Shampa

RECRUITMENT AND SELECTION
Chapter-1 1.1 (General Introduction about the sector)

The retail industry worldwide has seen a paradigm shift over the years. Retailing in India can be classified under two broad headings: Organized and Unorganized. Currently, the size of Indian retail sector is US$ 328 billion with unorganized retail accounting for the lions share. Organized retailing contributes to roughly around 4% of the entire market. The top ten cities account for 96% of total organized retail, of which the top six cater to 82%. In the recent past, the new consumer class has been added and there have been drastic changes on the way retailing has shifted gears, transiting from the traditional formats to the modern organized formats. The buzz today is malls, supermarkets and hypermarkets that are attracting modern day shoppers
The retail industry worldwide has seen a paradigm shift over the years. From the developed countries to the emerging markets, the retail sector has undergone significant change. The trend of globalization of modern retail continues to accelerate. Since 2001, more than 49 retailers have entered in about 90 new markets that include supermarkets and hypermarkets. The most developed European markets and the rise of consumerism in Asia and the Middle East have led to the emergence of a retail revolution in the Asian countries. Emerging economies like China and India continue in the Asian countries. Emerging economies like China and India continue to be the favourite retail destinations worldwide. Asia has always been the largest region of Emerging Markets. It represents 26% of global GDP and 32% of global retail sales. According to AT Kearneys Global Retail Index of the most attractive emerging global Markets, India tops the list followed by Vietnam in the third position. Three other Asian countries Thailand, South Korea and Malaysia have made it into the top fifteen in 2006. This is indeed an indication of how important these markets have become in the recent years with the evolution of new age consumers.
Retail Sector in India Changing gears

Retail in India is seen as sunrise industry next to IT. Retailing in India can be classified under two broad headings: Organised and Unorganised currently, the size of Indian retail sector is US$ 328 billion with unorganised retail accounting for a lions share of the market. Organised retailing contributes to
1 BANGALORE SCHOOL OF BUSINESS
roughly around 4% of the whole market. The top ten cities account for 96% of total organised retail, of which the top six cater to 82%.
1.2 Industry profile

a. Origin and development of the Industry.
Retailing consists of the sale of goods or merchandise from a fixed location, such as a department store, boutique or kiosk, or by post, in small or individual lots for direct consumption by the purchaser.[1] Retailing may include subordinated services, such as delivery. Purchasers may be individuals or businesses. In commerce, a "retailer" buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail establishments are often called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers see the process of retailing as a necessary part of their overall distribution strategy. The term "retailer" is also applied where a service provider services the needs of a large number of individuals, such as a public utility, like electric power. Shops may be on residential streets, shopping streets with few or no houses or in a shopping mall. Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial or full roof to protect customers from precipitation. Online retailing, a type of electronic commerce used for business-to-consumer (B2C) transactions and mail order, are forms of non-shop retailing. Shopping generally refers to the act of buying products. Sometimes this is done to obtain necessities such as food and clothing; sometimes it is done as a recreational activity. Recreational shopping often involves window shopping (just looking, not buying) and browsing and does not always result in a purchase.
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1.2 Industry profile.

b. Growth and present status of the Industry
The growth factors in Indian organized sector are various but it is mainly due to the fact that India's economy is booming. Also, the rise in the working population which is young, pay- packets which are hefty, more nuclear families in urban areas, rise in the number of women working, more disposable income and customer aspiration, western influences and growth in expenditure for luxury items. All these are the factors for the growth in Indian organized retail sector. In fact, India retail industry is the fastest growing industry in India and it accounts for 10% of the country's GDP. In 2006, the retail industry in India amounted to US$ 200 billion and out of this, the organized retail sector in India amounted to US$ 6.4 billion. By 2010, the Indian organized retail sector is expected to rise to US$ 23 billion. In 2003, the Indian organized retailing sector accounted for more than 4.5 million sq. ft of space absorption by malls. Many Indian companies have entered the retail industry in India and this is also a factor in the growth of Indian organized retail sector. Reliance Industries Limited is planning to invest US$ 6 billion in the organized retail sector in India by opening 1500 supermarkets and 1000 hypermarkets. Bharti Telecoms is planning a joint venture worth 750 million with Tesco a global retail giant. Pantaloons is planning to invest US$ 1 billion in order to increase its retail space to 30 million square feet. Such huge investments is also a factor in the growth of the organized retail sector in India. Global retail giants are also entering the retail industry in India and this is also one of the factors in the growth of the organized retail sector in India. The global retail giants who are entering the organized retail sector in India are: 3 BANGALORE SCHOOL OF BUSINESS

Wal- Mart Tesco Carrefour SA Metro AG
The factors for growth in Indian organized retail sector are many and thats the reason behind its massive growth. Growth of Retail Companies in India exhibits the boom in the retail industry in India over the years. The increases in the purchasing power of the Indian middle classes and the influx of the foreign investments have been encouraging in the Growth of Retail Companies in India.
Growth of Retail Companies in India: Overview Growth of Retail Companies in India is still not yet in a matured stage with great potentials within this sector still to be explored. Apart from the retail company like Nilgiri's of Bangalore, most of the retail companies are sections of other industries that have stepped in the retail sector for a better business. The Growth of Retail Companies in India is most pronounced in the metro cities of India, however the smaller towns are also not lagging behind in this. The retail companies are not only targeting the four metros in India but also is considering the second graded upcoming cities like Ahmedabad, Baroda, Chandigarh, Coimbatore, Cochin, Ludhiana, Pune, Trivandrum, Simla, Gurgaon, and others. The South Indian zone have adopted the process of shopping in the supermarkets for their daily requirements and this has also been influencing other cities as well where many hypermarkets are coming up day to day. Reasons for the fast Growth of Retail Companies in India: The retail companies are found to be rising in India at a remarkable speed with the years and this have brought a revolutionary change in the shopping attitude of the Indian customers. The Growth of Retail Companies in India is facilitated by certain factors like existing Indian middle classes with an increased purchasing power Rise of upcoming business sectors like the IT and engineering firms Change in the taste and attitude of the Indians effect of globalization heavy influx of FDI in the retail sectors in India
RECRUITMENT AND SELECTION To get further details on the Growth of Retail Companies in India and other retail chain of companies in India, please browse through the following links: Future Group.(Big Bazar,Brandfactory,Home town,Staples,Pantaloons etc) Reliance Retail Ltd.(Foot print,trends,Time out,Home kitchen, Jewelry,Fresh,Smart,wellness,i-store,Digital etc.) Tata group(Star Bazar,Shopper stop etc) Adity birla group.(More.etc) Lifestyle Nilgiris. Landmark Indus Fila
The Growth Drivers The Indian Retail growth can be attributed to the several factors including

