introduced, and everything becomes more anonymous
and less connected. During this phase, many companies report
a noticeable drop in employee satisfaction.

But, it doesn’t need to be this way, and it starts in HR. After a

certain amount of growth, the HR department must
professionalize itself (or reveal itself entirely), while actively
taking care of corporate culture and employee retention.

It also must develop salary and working time models and

master any increasing bureaucracy. But, if you simply hire
more without planning a structure around them, you’ll only
ever keep up (and avoid getting ahead).
 [6]

Acknowledgement
Preface
TABLE OF CONTENTS
Chapter Particulars Page No.

1. 1.1 Human resource management 8-18

1.2 meaning of HRM

1.3 characteristics of human

resource management

1.4 need and development of

human resource management

2. 2.1 Human Resource 19-30

Department

2.2 What’s the purpose of HR

in department structure

2.3 Steps to evaluate the HR

structure

2.4 Models of HR structure

3. 3.1 Requirement for entering in 31-33

HRM

4. 4.1 Recruitment and Hiring 34-41

4.2 Process of recruitment

 [7]

5 5.1 About the organization 42-48

5.2 Role of HR in organization

5.3 Introduction of RELIANCE

5.4 About the Founder of

Reliance

5.5 reliance Retail

5.6 Brands of Reliance

CONCLUSION
 [8]

CHAPTER 1
1.1: Human resource Management

Human resource management (HRM) is the

practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is
often referred to simply as human resources (HR).
A company or organization's HR department is
usually responsible for creating, putting into effect
and overseeing policies governing workers and the
relationship of the organization with its employees.
The term human resources were first used in the
early 1900s, and then more widely in the 1960s, to
describe the people who work for the organization,
in aggregate.

HRM is employee management with an emphasis

on those employees as assets of the business. In
this context, employees are sometimes referred to
as human capital. As with other business assets,
the goal is to make effective use of employees,
reducing risk and maximizing return on investment
(ROI).
 [9]

1.2 : Meaning of Human Resource Management

HRM is the part of the organization that is concerned

with the people dimension. HRM deals with human
relations of an organization starting from recruitment to
Labor relation. HRM is concerned with the people
dimension of management. It is a process of acquisition,
development, motivation, and maintenance of human
resources of an organization. Human resource
management is also a strategic and
comprehensive approach to managing people and
the workplace culture and environment. Done well,
it enables employees to contribute effectively and
productively to the overall company direction and
the accomplishment of the organization's goals
and objectives.
The department members provide the knowledge,
necessary tools, training, administrative
services, coaching, legal and management advice,
and talent management oversight that the rest of
the organization needs for successful operation.

How Does Human Resource

Management Work?
HRM staff members are partially responsible for
ensuring that the organization has an overall
mission, vision, and values that are shared and
provide an overarching reason for employees to
 [10]

want to work for their organization. These

elements can be inspirational and help employees
feel as if they are part of something that is bigger
than themselves.
HRM functions are also performed by
line managers who are directly responsible for the
engagement, contribution, and productivity of their
reporting staff members. In a fully integrated talent
management system, the managers play a
significant role in and take ownership of
responsibility for the recruitment process. They are
also responsible for the ongoing development of
and retention of superior employees.
HRM is moving away from traditional personnel,
administration, and transactional roles, which are
increasingly outsourced. The HRM function is now
expected to add value to the strategic utilization of
employees and to ensure that employee programs
recommended and implemented impact the
business in positive measurable ways.
Employees who work in HRM must also help keep
their employer and company safe from lawsuits
and the resulting workplace chaos. They must
perform a balancing act to serve all of an
organization's stakeholders: customers,
executives, owners, managers, employees, and
stockholders.
 [11]

1.3:Characteristics of Human Resource Management (HRM):

There are several features or characteristics of

Human Resource Management. The following
points will help you understand the basics of
human resources management:
 The first feature of Human Resource
Management is to develop a well-accepted
policy for the organization. The purpose is to
practice Human Resource Management activities
in a better way.
 The development of harmonious relations is
aimed to achieve the goal, of the fulfillment of
the functions. Any obstacle to friendly relations
should be removed.
 Human Resource Management must establish a
chain of command without which discipline
cannot be maintained. There are three unities:
the unity of command, unity of direction, and
scalar chain. This concept had achieved from the
administrative theory.
 These are the fourth characteristics of Human
Resource Management. By creating awareness
promotion policy can be established; a training
 [12]

policy can be implemented and other policies

can be made well understood.
 Human Resource Management ensures full
professional and operational knowledge or
proper functioning of the activities without which
better human resource management can never
be practiced.
 Human Resource Management must
communicate and give proper guidance to the
employees. This means that business decisions
can be properly administered and executed.
These features and characteristics discussed
above can pinpoint the purposes of Human
Resource Management. Let’s discuss the issues in a
little more detail now.
 Development of Well-Conceived Policy
Developing well-conceived policies is essential for
any organization, whether it’s a small business or a
large government. Developing smart policies takes
time and effort, but it’s worth it in the end because
the policies will be more effective and less likely to
cause problems. There are many factors to
consider when crafting policy, such as the goals of
the organization, the needs of its constituents, and
the current environment. A good policy also needs
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to be simple and easy to understand, so that

everyone involved can easily follow it.

 Development of Harmonious Relations

Harmony is important in developing successful
relationships. By understanding each other’s goals
and working towards common objectives, we can
build strong and lasting connections. We must be
willing to compromise and communicate openly if
we want our relationships to thrive.

 Establishing a Chain of Command

When establishing a chain of command, it is
important to appoint someone who is capable and
trustworthy to lead the group. This individual
should be able to make decisions quickly and
effectively in order to ensure that the team’s goals
are met. In addition, it is essential to designate
someone who will be responsible for handling
communication between members of the group.
By appointing a reliable chain of command, you
can help ensure that your team operates smoothly
and efficiently.
 [14]

 Awareness of Own Nature of Services

Recognizing the nature of our services is an
important step in providing excellent customer
service. By understanding how our company
operates and what we are offering to customers,
we can create a better experience for them. It is
also crucial to be aware of our own limitations so
that we can properly manage customer
expectations. Recognizing the nature of our
services helps us to stay focused on the needs of
our customers and maintains a high level of
quality.

 Acquire Full Professional and Operational

Knowledge
In order to be a successful planetary scientist, one
must have a firm understanding of the principles
of orbital mechanics, thermodynamics, and the
physical properties of the planets and their
atmospheres. A professional planetary scientist
must also be able to operate complex scientific
instruments, such as telescopes and spectrometers,
in order to make detailed measurements of
planetary surfaces and atmospheres. Finally, a
planetary scientist must be able to effectively
 [15]

communicate scientific findings to other scientists

and the public.

 Must be a Good Communicating and Effective

Leader
A good leader is someone who communicates
effectively with their team and gets things done.
They must be able to build trust and motivate their
employees to work together towards a common
goal. Leaders also need to be able to make tough
decisions when needed and handle difficult
situations calmly.

1.4: Need and Development of Human resource management

Some of the reasons for need of human resource

management are:
1. for Good Industrial Relations
2. Create Organizational Commitment
3. Meeting with Changing Environment
4. Change in Political Philosophy
5. Enhanced Pressure on Employees and
 [16]

6. Meeting Research and Development

Requirements.
Human resource management tries to create a
better understanding between management and
employees.
It assists employees in attaining
individual and organizational goals. This approach
has been gaining the attention of management
professionals in the last decade or so.
1. For Good Industrial Relations:
There is large spread unrest, labour- management
disputes, lack of trust in each other, increasing
expectations of workers, growing of militancy in
trade unions etc. These factors have generated a
gap among workers and managements. Both sides
are blaming of exploitation by the other side. In
the absence of cordiality in an organization, the
performance of workers is adversely affected.
HRM approach is needed to bring proper
understanding among workers and management.
The workers are trained and developed to meet
their individual and organizational objectives. The
workers are made to understand that various
managerial actions will assist them in achieving
their aspirations and organization’s goal.
 [17]