Demography Dynamics: Approximately 60 per cent of Indian population below 30 years of age. Double Incomes: Increasing instances of Double Incomes in most families coupled with the rise in spending power. Plastic Revolution: Increasing use of credit cards for categories relating to Apparel, Consumer Durable Goods, Food and Grocery etc. Urbanisation: increased urbanisation has led to higher customer density areas thus enabling retailers to use lesser number of stores to target the same number of customers. Aggregation of demand that occurs due to urbanization helps a retailer in reaping the economies of scale. Covering distances has become easier: with increased automobile penetration and an overall improvement in the transportation infrastructure, covering distances has become easier than before. Now a customer can travel miles to reach a particular shop, if he or she sees value in shopping from a particular location.
Technology in Retail Over the years as the consumer demand increased and the retailers geared up to meet this increase, technology evolved rapidly to support this growth. The hardware and software tools that have now become almost essential for retailing can be into 3 broad categories. Customer Interfacing Systems
Bar Coding and Scanners Point of sale systems use scanners and bar coding to identify an item, use pre-stored data to calculate the cost and generate the total bill for a client. Tunnel Scanning is a new concept where the consumer pushes the full shopping cart through an electronic gate to the point of sale. In a matter of seconds, the items in the cart are hit with laser beams and scanned. All that the consumer has to do is to pay for the goods.
Payment
Payment through credit cards has become quite widespread and this enables a fast and easy payment process. Electronic cheque conversion, a recent development in this area, processes a cheque electronically by transmitting transaction information to the retailer and consumer's bank. Rather than manually process a cheque, the retailer voids it and hands it back to the consumer along with a receipt, having digitally captured and stored the image of the cheque, which makes the process very fast.
Internet Internet is also rapidly evolving as a customer interface, removing the need of a consumer physically visiting the store.
Operation Support Systems
ERP System Various ERP vendors have developed retail-specific systems which help in integrating all the functions from warehousing to distribution, front and back office store systems and merchandising. An integrated supply chain helps the retailer in maintaining his stocks, getting his supplies on time, preventing stock-outs and thus reducing his costs, while servicing the customer better.
CRM Systems The rise of loyalty programs, mail order and the Internet has provided retailers with real access to consumer data. Data warehousing & mining technologies offers retailers the tools they need to make sense of their consumer data and apply it to business. This, along with the various available CRM (Customer Relationship Management) Systems, allows the retailers to study the purchase behavior of consumers in detail and grow the value of individual consumers to their businesses.
Advanced Planning and Scheduling Systems APS systems can provide improved control across the supply chain, all the way from raw material suppliers right through to the retail shelf. These APS packages complement existing (but often limited) ERP packages. They enable consolidation of activities such as long term budgeting, monthly forecasting, weekly factory scheduling and daily distribution scheduling into one overall planning process using a single set of data.
Strategic Decision Support Systems
Store Site Location Demographics and buying patterns of residents of an area can be used to compare various possible sites for opening new stores. Today, software packages are helping retailers not only in their locational decisions but in decisions regarding store sizing and floor-spaces as well.
Visual Merchandising The decision on how to place & stack items in a store is no more taken on the gut feel of the store manager. A larger number of visual merchandising tools are available to him to evaluate the impact of his stacking options. The SPACEMAN Store Suit from AC Neilsen and ModaCAD are example of products helping in modeling a retail store design.
Investment Opportunities
Potential For Investment: The total estimated Investment Opportunity in the retail sector is around US$ 5-6 Billion in the Next five years. Location: with modern retail formats having made their foray into the top cities namely Hyderabad, Coimbatore, Ahmedabad,
Mumbai, Pune, Chennai, Bangalore, Delhi, Nagpur there exists tremendous potential in two tier towns over the next 5 years.
Sectors with High Growth Potential: Certain segments that promise a high growth are
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Food and Grocery Clothing Furniture and Fixtures Pharmacy Durables, Footwear & Leather, Watch & Jewellery
Fastest Growing Formats: Some of the formats that offer good growth potential are:
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Speciality and Super Market Hyper Market Discount stores Department Stores Convenience Stores and E-Retailing
Supply Chain Infrastructure: Supply chain infrastructure in terms of cold chain and Logistics. Rural Retail: Retail sector offers opportunities for exploration and investment in rural areas, with Corporates and Entrepreneurs having made a foray in the past.
India's largely rural population has caught the eye of retailers looking for new areas of growth. ITC launched the country's first rural mall ' Chaupal Sagar', offering a diverse product range from FMCG to electronics appliance to automobiles, attempting to provide farmers a one-stop destination for all of their needs. There has been yet another initiative by the DCM Sriram Group called the ' Hariyali Bazaar', that has initially started off by providing farm related inputs and services but plans to introduce the complete shopping basket in due course. Other corporate bodies include Escorts and Tata Chemicals (with Tata Kisan Sansar) setting up agri-stores to provide products/services targeted at the farmer in order to tap the vast rural market.
Wholesale Trading: wholesale trading also holds huge potential for growth. German giant Metro AG and South African Shoprite Holdings have already made headway in this segment by setting up stores selling merchandise on a wholesale basis in Bangalore and Mumbai respectively. These new-format cash-and-carry stores attract large volumes from a sizeable number of retailers who do not have to maintain relationships with multiple suppliers for all their needs. Cheap Consumer Credit
Major Formats of In-Store Retailing Format Branded Stores Description Exclusive showrooms either owned or franchised out by a manufacturer. Focus on a specific consumer need, carry most of the brands available The Value Proposition Complete range available for a given brand, certified product quality Greater choice to the consumer, comparison between brands is possible One stop shop catering to varied/ consumer needs. One stop shop catering to varied consumer needs
Specialty Stores
Large stores having a wide variety of products, organized Department into different departments such Stores as clothing, house wares, furniture, appliances, toys, etc. Supermarket Extremely large self-service s retail outlets
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Discount Stores
Stores offering discounts on the retail price through selling high Low Prices volumes and reaping economies of scale
Larger than a supermarket, Low prices, vast sometimes with a warehouse choice available Hyper- mart appearance, generally located in including services quieter parts of the city such as cafeterias. Convenient location Convenience Small self-service formats and extended stores located in crowded urban areas. operating hours. Shopping Malls An enclosure having different formats of in-store retailers, all under one roof. Variety of shops available to each other.
Indian Retail- expanding the number of formats In modern retailing, a key strategic choice is the format. Innovation in formats can provide an edge to retailers. Organized retailers in India are trying a variety of formats, ranging from discount stores to supermarkets to hypermarkets to specialty chains.
Formats Adopted by Key Players in India Retailer Original formats RPG Retail Supermarket (Foodworld) Later Formats Hypermarket (Spencer's)Specialty Store (Health and Glow) Discount Store (TruMart)
Department Store Piramal's (Piramyd Megastore)
Small format outlets Supermarket (Food Bazaar) Pantaloo (Shoppe) Hypermarket (Big Bazaar) n Retail Department Store Mall (Central) (Pantaloon) K Raheja Department Store
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Supermarket (TBA)
Group Tata/ Trent
(shopper's stop) Specialty Store (Crossword) Department Store (Westside)
Hypermarket (TBA) Hypermarket (Star India Bazaar) Hypermarket (TBA)
Landmar Department Store k Group (Lifestyle) Others
Discount Store (Subhiksha, Margin Free, Apna Bazaar), Supermarket (Nilgiri's), Specialty Electronics
1.2 Industry Profile C. Future of the Industry:
Reliance Retail: investing Rs. 30,000 crore ($6.67 billion) in setting up multiple retail formats with expected sales of Rs. 90,000 crore plus ($20 billion) by 2009-10. Pantaloon Retail: Will occupy 10 mn sq.ft retail space and achieve Rs.9,000 crore-plus ($2 bn) sales by 2008. RPG: Planning IPO, will have 450-plus Music World, 50-plus Spencer's Hyper covering 4 mn sq.ft by 2010. LIFESTYLE :Investing Rs.400 crore-plus ($90 mn) in next five years on Max Hypermarkets & value retail stores, home and lifestyle centres. Raheja's: Operates Shoppers' Stop, Crossword, Inorbit Mall, and 'Home Stop' formats. Will operate 55 "Hypercity" hypermarkets with US$100 million sales across India by 2015. Piramyd Retail: Aiming to occupy 1.75 million sq.ft retail space through 150 stores in next five years. TATA (Trent Ltd.): Trent to open 27 more stores across its retail formats adding 1 mn sq.ft of space in the next 12 DLF malls. Titan industries to add 50-plus Titan and Tanishq stores in 2006.
Foreign Direct Investment Policy In Retail

Foreign Direct Investment (FDI) to the extent of 100 per cent in Cash and Carry Wholesale formats. Franchisee arrangements are also permitted in retail trade. Single Brand Products: FDI upto 51 per cent is permissible in the retail trade of single brand products subject to the following conditions.
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Products to be sold should be of a 'Single Brand' only. Products should be sold under the same brand internationally. 'Single Brand' product retailing would cover only products, which are branded during manufacturing.
Chapter.2 Profile of the Organization.
2.1 Origin of the Organization