2. Create Organizational Commitment:

There is a humanisation of work environment in

industrially advanced countries like Japan, U.S.A.,
and Germany etc. Globalization of economy has
exposed Indian industries to international
competition. An improvement in efficiency and
quality of work can come only when workers
develop organizational commitment. HRM
approach helps in creating a sense of pride for the
organization among the employees.
3. Meeting with Changing Environment:

The business environment is changing rapidly.

Technological improvements have revolutionized
production processes. Automation has been
introduced in office operations. Good
communication methods have revolutionized
important areas of business.
Therefore, there is a need to cope with new and
changing situation. The operational efficiency of
workers must cope up with a revolutionary change
in the technology which necessitates a new
approach to manpower.
4. Change in Political Philosophy:
Political philosophy has also undergone a
substantial change all over the world. The new
approach is to develop human resources properly
 [18]

for making their better use. In India, Central

Government has created a separate ministry as
Human Resource Development and put it under a
Senior Cabinet Minister.
This shows the importance given to human
resources in India, which opened up a door for a
fresh approach to human resource development in
the industrial sector too.
5. Enhanced Pressure On Employees:
The technological innovations have made possible
the use of sophisticated machines. The installation,
monitoring of machines, maintenance and
controlling of operations etc., require large
number of trained and skillful personnel.
Technicians, repairers and service people are also
necessary. The more the technical development
and automation, the more would be the
dependence on human beings. There should,
therefore, be greater need for humane approach to
manpower. Similarly, use of more capital intensive
methods would result in greater productivity of
men necessitating greater motivating and greater
human resources approach to management.
6. Meeting Research and Development Requirements:
Fresh initiatives and emphasis on research and
development in the realm of industry also led to a
new policy of human resource development to
 [19]

cope with the increasing demand for technically

capable people. As a result of this, a need arose for
a new approach to human resources.
CHAPTER 2

2.1: Human Resource Department

What Is A Human Resources (HR) Department?

Human resources (HR) are the department of your

company that deals with all personnel-related
topics and issues. They can serve as the point of
contact for employees, managers and, if
applicable, governing bodies to ensure that your
company is abiding by the law and helping your
overall organization succeed through its people.
What Is A People Team?

Some consider a people team and an HR

department as one and the same. That said, a
People Team is typically designed with the
purpose of strategic initiatives in mind. While they
may handle day-to-day HR tasks, they have an
even wider lens when it comes to organizational
development. They are also likely to have a seat at
the management/leadership table.
What Should HR Be Responsible For?

Whether understand as your People Team, or

People Operations Team, the idea here is that HR
has an ever-widening scope. They are no longer
 [20]

simply limited to administrative tasks, as these are

often automated and handled by effective HR
software. Instead, your HR department should
focus on people and helping them succeed.
What Are The Common Tasks Of An HR Department?
An HR department is typically tasked with
assignments across the employee lifecycle. This
could include onboarding, off boarding and the
following:

Task Definition

Personnel In personnel planning, you ensure that your company

Planning has the right number of employees with the
necessary qualifications at all times to achieve the
set goals.

Recruitment Otherwise known as talent acquisition, recruiting, and

e-recruiting, this describes all the measures a team
needs to complete to reach new employees to
benefit the company. This also includes employer
branding.

Workforce Ensuring that your employees are deployed as

Planning efficiently as possible, to avoid bottlenecks and
overcapacity where it shouldn't otherwise exist.

Personnel Describing all the administrative tasks and formalities

Administration that fall within an HR department's scope. This could
be creating contacts or managing digital personnel
files.

Development HR and People Teams need to help employees get

better at what they do, and that means establishing
 [21]

Task Definition

strong performance management processes and an

open culture of feedback.

Payroll HR also takes care of payroll and salary accounting.

This can either happen completely in-house or is
partially outsourced and handled jointly with a
software provider or tax consultant.

Retention This includes all the measures that an HR

department takes to retain employees and lower the
company's overall attrition rate.

Analytics & Every modern HR department needs to make

Reporting personnel-related decisions informed by hard data.
This means having access to people analytics to
determine employee headcount, growth rates, costs,
and more.

Strategy Administration has always fallen on the plate of HR,

but where they can truly succeed is when they focus
on strategy. That means having the time to be
involved, as well as to implement initiatives.
 [22]

2.2: What’s the Purpose of HR Department Structure?

As companies grow, they require structure. That’s

because start-ups and smaller companies tend to
create a family atmosphere and corporate culture,
but above a certain size (let’s say between 50-
100), everything changes.
That’s because new colleagues are only known
from being quickly introduced, and everything
becomes more anonymous and less connected.
During this phase, many companies report a
noticeable drop in employee satisfaction.
But, it doesn’t need to be this way, and it starts in
HR. After a certain amount of growth, the HR
department must professionalize itself (or reveal
itself entirely), while actively taking care of
corporate culture and employee retention.
It also must develop salary and working time
models and master any increasing bureaucracy.
But, if you simply hire more without planning a
structure around them, you’ll only ever keep up
(and avoid getting ahead).
How Large Should Your HR Department Be?
The well-known rule of thumb, “One HR position
per every 100 employees,” is not wrong, but it
tends to apply to larger companies with a well-
equipped HR department
 [23]

n companies with up to 250 employees, the need

is significantly higher, as the “Workforce Analytics”
study shows: an average of 3.4 HR employees per
100 full-time positions in the company!
Peter Rosen from HR Strategies and Solutions
recommends creating the first full-time position in
the HR department from around 50 employees
and a second from around 150 employees. This
recommendation is quite realistic.

2.3: Steps to evaluate the HR Structure:

When structuring your future HR department, you

need to proceed as you would with any other
project: you set goals that you want to achieve and
then think about the necessary steps to do so.
Here is our guide to developing your HR
structure…
1. Identify Critical Issues
List all the tasks you need to take care of in the
future and assign priorities to the tasks (1-5, let’s
say). Identify the critical issues that present a
particular challenge and could prove to be a
“bottleneck” to continued business growth.
Some common examples include:
 Recruiting certain highly-qualified specialists.
 [24]

 Implementing flexible working models that could

be attractive for families.
 Promoting employee satisfaction so that
employees do not leave for (better-paying)
competitors.
 Training and further education of employees to
remain competitive in your industry.
By identifying these areas of focus, you are
already laying the groundwork for a future HR
structure. What you may need is an employee to
specifically take care of these areas. We’ll cover
this a bit later on.
Keep in mind: Make sure to put employer
branding and onboarding on your list just as you
do payroll, contracting and health care. For each
item, list the individual tasks that need to be done
and estimate the resources needed to do them.
2. Define HR Processes
Now comes the hard part. If you skip it or do it half-
heartedly, the efficiency of your HR will decrease
as the size of your company grows. In small
companies, HR works on-demand and with
informal processes – “that’s just how we do it.”
Now you need to define fixed processes to handle
the extra work.
Take this list and keep it in mind for defining your
HR processes:
 [25]