Reliance Retail introduced its new sub-format - Reliance Trends in Bangalore today. Reliance Trends is the second sub-format of Reliance Home Store Limited format. The first one is Reliance Living Home ware, a household utilities specialty sub-format that was introduced at Aurangabad a fortnight ago. Over the next few months, RRL intends to open two other Home Kitchens stores in Bangalore. RRL is testing the waters for this format with these three stores and based on the acceptance will take Reliance Trends pan India. Once all the three stores have opened, RRL plans to start a campaign on niche print and through ground events. A mass media communications campaign will be planned depending upon the performance of these pilot stores. Through the Home Kitchens sub-format, RRL offers its own brand Elegant Kitchens and has tied up with leading international manufactures to offer kitchen solutions at affordable prices. Since November 2006 when RRL launched its first retail store, the company has opened 600 stores in 57 cities in 12 states covering 12 different formats on over 3.7 million square
Launched Indias 1st national player in the kitchen industry RELIANCE KITCHEN Reliance Retail Ltd. Reliance Retail is the retail business wing of the Reliance business. Many brands like Reliance Fresh, Reliance Footprint, Reliance Time Out, Reliance Digital, Reliance Wellness, Reliance Trendz, Reliance AutoZone, Reliance Super, Reliance Mart, Reliance iStore, Reliance Trends Ltd, and Reliance Jewel come under the Reliance Retail brand.
Products Reliance Industries Limited has a wide range of products from petroleum products, petrochemicals, to garments (under the brand name of Vimal), Reliance Retail has entered into the fresh foods market as Reliance Fresh and launched a new chain called Delight Reliance Retail and NOVA Chemicals have signed a letter of intent to make energy-efficient structures. The primary business of the company is petroleum refining and petrochemicals. It operates a 33 million tonne refinery at Jamnagar in the Indian state of Gujarat. Reliance has also completed a second refinery of 29 million tons at the same site which started operations in December 2008. The company is also involved in oil & gas exploration and production. In 2002, it struck a major find on India's eastern coast in the Krishna-Godavari basin. Production from this find is expected to start by the third quarter of 2008.
Founder of the Reliance Industries. Reliance Industries Ltd. History of Company 1973 - On 8th May the company was incorporated in Karnataka state as a public limited company under the name Mynylon Ltd. to manufacture synthetic blended yarns and fabrics, polyester filament yarn, polyester
glass shells and colour TV picture tubes. 1975 - On 28th June this company was converted into a public limited company. - On 11th February 1966 a company by name of Reliance Textiles Industries Pvt Ltd was incorporated in Maharashtra. It established a synthetic fabrics mill in the same year at Naroda in Gujarat. - On 1st July, Reliance Textile Industries Ltd, was amalgamated with Mynylon Ltd.
1977 - With effect from 11th March 1st the name of Mynylon Ltd was changed to Reliance Textiles Industries Ltd. The company manufactures synthetic blended yarns and fabrics polyester filament yarn polyester staple fibre chemicals and allied products colour TV glass shells and colour TV picture tubes. The Company's yarns are marketed under various brand names such as Texalit, Textron, Texlene, Poly dyed and polytwist. The company's fabrics are marketed under the brand name "VIMAL". - On November Dhirajlal H Ambani and Natvarlal H Ambani along with some other existing shareholders offered for sale at par to the public. 28,20,000 equity shares of the Company in order to get the shares of the company listed on the stock Exchange at Mumbai. 1979 - During the year Sidhpur Mills Co. Ltd which has an installed capacity of 38,368 spindles and 490 looms was amalgamated with the company. In terms of the scheme of amalgamation, the company was to issue and allot for every one equity share of Rs. 100 each of Sidhpur, 2 equity shares of Rs.10 each and one bond of Rs.80 of the company. - The Company allotted a total of 1,12,000 No. of equity shares of Rs 10 each and 35,000 - 11% bonds of Rs 80 each to the shareholders of Sidhpur Mills. 1980 - Company was set up Polyestr Filament Yarn Plant at Patalganga in Raigad district of Maharashtra with the financial and technical
collaboration with E.I Du Pont De Nemours & Co; USA. - The Company received a letter to intent from the manufacture of 10,000 tonnes per annum of polyester filament yarn. Financial and technical collaboration was finalized with E.I. Du Pont De Nemours & Co., U.S.A. 1982 - 5,50,000 - 13.5% Pref. shares issued as Rights to equity share holders. 19,20,000 equity shares issued to debentureholders (Series III) as per the terms of that issue. 815 No. of equity shares allotted out of the Rights issue of 1981. 1983 - 111,56,741 Bonus Equity shares issued in propn. 3:5. 64,00,000 No. of Equity shares of Rs 10 each issued in part conversion of debs. (iv series) on 30.9.1983. 1984 - 101,24,675 No. of Equity shares allotted conversion of non-convertible portion of debentures of Series I, II, III and IV of the total value of Rs 7231.92 lakhs in prop. 1:4. Equity shares of Rs 10 each for every Rs 100 of debentures (100,28,359 shares in 1984 and 96,316 shares in 1985). 53,33,333 No. of equity shares issued (prem. Rs 40 per share) on part conversion of È' Series debentures as on 30.4.1985. Rate of dividend on 13.5% pref. shares increased to 15% effective from 16.5.1984. 1985 - A letters of intent were received for the manufacture of 50,000 tonnes per annum of high density polyethylene (HDPE) and 1,00,000 tonnes per annum of poly vinyl chloride (PVC). Technical collaboration agreements were signed with Du Pont for HDPE and with B.F. Goodrich & Co., for PVC. Steps were also taken to set up a project for the manufacture of mono ethylene glycol (MEG), a basic raw material required for the polyester industry. A Collaboration agreement was entered into with Scientific Design company, New York for this project. - The Company installed an additional capacity of 15,125 tonnes per annum of polyester yarn. - With effect from 1st October the running business of the Sidhapur unit was taken over by Devti Fabrics Ltd, is a subsidiary of the company. - The name of the company was again changed from Reliance Textiles
Industries Ltd to Reliance Industries Ltd with effect from 27th June. - On 30th September Devti Fibres Ltd became a subsidiary of the company. Trishna Investments and Leasing Ltd., Reliance Industrial Investments & Holdings Ltd., Reliance Petroproducts Ltd. also subsidiaries of the Company. - Steps were in progress for implementing a project for the manufacture of purified terepthalic acid with a capacity of 75,000 tonnes per annum in technical collaboration with Imperial Chemical Industries UK and UOP Processes International Inc. USA. This plant was commissioned during the year. 1986 - On March a plant for the manufacture of Polyster Staple Fibre was commissioned in technical collaboration with F.I DU Pont De Nemours and Co. USA. - During the same year company set up a project for the manufacture of linear alkyl benzene in technical collaboration with UOP Processes International Inc. USA. - As a measure of diversification the company undertook to set up a project for the manufacture of 50,000 tonnes per annum of linear alkyl the manufacture of 50,000 benzene in technical collaboration with UOP Processes International Inc., U.S.A.
1987 - Three letters of intent were converted into industrial licenses. Subsequent to 30th June, all these industrial licenses were transferred to Reliance Petrochemicals, Ltd., a company incorporated as a subsidiary of the company. - 689,65,480 No. of Equity shares allotted (prem. Rs 62.50 per shares) in conversion of `G' series debs. Out of which 660,30,100 shares allotted in respect of earlier conversion of debs. 300,00,000 Rights shares than issued (prem. Rs 50 per share; prop. 1:4) (all were taken up 14,60,000 additional shares were allotted to retain over-subscription for rights. Along with the Rights issue, 14,00,000 No. of Equity shares were offered to employees at a prem. off Rs 50 per share (under Employees Stock Option Scheme) but only 1,11,695 shares taken up. The balance 12,88,305 shares allowed to lapse.
1988 - Linear Alkyl Benzene Project was commission on the second quarter of the year. LAB is sold under the brand name "Relab". 1989 - During the year approval was received under the board branding scheme for the manufacture of 15,000 tonnes per annum of PFY under the description PSF/PFY with in the licensed capacity PSF. 1990 - During the year pursuant to the policy announced by Govt. regarding minimum economic scale, the company embarked upon expansion of PTA capacity from 1,00,000 tonnes to 2,00,000 tonnes per annum. The project is being undertaken in technical collaboration with John Brown Engineers & Constructors Ltd. UK. - During the year the company entered into a Memorandum of Understanding with West Bengal Industrial Development Corporation Ltd. for setting up a joint sector project for the manufacture of 15,000 tonnes per annum of polyester filament yarn. In December a joint sector agreement was entered into for setting up a new company
1991 - A technical collaboration agreement for 10 years was entered into with Stone And Webster Engineering Corporation USA for production of 4 lakh TPA of ethylene, 1.95 lakh TPA of propylene and 1.20 lakh TPA of mixed C4 stream. - During the period company commissioned its 1,00,000 TPA Ethylene Oxide and Mono Ethylene Glycol plant at Hazira. - In Series - `H' Debentures, 304,00,000 - 12.5% secured redeemable partly convertible debentures of Rs 150 each offered on Rights basis in the proportion 1 debenture: 5 equity shares held. Additional 45,60,000 debentures were allotted to retain over subscription. 15,20,000 debentures were offered to employees' on an equitable basis. Only 15,00,000 debentures taken up. The unsubscribed portion of 20,000 debentures were allowed to lapse. Rs 55 of the face value of each debenture was to be converted into 1 equity shares of Rs 10 each at a premium of Rs 45 per share at the end of 18 months from the date of allotment. Remaining Rs 95 of the face value of each debenture was to be redeemed at par on the expiry of 10 years from the date of allotment.
- In Series - `J' Debentures 76,00,000 - 14% secured redeemable nonconvertivle debentures of Rs 150 aggregating to Rs 114 crores attached with a detachable warrant, to the equity shareholders on rights basis in the proportion of one debenture for every 20 equity shares held. Additional 11,40,000 debentures were allotted to retain over subscription. The debentures of Rs 150 would be redeemed on the expiry of 10 years from the date of allotment. - In Series - `K' Debentures 265,50,000 - 17.5% Secured redeemable nonconvertible debentures of Rs 100 aggregating Rs 265.50 crores to the equity shareholdes on Rights basis in the proportion of 1 debenture for every 6 equity shares held. These debentures would be redeemed on the expiry of 10 years from the date of allotment. In 1991-92, RIL commissioned a petrochemicals unit to manufacture HDPE and PVC at Hazira, Gujarat, in technical collaboration with DuPont and BF Goodrich respectively. 1992 - With effect from 1st March Reliance Petrochemicals Ltd. was merged with the Co. As per the scheme of amalgamation, 1 equity shares of RIL was issued against 10 equity shares held in Reliance Petro Chemicals Ltd. - The PFY unit introduced a wide range of value added products including textured, twisted, high twisted dyed yarn. Approvals were received from the Government towards acquisition of 2 Suez-Max crude oil tankers.
- 13% Pref. shares fully paid-up. 183,99,935 No. of Equity shares allotted till date as again 92,00,000 Global depository shares 749,40,440 No. of Equity shares allotted shareholders of erstwhile Reliance Petroleum Ltd., under Scheme of Amalgamation. 1993 - The PFY division introduced two new products viz., Micro and multifilament yearn. Several new and customized product range was introduced such as ultra-stabilized raffia grade, high flow injection moulding grade and high ESCR blow moulding grade. - On May 27 the company offered 92,00,000 GDS representing 184,00,000 shares. - The company undertook to expand the captive power capacity at Hazira as well as set up new captive power plants at Naroda and patalganga. On completion of these project, an addition of 150 MW of power was to be added, increasing the total installed captive power plant capacity to 350
MW. - The Company proposed to set up a caustic chlorine plant with a capacity of 1,98,000 TPA of chlorine, 2,34,000 TPA Caustic Soda plant at Hazira for manufacture of ethylene di-chloride (EDC). - The Company was awarded the medium sized discovered oil and gas fields for exploration and production. - 364,60,000 No. of Equity shares allotted on part conversion of `H' Series debenture 100,05,586 No. of equity shares allotted again warrants issued. 3,16,667 shares allotted to SCICI on conversion of loans 103,16,027 shares allotted underlying. 127,66,000 GDS issued on 15.2.94 of which 81,66,571 shares yet to be allotted. 1994 - Company issued 60,00,000 - 18% non convertible secured redeemable debentures of Rs.100 each on private placement basis with financial institutions. - A new product Octene LLDPE was introduced. - The Company undertook steps to de-bottlenecking its existing facilities and modernize the Control and Automation system. It was also proposed to set up a 5,000 TPA of FDY plant plant at Patalganga. In the fibre intermediate business, the Company undertook to set up a World Size PTA plant of 3,50,000 TPA at Hazira. A new plant to produce 1,20,000 TPA of MEG was to be set up adjacent to its existing capacity. It also proposed to increase the polyvinyl chloride capacity to 30,000 TPA.
1995 - On January the company issued 82,50,000 14% secured redeemable non convertible debentures of Rs.100 each on a private placement basis with financial institutions, banks/bodies corporate. - On 23rd January, the Company allotted 600,00,000 - 14% Secured redeemable non-Convertible debentures with detachable Warrants of Rs. 12.50 each. - During the year company commissioned a new Triethylene Glycol manufacturing factory with a capacity of 10,000 TPA to add value to Diethylene Glycol (DEG), a by product from its Monoethylene Glucol plant. TEG is an import substitute used in oil exploration, lubricants and speciality application.
- During the year company has an unincorporated joint venture with Enron & ONGC to develop Pann, Mukta and Tapti fields. - During June, the Company allotted 995,75,915 No. of equity shares of Rs 10 each to the erstwhile shareholders of Reliance Polypropylene Ltd. (RPPL) and Reliance Polyethylene Ltd. (RPEL) in the ratio of 30 equity shares of Rs 10 each for every 100 equity shares of Rs 10 each held in RPPL and 25 equity shares of Rs. 10 each of the Company for every 100 equity shares of Rs 10 each held in RPPL. - During the year company signed a Memorandum of Understanding with the Govt. of Assam for implementation of RAPL (Reliance Assam Petrochemicals Ltd.) for manufacture of 3,00,000 TPA of ethylene, 3,00,000 TPA of Polyethylene and 65,000 TPA of Oxoalchol based on ethylene and propylene products from the gas cracker. - Reliance Industries Ltd.(RIL), has tied up with United Oil processing Company of the US, for production of paraxylene at Jamnagar. - In 1995-96, it entered the telecom industry through a joint venture with Nynex, US. RIL is India's largest private sector enterprise, is a major player in the Indian petrochemicals sector. 1996 - The company commissioned 3,50,000 tpa PTA Plant. - Reliance Telecom has struck a deal with US-based telecommunications giant Motorola to set up the cellular network in the secured circles. A letter of intent had been singed by both the companies in October. - During the year Co. completed debottelenecking of the PVC plant and increased capa - During the year Co. commissioned new 1,60,000 TPA. -PSF plant based on DuPont technology the PET bottle grade resin plant of 80,000 TPA capacity received technological assistance of SINCO Engineering Italy. - During the same period company commissioned the 1,20,000 TPA MEG project using ABB Lummus crest, Netherland's techology. And the NGL/Naptha gas cracker palnt using technology of stone & webster USA, neared mechanical completion. - During the year the company commissioned 60,000 tpa PYF capacity at Hazira. And a 350,000 tpa capacity polypropylene fully computerised plant was commissioned during 96-97. - During the year company commissioned the largest multified carbon plant to produce 7,50,000 tpa of ethylene, 365,000 tpa of propylene and