 Document all your current HR processes, including

responsibilities and relevant tasks.
 Describe how you want to work with external
service providers (service-level agreements).
 Work with management to develop a plan for
staffing needs (recruitment).
Let’s build on the recruitment example. Here’s how
you might break down that process:
 Determine which recruiting channels you want to
use.
 Work with departments to create job descriptions,
job profiles, training programs.
 Work out standard contracts and other regulations
(the keyword here is compliance).
When it comes to your processes, make sure to
keep them aligned with your priorities at this stage
of time. Kick things off with the critical areas and
work out the others later on.
3. Implement An HR Software
Ideally, you should start the selection process for
HR software immediately. Not only is this
important to keep everything organized right from
the very beginning, but it also makes switching
software easier down the road.
Which software you use will help determine how
your processes will look. You can automate many
tasks right from the start. Data interfaces make it
 [26]

much easier to collaborate with the payroll office

and other external service providers.
Don’t put off implementing new software. If you
introduce manual processes first and only switch
to software later, you will have to change your
workflows twice. This is unnecessary and costs
time and money.
With software-supported processes, you can easily
save half or an entire position in personnel
administration. Or, you can assign an employee to
other tasks instead.

2.4: Models of HR Structure

There are different ways to go about structuring

your HR department. Among them are both more
traditional HR structure models and modern ones,
too. Whichever one you choose depends entirely
on your goals and your corporate culture.
1. The Hierarchical Model
A personnel department can be organized
hierarchically. The personnel department consists
here of a personnel manager, who reports to the
managing director and is given department goals,
which they must reach together with their team.
 [27]

The HR department can then consist, for example,

of two managers for Recruiting/Personnel
Procurement and HR Management/Personnel
Administration, who in turn lead their own teams
and report to the HR manager.
In this model, communication is completely
vertical, i.e., from top to bottom. Information is
kicked off by upper management and is then
passed through HR management to the executives
and ultimately reaches the team.
In this model, the clear distribution of authority is
particularly advantageous. Everyone knows where

they are in the model, where they want to work

and what their development plan is for that
purpose.
 [28]

2. Formal and Informal Model

An HR department can be structured formally or
informally. The hierarchical organization is a good
example of the formal model because it is built on
clear hierarchies, goals and tasks.
In contrast, the informal model is meant to be
freer, because team members can be more flexible
and interact with each other depending on the
dynamics. There is a more cross-functional
capacity here across the team.

In many companies, both models coexist. This

means that a standard structure forms the basis of
the department, which then operates informally
depending on various projects (and the skills
required), for a more agile approach.
 [29]

3. Goal-Oriented Model

With the goal-oriented model, enterprise goals are

broken down to individual departments – and even
to each individual coworker. Each team decides for
itself which measures will be implemented to
achieve their goals.
The corporate goals are determined between the
CEO and management and require the
commitment and dedication of each individual.
Ultimately, this model only works if each employee
is clear about their goals and how they will be
measured against them. In most cases, this model
is accompanied by a financial bonus depending on
the achievement of goals.
 [30]

This model is also only partially used in many

companies, e.g. in sales. For HR departments, the
goal-oriented model results in the following
advantages: Commitment and focus from each
individual employee, higher team performance and
compliant planning of goals.
 [31]

CHAPTER : 3

3.1: Requirements for Entering Human Resource Management

Those wishing to enter the field of HRM usually

need at least a bachelor's degree in human
resource management or a related field, such as
business management. Some employers may also
require candidates to a master's degree in
business administration, human resources, or
labor relations.
Special certification isn't always necessary to get a
job in HRM, but it can help candidates stand out,
and some employers may require it. Several
professional associations offer these types of
certifications:
 The Society for Human Resource
Management (SHRM) offers the SHRM
Certified Professional and SHRM Senior
Certified Professional programs.
 The HR Certification Institute (HRCI) offers
several certifications, including
Associate Professional in Human Resources,
Professional in Human Resources, Senior
Professional in Human Resources, and Global
Professional in Human Resources. HRCI also
offers micro-credential programs on several
topics.
 [32]

 World at Work also offers several certifications

in the categories of Compensation, Executive
Compensation, Sales Compensation, and
Benefits.
 International Foundation of Employee Benefit
Plans offers certificates in many areas as well,
including benefits and health and welfare
plans.
The amount of experience needed depends on the
preference of the employer, but most manager-
level HRM positions require several years in the
field.
The soft skills employers usually require in HRM
candidates include leadership, communication,
decision-making, organizational, and interpersonal
skills.
[33]
 [34]

CHAPTER:4

4.1: Recruitment and hiring

The recruitment process is typically elaborate. It

encompasses sourcing candidates to onboarding
hired employees and all steps that occur in
between.
For the Human Resource department, recruitment is a
core function. Characteristically, the recruitment
process will initiate by identifying the right sort of
candidates for a job. Then, these candidates are
attracted, screened, and shortlisted. The interviewing
processes can then begin, and after the candidates are
selected, they can be hired. Onboarding the employees
will be the final step in the recruitment process.
While many organizations choose to conduct
the recruitment process in-house, many choose to
outsource the process as well. In-house recruitment
teams could be small or large. This is frequently
proportional to the size of the organization. Similarly, in
numerous small organizations, a recruitment
manager takes care of the entire recruitment process.
Organizations that manage the recruitment in-
house often use implements such as social media
channels, job boards, and advertisements for giving out
vacancies or contacting prospective candidates directly.
 [35]

Similarly, numerous organizations use recruitment

software as well, which yields efficiency and
effectiveness for the recruitment process.
 [36]

4.2: Process of Recruitment

1. Identifying the hiring requirements

Irrespective of whether there is a newly formed role at
your organization or a job profile has just been vacated,
you need to be sure about the vacancy that needs to be
filled up and the type of candidates that you are on the
lookout for. Identifying hiring requirements, in terms
of experience, skills, and knowledge required for any
job role is always the first step in any recruitment
process.
For the same to accomplish, an employer has to figure
out the gaps in the current team, and also figure out the
outputs received based on the input provided on the
behalf of his team. Workload issues need to be
addressed. This comes via a regular analysis of team
performance. Employers should also attempt to retain
their existing employees as and when possible.
It is then equally important to act on hiring
requirements well in time. Don’t wait till the last
moment, but be prepared in advance.

2. Creating the job description

At this stage, the employer is sure about what he seeks
in terms of experience, skills, and knowledge. It is time
to create a job description now. This will include the
responsibilities and duties for the job for which you are
giving out a vacancy.
 [37]

The best practice in this regard is to always ensure that

you create a comprehensive job description. This way,
a prospective employee will know if he has the
mentioned qualities or not, before applying. They’d
have a checklist in place, where they can tick the boxes
before applying. So, in your inbox, only the resumes of
the right sort of candidates will appear.
A few of the essentials to list in your ideal job
description include:
 Title
 Duties & Responsibilities
 Qualification & Skills
 Location

3. Talent Search
If we consider the most important elements associated
with the ideal recruitment process, then, beyond
identifying the right sort of talent, they are attracting
and motivating the talent. If the job listings are
internally advertised, you will get some referrals as
well.
Beyond this measure, an employer has to leverage
social media networks and job recruitment boards to his
full advantage. The more people see your job ads, the
more of them will apply. This brings ease to hiring the
best-suited talent for your job profiles.
 [38]

When the time comes to look for new talent at your

organization, an employer may also choose to promote
existing employee(s) to a new role. This will be a
motivating experience for an employee. But, an
employer has to screen the candidates deemed
appropriate for the job. This way, the attrition rates will
also reduce within the organization.