over 10,00,000 tpa of anomatics and other products. - During the year company constructed a cost effective infrastructure commissioning of 1 single point mooring system, 3 jetties. It has 1 ocean going tanker, 4 ocean going vessels for liquefied gases and 5 tugs. The expansion is resigned to handle Ethylene, Propylene, EDC, VCM, LPG, Butenes, MEG, PXBZ & Naphtha. - During the same year company undertook to implement 3 independent power projects in separate entities with a total power generating capacity of 1331 MW at Patalganga, Bawana, Jamnagar. - 15% Pref. shares redeemed. 7,908 shares out of these meant for amalgamation issued. 14% Pref. CR redeemed. - During the period Reliance Industries Limited, is to tie-up with Nynex Corporation to jointly bid for the licenses to operate basic and cellular telecom networks throughout India. - Reliance Industries Ltd., has tied up with the $ 16-billion Baby Bell telecom company from the US, the Nynex. The combine will bid for basic and cellular mobile telephone service with the Department of Telecommunications. - The company was awarded four separate exploration blocks. 1997 - Enron Oil Gas, the joint venture partner and operator presented a proposal to Tapti Consortium participants seeking approval of a new development plant for Tapti gas fields by which the volumes could reach 17 million standard cubic meters during 2000 if the plan was approved. - During the year Co. commissioned an 80,000 tonnes bottle grade PET Chip plant at Hazira manufacturing complex. The chips was marketed under the brand name "Relpet". - The company commissioned a new 3,50,000 tpa PTA manufacturing facility based on ICI, UK technology. - The Company proposed to set up two more plants one PP plant with capacity of 4,00,000 tpa and these paraxylene plants with an aggregate capacity of 1.4 million tpa. - Company has set up a refinery at village Motikhvdi, Gujarat under the name Reliance Petroleum Ltd. Reliance along with its subsidiary Reliance Industrial Investments & Holdings Ltd. hold 39% of the paid up equity
capital of Reliance Petroleum on a fully deluted basis. - Reliance undertook to make significant investments in Reliance Petroleum Ltd., for setting up of the grass root refinery at Jamnagar, Gujarat. - 46,60,90,452 bonus equity shares allotted 7289149 No. of equity shares allotted at conversion of debentures and reissue of forfeited shares. - Reliance Industries Ltd. (RIL) has successfully commissioned its third 30,000 tonnes per annum (tpa) polyester filament yarn (PFY) plant at Hazira in Gujarat. The capacity at the Hazira plant is being further extended to 120,000 tpa of PFY by setting up another 30,000 tpa plant shortly. - Bharti Telenet and Reliance were awarded letters of intent for Madhya Pradesh and Gujarat circles respectively. - Reliance Industries will commission the world's largest grass-root singlestream multi-feed cracker plant. - The Reliance Industries Ltd. (RIL) has achieved the distinction of becoming the first company in the country to undertake security audit in the interest of its investors. - Reliance Industries Limited has commissioned its second Mono Ethylene Glycol plant based on Shell process, with a capacity of 120,000 tonnes per annum, at its Hazira Petrochemicals Complex. - The National Securities Depository Ltd. (NSDL) and Reliance Industries Ltd. are embarking on a joint marketing effort to issue RIL bonus shares in the demat form. - RIL was one of the first companies to join the depository and by issuing bonus shares through the demat form, investors will be assured of clean securities. - Around 57 lakh euro-convertible bonds of Reliance Industries Ltd. were converted into equity shares ahead of the book-closure for the 1:1 bonus issue on November 29. 1998 - For the first time Reliance Industries is entering the health-care sector with an initial investment of Rs.100 crore. It has become joint trustees of Sir Hurkisondas Nurrotumdas Hospital at Charni Road in Mumbai.
- Reliance Industries, India's largest private sector company, has undertaken a major initiative on corporate governance, under which it has accorded a vital role to its non-executive directors. - Reliance Industries Ltd (RIL) founder and chairman Dhirubhai Ambani was awarded the prestigious the Dean's medal by the Wharton school (University of Pennsylvania) at a glittering ceremony in Mumbai on 15th June. - Reliance Industries Ltd (RIL) has won the runner up award in the Best emerging market company investor relations category for 1998 instituted by UK's Investor Relations Magazine in association with Financial Times. Reliance is the first and only Indian company to have received this prestigious award and the only Asian company to get this award in the emerging markets category. - Reliance Industries Ltd (RIL) has struck an understanding with the US based engineering firm Carter burgess Ltd to undertake projects in the road sector through the joint venture route. In the proposed joint venture, reliance will have the majority stake. - RIL had entered into a 50:50 joint venture with Hoechst Fibres (a part of Hoechst AG, Germany) to manufacture aide range of polyester technical fibres. - The Chennai High Court has declined to interfere with the award of the Rs 15,000-crore private power project at Jayamkondam in Tamil Nadu to Reliance Industries Ltd (RIL) by the State Industrial Development Corporation (TIDCO). - 65,00,000 Red. Pref. shares of Rs. 100 each issued. 1999 - The Company undertook the commissioning of its jamnagar petrochemicals complex. - Reliance Industries Ltd, is currently setting up a Rs 5,550 crores petrochemical complex at Jamnagar. - The un-incorporated joint venture between Reliance Industries, Oil and Natural Gas Corporation (ONGC) and the US-based multinational Enron Oil and Gas has submitted a proposal with the union petroleum ministry for a four-fold increase in its gas . - Reliance Industries Ltd (RIL), India's largest private company, has chalked out a capital allocation framework to enhance shareholder value
and ensure profit growth and capital productivity. - Once again Reliance Industries Limited (RIL) is in the international limelight. RIL been named as one of the World's 100 best-managed companies for the year 1999 by Industry Week (IW), a leading US magazine. - During 1999-2000, the company completed its integrated jamnagar complex, in a record period of less then 3 years. 2000 - Reliance has been ranked the second largest producer of POY and PSF in the world, and the largest polyester manufacturer in India, with a marketshare of 51 %. - Reliance is setting up a new venture for e-commerce related services and has roped in National Stock Exchange's head of market operations, derivatives, IPO and membership Ashishkumar Chauhan for piloting the new project. - Reliance Industries Ltd to sign PSCs for exploration blocks in West Coast. - Reliance Industries Ltd. to buy back shares up to Rs.1,100 crore at Rs.303. - The US-based Eastman Chemical Company signed MoU with Reliance Industries, to develop the market for Spectar copolymer and Eastar PETG copolyester in India. - Reliance and Malaysia's Petronas have signed an agreement with National Iranian Oil Co. to set up a 7.5 million-tonne per year liquefied natural gas plant in Iran, industry. - The Company has informed that, Reliance Power Ventures Ltd., a wholly owned subsidiary of the company, propose to acquire an aggregate of 2,75,45,133 fully paid equity shares of BSES of face value of Rs. 10/- each at a price of Rs. 234/- per fully paid-up equity share. - Reliance Power Ventures, a wholly-owned subsidiary of Reliance Industries. - Reliance Industries' internet service brand "Only Smart" was launched in Calcutta. - The Karnataka Government and Reliance Industries have set in motion a
joint venture in e-governance to start 7,500 info kiosks all over the State. - The Company has acquired 100 acres at Patalganga to set up the proposed 447power . - Issue of equity linked warrants under Employees Stock Option Plan. - Reliance Industries Ltd to set up a world-class Indian Institute of Information Technology. - Reliance Industries Ltd. is set to consolidate the financials' of BSES Ltd. under its own income statement from the second quarter of this fiscal. - The board has issued 5,26,87,851 equity-linked warrants under the ESOP in accordance with the resolutions passed at the company's 26th AGM. - Reliance Industries Ltd is the first private sector Indian company to find a place in the Forbes' International list of the 800 largest non-US companies, published in the current edition of the magazine. - The Company has been selected as one of the "World's 100 bestmanaged companies" for the Year 2000. - Reliance Industries Ltd (RIL) has topped in mobilisation through debt private placements during the first quarter of the current fiscal. - The Company executive director Nikhil R Meswani has been elected as president of Associaton of Synthetic Fibre Industry. - Credit rating agency Crisil has assigned the highest safety rating of ÀAA' to the Rs 500 crore non-convertible debenture issue of the company. - Reliance Industries is set to take over the polyester business of JCT in a deal valued at Rs 492 crore. - Reliance Industries Ltd was completing the Assam Gas Cracker Project within 44 months on finalisation of Gas Supply Agreement with Oil India Ltd and ONGC/GAIL, and the handing over possession of land at Lepetkota in Dibrugarh district. - Reliance has formed a joint venture with Andhra Pradesh Technological Services to set up 7,500 Internet kiosks across Andhra Pradesh to provide
electronic governance to rural areas. - Switzerland for the manufacture of high density polyethylene and develop new grades . Reliance has been awarded the entertainment centre property in Mumbai's upscale Bandra-Kurla commercial complex.
- Reliance holds a 30% interest in an unincorporated joint venture with Enron and ONGC, to develop the proven Panna, Mukta and Tapti (PMT) oil and gas fields. Enron has a 30% share and ONGC the balance 40% share. 2001 - During FY 2000-01, Reliance was, in a 90:10 consortium with Niko Resources of Canada, awarded 12 new exploration blocks by the government through a process of competitive international bidding. - Reliance Industries and RPG have envisaged interest in setting up a convergence network in industrial township of greater Noida. - In April 2001, RIL successfully completed the first phase of a comprehensive restructuring plan for its textiles business located at Naroda, near Ahmedabad in the state of Gujarat, which presently contributes 1% of RIL's total revenues. - Fitch Ratings India Ltd. has assigned Ìnd AAA' rating to the Rs 5,000crore non-convertible debentures of the Company. - Reliance Industries has acquired an equity stake in five of Tullow Oil's blocks in Gujarat and Andhra Pradesh. - Reliance Industries has signed a memorandum of associatin with National Iranian oil and BP to undertake a $10 million easibility study to develop an LNG project in southern Iran. - Reliance Industries has entered into an alliance with Bangalore-based Indus League for the manufacture of its sole branded garment, Reance. - The Company has extended the share buyback programme for one more year as it has not bought back any shares during the current buyback period. -Reliance Industries has raised its stake in Larsen & Tourbo from 0.38 percent to 2.87% - It has increased its stake in equity share capital of BSES, an electirc
utility company, through open offer to 27%. Further it has announced the largest share buy back of Rs 1,100 crore at a maximum price of Rs 303 per share. - Reliance Industries will invest Rs 1,500 crore ($300 million) in oil and gas explo. - RIL has obtained ISO 9002 certification from BVQI for its Patalganga and Hazira complexes. RIL is the first private sector company in India to be rated by the international credit rating agencies. - Reliance is the world's third largest producer of paraxylene (PX), and the world's fourth largest producer of PTA. Within the country, Reliance is the largest manufacturer of PX, PTA and MEG, with a marketshare of over 80%. - Reliance is the largest producer of polymers in the country with a marketshare of 52%. Reliance has a capacity of nearly a million tonnes per year of polypropylene (PP), 400,000 tonnes per year of polyethylene (PE) and 300,000 tonnes per year of polyvinyl chloride (PVC). -In Nov. 2001, Reliance Industries sold its just over 10% equity stake in Larsen & Toubro, the second largest player in the cement industry, to Grasim Industries for Rs 766.5 crore. The divestment of the L&T stake is in consonance with its declared objectives of unlocking value from its investments, in the interests of maximising overall shareholder value. 2002 - In Jan. 2002, Reliance Petroinvestments has become a subsidiary of the company, while Reliance Life Insurance Company and Reliance General Insurance Company have ceased to be subsidiaries of the company. - In March 2002, the Board approved the proposal for amalgamation of Reliance Petroleum Limited (RPL) with the Company. The proposed Scheme of Amalgamation provides that the amalgamation will take effect from the Appointed Date i.e. April 1, 2001. All assets,liabilities and obligations of RPL will vest in the company w.e.f from the said appointed date. - Shareholders of Reliance Petroleum Ltd on April 15 approved the merger of RPL with Reliance Industries Ltd at a meeting held in Jamnagar and convened under the orders of the Gujarat High Court. - Reliance Industries acquires 26% state & management control in Indian
Petrochemicals Corporation Ltd. (IPCL) by paying Rs 1490.84 crore to Government of India. 2003 - Discovers gas it its offshore exploration in Gujarat - Finds more gas in Block D6 in the deep waters of Krishna Godavari Basin - Shuts down the aromatics plant at Jamnagar, Gujarat - Company's Hazira manufacturing unit gets IMC-Bajaj quality award 2002 - Discovers fourth gas in KG-basin - Unveils two improved lines of acrylic fibres - Anil Ambani appointed as BSES MD - Reduces stake in BSES from 55% to 49.5% and BSES ceases to be subsidiary of the company due to the disinvestment - Revises reserves of gas in Krishna Godavari Basin to 10.45 trillion cubic feet - Signs pact with Council of Scientific and Industrial Research (CSIR) to create breakthrough technology in key areas from laboratory to commercial scale wherein the company will be offered the first right to the IPR (intellectual property right) for commercial development - Ties up with DuPont Polyester Technologies (DPT) for the research and development (R&D) of the advanced polyester process and product technologies in India - Foreign Institutional Investors (FIIs) convert 24 million shares of the company into Global Depository Receipts (GDRs) - Strikes substantial gas reserves in Shahdol, Madhya Pradesh
- Oil discovered in RIL's exploration block 9 in Yemen in which the company holds 20% shares - Global rating agency Moody's changes the outlook on debt securities of the company from negative to stable.
-Anil Ambani, Vice Chairman & Manading Director, voted as MTV Youth Icon of the Year Initiated the work on deep-water exploration block, KGD6, in the Krishna-Godavari basin off the Andhra Pradesh coast. -RIL bags fourth slot among `Top 10' in Asiamoney's corporate governance poll on Asian companies in the energy sector. And joined the club of a select few Asian companies and is the only Indian private sector enterprise to find a place in the `Top 5' in the energy sector category -Mukesh Ambani, chairman and managing director (CMD), donates $2 million to health programmes of the International Federation of Red Cross (IFRC) and Red Crescent Societies -Reliance exhorts NTPC Kayamkulam plant transplantation to Kakinada -Reliance occupies top slot in oil exports 2004 -Munich Re throws away Reinsurance JV program with RIL -Reliance Industries Associate signs MOU with National Organic Chemicals Industries Limited (NOCIL) fo taking over its petrochemicals & plastic products division -IPCL picks up gas from Petronet LNG -Reliance Industries Ltd has informed that FLAG Telecom on January 12, 2004 announced that the Company (FLAG Telecom) has amalgamated with Reliance Gateway -Reliance Jamnagar refinery voted best among 50 refineries worldwide -Gujarat gives away Gujarat Garima Awards to Tata, Ambani -Reliance Industries Limited (RIL) has increased the capacity of its Jamnagar refinery to 33 million tonnes from 30 million tonnes. -Mukesh Ambani ranks 40th in the world business leaders -Reliance join hands with Gail for Indo-Iran natural gas pipeline project
-Reliance Industries Ltd has bagged a National Thermal Power Corporation (NTPC) order to supply 3 million tonnes of natural gas per annum for the latter's proposed 1300-MW power stations at Kawas and
Gandhar in Gujarat for seventeen years -RIL chairman wins Asia Society Leadership award -RIL, IOC inks deal for petro goods offtake -Reliance Industries announced that it had acquired Trevira, a polyester company in Germany, for around Rs 440 crore (E80m), taking it closer to the position of the world's largest polyester maker -RIL appoints Parthiv Patel as sports executive -Reliance Industries takes over NIS Sparta -Reliance join hands with Temasek for $200 mn Power Fund -Reliance picks up Nasscom IT Excellence Award -RIL gets `Petrochemicals Company of the Year' award for 2004 2005 -RIL partners with Vivada for sale of diesel to fishing trawlers and boats -Reliance Industries Ltd was awarded the Ìnternational Refiner of the Year' 2005 at the World Refining and Fuels Conference's awards ceremony held in San Francisco on March 10, 2005. -Reliance Industries wins annual '2005 ASTD Best Award' from American Society for Training & Development -Reliance Industries wins two National Energy Conservation awards
2.2 Growth and development of the Organization