4. Shortlisting and screening

The present-day market is talent-driven. Still, 46% of
employers face difficulties in attracting top talent. In a
majority of cases, identifying the best-suited candidates
is the most difficult part associated with recruitment
processes.
So, in any organization, screening and shortlisting of
candidates should be accurate and efficient. One of the
best ways to go about it is to first screen the candidates
based on minimum qualifications. Then, one should
further shortlist the candidates based on their
certifications, technical competencies, domain
expertise, and relevant experience.
In the third step, one may shortlist candidates who have
both, minimum qualifications and preferred experience.
The final step is to flag all concerns and queries that
one may have in the resumes, such that they can be
clarified while the interview takes place.
An organization may also choose to use an applicant
tracking system which brings ease to shortlisting
resumes.
 [39]

5. Interviewing
The candidates who have been shortlisted can now
move on to the interviewing phase. After the interviews
are through, the candidates may either receive an offer
letter or a rejection note. An organization may also
choose to schedule multiple interviews for shortlisted
candidates. This depends on their unique hiring
requirements and their hiring team.
An interview will typically involve a round
of telephonic or video interviews, psychometric
testing, and face-to-face interview, which is
characteristically the final round of interviews.
Telephonic screening is among the most convenient
and easy ways to screen candidates and get an overview
of their capabilities. One leaves a lasting impression on
the employers in this phase.
Psychometric testing is then an equally important phase
because an employer comes to know if his employees
are going to stay productive over the long run in this
phase. The unbiased screening delivers the best fits for
any job.

6. Evaluation and employment offer

In the recruitment process, this is the final stage.
However, on the employer’s part, it is never easy to be
sure that a candidate is going to accept the job offer.
Still, if your candidate has taken the time to complete
the paperwork and has been waiting through the
 [40]

selection process, he should be taking your offer.

It is a fine idea to check the references before writing
down an offer letter. On the offer letter, one should
mention the conditions of employment alongside the
joining date. All details, including compensation,
should be clearly specified.
Onboarding is another process that a recruitment
process should involve. The new joinee hence finds it
easier to settle down and does not feel awkward. One of
the best ways towards onboarding is a general
interaction with colleagues, not related to work.
Showing around the office and ensuring that essential
supplies are handy is also a good idea.

7. Introduction and induction of the new employees

Upon accepting a job offer, an applicant will officially
become a part of an organization. Herein, the joining
date and time will be shared with the employee.
The next step in line is pre-employment screening,
which includes reference and background checks. After
the verification completes, the introduction of the
employees to the organization can take place. Now, the
induction process of the employees can initiate. Herein,
employees receive a welcome kit in more cases than
not, and the employment contract is also signed.
 [41]

Conclusion
A professional and well-organized recruitment
process highlights diligence and reflects positively on
one’s organization. It is a worthy investment for all
organizations.
 [42]

CHAPTER: 5

5.1: About the Organization

Organization refers to a collection of people, who

are involved in pursuing defined objectives. It can
be understood as a social system which comprises
all formal human relationships.

5.2: Role of HR in an organization

The role of HR in a company can be

summarized as follows:-
1. Recruitment and Training: It involves
hiring the right kind of people at the
right time in the organization. Under
recruitment, the obligations and scope of
tasks are formulated for each employee
and a legal contact is signed between
the employer and employee to follow a
definite code of conduct in the
organization. When needed, they also
provide training to the employees as per
the work requirement.
2. Performance Appraisal: HRM
encourages and motivates people to
extract the maximum potential out of
 [43]

them in the best interests of the

organization. It also provides
suggestions to the employees and
directs them to make improvements in
their performance.
3. Maintaining Work Atmosphere: It is
HRM’s responsibility to ensure good
working environment for the employee.
It makes sure that there is no
discrimination on any ground in the
organization.
4. Managing disputes: In case of any
disputes which arise between the
employer and employee, it is HRM’s
responsibility to resolve such issues in
an effective manner.
5. Developing Public Relations: HRM is

responsible for organizing various

seminars, meetings, conferences etc.
with other firms to generate healthy
relationships with them.