Growth through Value Creation With a vision to generate inclusive growth and prosperity for farmers, vendor partners, small shopkeepers and consumers, Reliance Retail Limited (RRL), a subsidiary of RIL, was set up to lead Reliance Groups foray into organized retail. With a 27% share of world GDP, retail is a significant contributor to overall economic activity across the world. Of this, organized retailing contributes between 20% to 55% in various developing markets. The Indian retail industry is pegged at $ 300 billion and growing at over 13% per year. Of this, presently, organized retailing is about 5%. This is expected to grow to 10% by 2011. RRL has embarked upon an implementation plan to build state-of-the-art retail infrastructure in India, which includes a multi-format store strategy of opening neighbourhood convenience stores, hypermarkets, specialty and wholesale stores across India. RRL launched its first store in November 2006 through its convenience store format Reliance Fresh. Since then RRL has rapidly grown to operate 590 stores across 13 states at the end of FY 2007-08. RRL launched its first Reliance Digital store in April 2007 and its first and Indias largest hypermarket Reliance Martin Ahmedabad in 2007 (Reliance Trends), footwear (Reliance Footprints), jewellery (Reliance Jewels), books, music and other lifestyle products (Reliance Timeout), auto accessories and service format (Reliance Autozone) and also an initiative in the health and wellness business through Reliance Wellness. In each of these store formats, RRL is offering a unique set of products and services at a value price point that has not been available so far to the Indian consumer. Overall, RRL is well positioned to rapidly expand its existing network of 590 stores which operate in 57 cities. During the year, RRL also focused on building strong relationships in the agri-business value chain and has commenced marketing fruits, vegetables and staples that the company sources directly to wholesalers and institutional customers. RRL provides its customers with high quality produce that has better shelf life and more consistent quality than was available earlier. RRL has made significant progress in establishing stateof-the-art staples processing centres and expects to make them operational by May 2008. Through the year, RRL also expanded its supply chain infrastructure. The Company is fully geared to meet the requirements of its rapidly growing store network in an efficient manner.
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2.3
Present Status of the Organization
Reliance Industries Limited (NSE: RELIANCE) is India's largest private sector conglomerate (and second largest overall) with an annual turnover of US$ 35.9 billion and profit of US$ 4.85 billion for the fiscal year ending in March 2008 making it one of India's private sector Fortune Global 500 companies, being ranked at 206th position (2008). [1] It was founded by the Indian industrialist Dhirubhai Ambani in 1966. Ambani has been a pioneer in introducing financial instruments like fully convertible debentures to the Indian stock markets. Ambani was one of the first entrepreneurs to draw retail investors to the stock markets. Critics allege that the rise of Reliance Industries to the top slot in terms of market capitalization is largely due to Dhirubhai's ability to manipulate the levers of a controlled economy to his advantage.
Though the company's oil-related operations forms the core of its business, it has diversified its operations in recent years. After severe differences between the founder's two sons, Mukesh Ambani and Anil Ambani, the group was divided between them in 2006. In September 2008, Reliance Industries was the only Indian firm featured in the Forbes's list of "world's 100 most respected companies".[2]
Stock
According to the company website "1 out of every 4 investors in India is a Reliance shareholder." See:[2]. Reliance has more than 3 million shareholders, making it one of the world's most widely held stock. Reliance Industries Ltd, subsequent to its split in January 2006 has continued to grow. Reliance companies have been among the best performing in the Indian stock market.
Products
Reliance Industries Limited has a wide range of products from petroleum products, petrochemicals, to garments (under the brand name of Vimal), Reliance Retail has entered into the fresh foods market as Reliance Fresh and launched a new chain called Delight Reliance Retail and NOVA Chemicals have signed a letter of intent to make energy-efficient structures. The primary business of the company is petroleum refining and petrochemicals. It operates a 33 million tonne refinery at Jamnagar in the Indian state of Gujarat. Reliance has also completed a second refinery of 29 million tons at the same site which started operations in December 2008. The company is also involved in oil & gas exploration and
production. In 2002, it struck a major find on India's eastern coast in the Krishna-Godavari basin.
Management
It is headed by Mukesh Ambani, son of late Dhirubhai Ambani.
Subsidiaries
Major Subsidiaries & Associates

[3]
Reliance Petroleum Ranger Farms Limited Retail Concepts and Services (India) Private Limited Reliance Retail Reliance Global Management Services (P) Limited Reliance Biopharmaceuticals Reliance Ghatraj Services Reliance Engineering Associates (P) Limited
Reliance's Oil & Gas find

In 2002, Reliance found natural gas in the Krishna-Godavari basin off the coast of Andhra Pradesh near Vishakapatnam.[4] It was the largest discovery of natural gas in world in financial year 2002-2003. [5]. On 01 April 2009, Reliance Industries (RIL) commenced natural gas production from its D-6 block in the Krishna-Godavari (KG) basin. [6] The gas reserve is 7 trillion cubic feet in size. Equivalent to 1.2 billion barrels (165 million tonnes) of crude oil, but only 5 trillion cubic feet are extractable. [7] On 2008 Oct 8, Anil Ambani's Reliance Natural Resources took Reliance Industries to the Bombay High Court to uphold a memorandum of understanding that said RIL will supply the natural gas at $2.34 per million british thermal units to Anil Ambani. [8]
Reliance Retail
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Reliance Retail is the retail business wing of the Reliance business. Many brands like Reliance Fresh, Reliance Footprint, Reliance Time Out, Reliance Digital, Reliance Wellness, Reliance Trendz, Reliance Autozone, Reliance Super, Reliance Mart, Reliance iStore, Reliance Trendss, and Reliance Jewel come under the Reliance Retail brand.
2.4
Functional Departments of the Organization Reliance Trends Business Head
Operations store head
Installation Head Category Head