The 4 main factors of production are –

land, labour, capital and enterprise. Among
these, labour or human resource is the most
important factor without which other factors
of production cannot function properly in the
organization.
 [44]

The term “human resource” refers to the

individuals or personnel or workforce within
an organization responsible for performing
the tasks given to them for the purpose of
achievement of goals and objectives of the
organization.
Human Resource Management in an
organization (HR department) is a
department charged with finding, screening,
recruiting and training job applicants as well
as administering employee-benefit
programmes.
The key role of a manager and HR
professional is to channelize the efforts of
each and every employee to the best
interests of the organization.

5.3: Introduction of Reliance

 [45]

Reliance Industries represents the continuation of

India's greatest corporate success story since the
country's independence. Founded by Dhirubhai H.
Ambani in 1958, Reliance grew to include holdings
in energy production and distribution,
telecommunications, and capital finance. After a
public feud between Mukesh D. Ambani and
younger brother Anil, these operations were split
off into a new company controlled by Anil Ambani.
Reliance Industries is listed on the Mumbai Stock
Exchange. Mukesh Ambani is company chairman
and managing director
Reliance Industries Ltd. is India's largest private-
sector company, generating revenues of $19.97
billion, or more than 3 percent of India's total gross
domestic product. Founded as a textiles company,
Reliance has successfully completed a backward
integration strategy that has transformed it into
India's largest private-sector petrochemicals
company, and number two overall (behind state-
owned India Oil).
 [46]

5.4: About founder

Dhirajlal Hirachand Ambani (Dhirubhai was a
nickname) was born to a lower middle class
schoolteacher's family in Chorwad, an
impoverished village in Gujarat in 1932. Instead of
becoming a teacher himself--because the family
could not afford to send him on to university--the
young Ambani traveled to the port city of Aden at
the age of 16. There, Ambani began working as a
clerk pumping gas at a service station. Ambani
remained in Aden for nearly ten years, rising to
become Burmah Shell's marketing manager. By
then, however, Ambani had begun to dream of
founding his own business.
Ambani quit Burmah Shell and for a time worked in
the insurance field. In the late 1950s, the political
situation in Aden had become increasingly
unstable. In 1958, therefore, Ambani decided to
return to India and start up a new business as an
exporter of Indian goods to Aden. Finding housing
for his young family in a Mumbai slum, Ambani at
first rented office space, or rather a desk, for two
hours per day. Initially, Ambani's exports included
spices as well as fabrics.

5.5: Reliance Retail

Reliance Retail is the retail initiative of Reliance

Industries Limited and is central to the group’s
 [47]

consumer facing businesses. Reliance Retail has been at

the forefront of bringing about Organized Retail
revolution in India.
Reliance Retail’s operating model unleashes the
aspirational energy of the new, resurgent India.
Reliance Retail’s guiding philosophy rests on the tenets
of enabling inclusion, growth and building sustainable
societal value for millions of Indians.
In a short period, it has forged strong and enduring
bonds with millions of consumers by providing them
unlimited choice, outstanding value proposition,
superior quality and unmatched shopping experience
across all its stores. Reliance Retail reported a turnover
of Rs. 1,57,629 crore (US$ 21.6 billion) for the
financial year 2020-21. As on 31st Mar 2021, Reliance
Retail operated 12,711 stores across 7,000+ cities with a
retail area of over 33.8 million sft.
Reliance Retail Ventures Limited, a subsidiary of
Reliance Industries Limited is the holding company of
Reliance Retail Limited which operates the retail
business.

5.6: brands of Reliance

Reliance Fresh
Reliance Smart
 [48]

Reliance Smart Point

JioMart
Reliance Digital
Jio Store
Reliance Trends
Reliance Consumer Brands
7-Eleven
Project Eve
Trends Footwear
Reliance Jewels
AJIO
Hamleys
Reliance Brands
Reliance Mall
 [49]

Conclusion

I would like say in conclusion, due many

challenges that are facing human resource
departments, there is need for organizations to
adopt correct and workable policies that will not
only ensure they alleviate these challenges, but
also develop mechanisms of dealing with such
challenges in case they occur in the future.