New store Opening
Designer Store Manger Trainee Designer Buyer
Merchandises
Finance officer (A)

(B) Site Engineer
Site Engineer
2.5 Organizational structure and Organizational chart
Reliance Industries Ltd. Snapshot Chief Executive Name Business Group Name Incorporation Date Industry Name Listed on Mr. Mukesh D Ambani Ambani Group 08/05/1973 Diversified National Stock Exchange of India Ltd. The Stock Exchange, Mumbai
Reliance Industries Ltd. Name

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Board of Directors Designation

Mr. Nikhil R Meswani Mr. Yogendra P Trivedi Mr. Mukesh D Ambani Prof. Dipak C Jain Mr. Hardev Singh Kohli Prof. Ashok Misra Mr. Hital R Meswani Mr. Ramniklal H Ambani Dr. Dharam Vir Kapur Mr. S Venkitaramanan Mr. Mansingh L Bhakta Mr. Mahesh P Modi Dr. Raghunath A Mashelkar
Executive Director Director Chairman and Managing director Director Executive Director Director Executive Director Director Director Director Director Director Director
Board of Directors - Profile
Mukesh D. Ambani Chairman & Managing Director
Nikhil R. Meswani Executive Director
Hital R. Meswani Executive Director
H.S.Kohli Executive Director
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Ramniklal H. Ambani
Mansingh L. Bhakta
Yogendra P. Trivedi
Dr. D. V. Kapur
M. P. Modi
S. Venkitaramanan
2.6 Product and service profile of the Organization competitors
In the Reliance home store have more and more no of competitors lists are follows :-
In India market Home town is the big competitor which is belongs to Future groups. At@Home which is belongs to Nilkamal group. Prestige belongs to ttk group. Sunflame Venita cusina Aran kitchen world Olive and pine
Ambadas Gilma Berolunoi Aln Above mention company are the big competitors for Reliance home store ltd
2.7 Market profile of the Organization Reliance Home store market profile is increasing these days, day-by-day growth of Reliance home store more and more attracting by reasonable price and we focus on price, Servicing as well as the Installation team (In case of error) and daily maintain the customer separate account. We are using best techniques, technology, science and innovative idea, best hardware, and accessories that makes happy and easy to access able. Store location in different part of the city; easily reach the customer in the store.Today more and more people are familiar about Reliance home store. Reliance Home store
Modular kitchen Framing
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Organized Unorganized Organized Unorganized
Reliance/Hometown Carpenters Carpenters Contractor
Chapter 3 (Discussion on training) 3.1 Student work profile (Roles and responsibility)
Name Chakrabarty Name of the OLC business. Name of the company Date of joining Job timing Designation Trainee Manager Incharge : :
: : :
Shampa Bangalore school of Reliance Retail Ltd.
22-April-2009 : : 10:30a.m to 6:00p.m Management-
Mr. Sriniwas Nori
Presently I am working at the Reliance Trends Store 1) Richmond Circle Road, .Bangalore
3.2 Description of live experiences:
The experiences as a working person in an organization was best experiencesin my life. I learned about how people working in an organization. I will also a great opportunity foe me to work in Reliance Trends, one of the fastest growing retail sector of India. One of the best and a suitable place for learning for the fresher and for the management trainee. It was one of the best experience of my life, working for Reliance Trends. 3.3 Student contribution to Organization
The organization providing me a good learning environment where can I utilize my knowledge, and I pledge to give my best to organization. I have to follow the rules and regulation from the first day it self, which makes me punctuality on time, do the task need fully and with in a time. I contribute by best to the organization; I am very responsible, sincere for my work. From Organization, I learn that Teamwork is highly affected to reach the target.
Finally our H.R. Manager appreciated a lot for the B.S.B students gave thanks, and best regards for future.
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Chapter
(Study of selected Research problem)
An insight into human resources with respect to recruitment and selection

Human resources has at least two meanings depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of three factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firm's organization that deals with hiring, firing, training, and other personnel issues. Human resource management serves these key functions:
1. Hiring (recruitment) 2. Compensation 3. Evaluation and Management (of Performance) 4. Promotions 5. Managing Relations
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It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner. The objective of Human Resources is to maximize the return on investment from the organization's human capital Human resource management aims to improve the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives.
Modern analysis emphasizes that human beings are not "commodities"" or "resources", but are creative and social beings that make contributions beyond 'labor' to a society and to civilization. The broad term human capital has evolved to contain some of this complexity, and in micro-economics the term "firm-specific human capital" has come to represent a meaning of the term "human resources." In the very narrow context of corporate "human resources", there is a contrasting pull to reflect and require workplace diversity that echoes the diversity of a global customer base. Foreign language and culture skills, ingenuity, humor, and careful listening, are examples of traits that such programs typically require. It would appear that these evidence a general shift to the human capital point of view, and an acknowledgment that human beings do contribute much more to a productive enterprise than "work": they bring their character, their ethics, their creativity, their social connections, and in some cases even their pets and children, and alter the character of a workplace. The term corporate culture is used to characterize such processes.
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The traditional but extremely narrow context of hiring, firing, and job description is considered a 20th century anachronism. Most corporate organizations that compete in the modern global economy have adopted a view of human capital that mirrors the modern consensus as above. Human resource development in relation to recruitment and selection In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an impact on the recruitment of employees. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture. In order to know the business environment in which any organization operates, three major trends should be considered: Demographics the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. Diversity the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of female employees in comparison to thirty years ago. Also over recent years organizations have become more culturally diverse and have increased the number of working patterns (part time, casual, seasonal positions) to cope with the changes in both society and the global market. It is important to note here that an organization must consider the
ethical and legal implications of their decisions in relation to the HRM policies they enact to protect employees. Employers have to be acutely aware of the rise in discrimination, unfair dismissal and sexual/racial harassment cases in recent years and the detrimental effects this can have on the employees and the organization. Anti-discrimination legislation over the past 30 years has provided a foundation for an increasing interest in diversity at work which is about creating a working culture that seeks, respects and values difference. Skills and qualifications as industries move from manual to a more managerial professions so does the need for more highly skilled graduates. If the market is tight i.e. not enough staff for the jobs, employers will have to compete for employees by offering financial rewards, community investment etc.also the political issues In regards to how individuals respond to the changes in a labour market the following should be understood: Geographical spread how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post. Occupational structure the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed). Generational difference different age categories of employees have certain characteristics, for example their behaviour and their expectations of the organization. Recruitment methods are wide and varied, it is important that the job is
described correctly and any personal specifications stated. Job recruitment methods can be through job centres, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the advertised post. Recruitment It refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus graduate recruitment programs, etc. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a rsum (also known as a CV) or to complete an application form to provide this evidence. The follow-up process may be referred to as part of the recruitment process: inveigling the selected candidate or candidates to take up the target job or function. This applies particularly in filling positions in the military or in expanding the human
resource base of a cult. Headhunting is a frequently used name when referring to third party recruiters, but there are significant differences. In general, a company would employ a head-hunter when the normal recruitment efforts have failed to provide a viable candidate for the job. Headhuntersare generally more aggressive than in-house recruiters and will use, advanced sales techniques such as initially posing as clients to gather names of employees and their positions, personal visits to the candidates office and will purchase expensives lists of names and job titles. They also prepare a candidate for the interview, negotiate salary, and conduct closure to the search. In general, in house recruiters will do their best to attract candidates for specific jobs while head-hunters will actively seek them out, utilizing large databases, internet strategies, purchasing company directories or lists of candidates, networking, and often cold calling. Many companies go to great efforts to make it difficult for head-hunters to locate their employees.
Recruitment and Selection Procedure Purpose Of The Procedure Recruiting and selecting the right people is paramount to the success of the IPCC and its ability to retain a workforce of the highest quality. This Recruitment and Selection Procedure sets out how to ensure as far as possible, that the best people are recruited on merit and that the recruitment process is free from bias and discrimination Overview Of The Process Assess the need for the job and ensure there is adequate funding for it
Review the job description to ensure that it meets the present and future requirements Review the person specification to ensure it meets the requirements of the job description Design the selection process Draft the advertisement and select the advertising media Short list using the person specification only Interview and test short-listed candidates Validate references, qualifications and security clearances Make appointment
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Designing The Selection Process
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Managers need to design the selection process they will use, giving consideration to thefollowing points: Panel Composition All interviews for permanent posts must be conducted by a panel. The Manager is responsible for selecting interview panel members being mindful of: The requirement that the panel consists of at least two people, and if possible, is mixed in terms of race and gender The willingness and ability of potential panel members to attend all interviews for the duration of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates. Panel members must be satisfied that their relationship with any candidate: Will not improperly influence their decision Will not give rise to suspicion about their motives Selection Tests Where selection tests are a valid method of assessing a candidate (i.e. effectively measures the job criteria, is relevant, reliable, fair and unbiased also considering the predictive capacities of tests), they are an extremely useful tool and are recommended for use. All psychometric tests used in selection must be developed, administered and interpreted by accredited people Short-listing Short-listing must be completed based on the person specification. New criteria cannot be introduced to assess the candidates at this stage as it would be unfair. It is the Managers responsibility to complete the short-listing and to ensure the process remains free of unlawful discrimination. It is desirable that a second person
from the panel also participates in the short-listing process. Former employees who have been dismissed for misconduct cannot be considered for appointment. Staff who have taken early retirement or redundancy may be considered on their merits. Arrangements for interviews The manager is responsible for scheduling dates and times for interviews directly with the short listed candidates and notifying the candidates of any selection tests that will be used. The manager must then notify HR of these arrangements and HR will confirm via letter or email to the short-listed candidates the following details: Date, time and place of the interview Instructions on how to find their way to the interview venue A request that they contact the author of the letter/message if they have any special requirements in relation to the interview (related to access to the venue or any other special need related to a disability) If appropriate, details of any test or presentation they will be required to take or anything they should bring with them (e.g. examples of work or proof of qualifications that are essential to the post). At the interview The purpose of interviewing is to appoint the best person for the job based solely on merit and suitability. The recruitment and selection framework achieves this by using methods that are systematic, thorough, fair, unbiased and based on rational, objective, job related criteria Selection Decision to Appoint
In selecting the successful candidate, the panel must make a decision based on the merit and eligibility of the candidates as judged by: Content of application Qualifications (if required for the post) Performance at Interview Outcome of any selection tests Checks As part of assessing the merit of each candidate, Managers must satisfy themselves that the information the candidate gives is authentic, consistent and honest. This includes being satisfied about information regarding the candidates: Application Work history Qualifications (where a qualification is a requirement for the post, supporting evidence or certification must be obtained from the candidate and recorded) Evidence presented at interview Reference checks Security Clearances Offer of employment A conditional verbal offer of employment is to be made by the Manager within a week of interview. The offer should be made within the salary range stated on the Authority to recruit form. If for any reason the Manager wishes to make an offer above that range, the prior approval of the Director and Head of Human Resources is required. Failure to do so may result in the offer being retracted Problem Statement
People are the most important asset of any organization and the success of that organization depends on having people with the right skills and abilities. To make sure that the right people are recruited in the first place, a fair, structured and professional selection process must be used. Poor selection decisions can result in increased staff turnover, increased costs for the organization, the lowering of morale amongst the existing staff and legal claims against the organization. Thus it is important to conduct a survey to evaluate the current Recruitment and Selection process to ensure that the right talent is attracted and retained. Retail industry is a booming industry next only to IT/ITES and has a vast potential to offer employment at all levels. Need and Importance of the study Retailing involves a direct interface with the customer and the coordination of business activities from end to end. With the focus being not just on the final act of selling but on the provision of a Unique Shopping Experience; the right kind of frontline sales personnel (Customer Service Associate CSA) has become a necessity. Studies have been conducted on the effectiveness of Recruitment and Selection procedure in various industries across various designations but not much emphasis has been paid to the front line sales personnel who are the key employees in the retail industry. These people are the bridge between the organization and the consumers and it is essential to have retail fit employees to have a competitive edge and advance in the industry. Thus, considering the importance of front line sales personnel in the retail industry, this study aims to evaluate the Recruitment and Selection of the same so as to ensure that the right talent gets into the industry.
Objectives of the study The prime objective of the project is to study the existing Recruitment and Selection Process in the Retail Industry The focus would be, not just to study the Recruitment and Selection Process of the frontline sales personnel but also to evaluate the effectiveness of the Recruitment and Selection Process. Having evaluated the existing Recruitment Process, the objective would also be to provide suitable recommendations to the organization for further improvisation of the system.
Research Methodology Hypothesis H0: The Recruitment and Selection Process in the Indian Retail Industry is not effective. H1: The Recruitment and Selection Process in the Indian Retail Industry is effective. Type of Research A combination of both exploratory and descriptive research would be used. Exploratory research often relies on secondary research such as reviewing availableliterature and/or data, or qualitative approaches such as informal discussions with consumers, employees, management or competitors, and more formal approaches through in-depth interviews, focus groups, etc. Descriptive research, describes data and characteristics about the population or phenomenon
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being studied. Descriptive research answers the questions who, what, where, when and how. Research Method The qualitative and survey method would be used in this study. Types of Data Primary as well as secondary data would be used in the project. Data Gathering Procedure The various techniques adopted for gathering data would be: Questionnaires Interviews Internet Books Journals Articles, etc Research Techniques The various techniques used in the research process would be: Questionnaires Direct interview Observational study
Sampling Details Population for the Study Total people employed as the frontline sales executives in the retail industry. Sample size
Sample size selected for the study 50 Sample description The sample consists of people who are appointed as customer service associates in selected retail outlets. Sampling techniques The sampling technique used in the study would be Random Sampling. Under this technique the population is segregated into several mutually exclusive
subpopulations or strata. The strata would be collectively exhaustive. No population element can be excluded. Then random or systematic sampling is applied within each stratum. This often improves the representativeness of the sample by reducing sampling error. Plan Of Analysis The data collected would be reduced to tables. It would then be converted into percentages and the same would be depicted in a pictorial form (graph / charts). From the derived table and graph / chart, interpretations and inferences are drawn. At the end of the study, an attempt would be made to improvise the existing Recruitment and Selection Process for the frontline sales personnel at Reliance Fresh, Bangalore by giving suitable suggestions and recommendations.
Limitations Of The Study Time constraint is a limitation in the project and as a result only a small segment of the population could be studied The credibility of the information shared by the CSA.
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The study is limited only to a particular region and doesnt cover the entire geography of the country
Data Analysis and Interpretation
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Interpretation: From the above mentioned table it is clear that nearly 70% of the respondents in the retail industry are male and only 30% of the respondents the said industry are females. Inference: Hence we can infer from the obtained data that the recruitment team concentrates on gender while selecting for the post of front line sales personnel. We can say that the team prefers men to be in the said position than women. But nevertheless females also occupy 30% of the front line sales executive position. The retail industry must try to know the reasons for non availability of female talent pool for the said position and take action accordingly in order to maintain proper sex ratio in the industry.
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Interpretation: Out of the 50 respondents, 12 hold a graduate degree, the majority 30 are PUC pass while 8 have just a high school degree
Inference: It can be easily said that to handle the job of a front line sales personnel, PUC pass candidates are most appropriate. They have the requisite aptitude and ability to manage the task at hand. The graduates were mostly the supervisors or senior sales executives who held more responsible position in the store and who were in charge of a team under them. The few high school pass candidates are the ones
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whove had prior experience with retailing and have exhibited exceptional capabilities.
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Interpretation: A majority 44% i.e. 22 respondents out of 50 sales executives were recruited through consultancies. Next 30% or 15 candidates were direct walk-ins while 16% or 8 candidates got to know about the jobs through newspaper ads. Only a minority of 5 personnel i.e. 10% were referred to by existing employees Inference: It can be inferred that though employee referral is an effective method of recruitment, yet it is not yet very popular with the sales executives in the retail industry while till date consultancies are the most reliable source. Direct walk-ins are also gaining popularity owing to the fact that people are aware that due to high attrition rates, job vacancies are mostly available in the retail sector. In order to recruit the right talent companies should encourage referrals .
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Interpretation: 50% of the respondents i.e. 25 executives have been with the current organization for somewhere between 1 and 6 months. Next 28% (14 employees) have been working for less than a month and only a meager 14% (7 executives) and 8% (4executives)have stayed on with the same employer for more than 6 months and 1 year respectively Inference: It can be concluded that the attrition rate for the front line personnel is quite high and people hardly stay with the same organization for more than 6 months. This feature can be attributed to the hectic work schedule of these employees. In order to retain talent, flexibility in work place must be ensured.
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Interpretation : More than half i.e. 28 respondents had prior work experience before joining the current company while 22 were freshers Inference: It can be inferred that a good majority of front line sales personnel have a prior work experience because the job is monotonous and people switch often to have a change in the work environment or for a higher salary. This explains their experience. Also a majority had been with unorganized retailers previously and had rendered their services for an average period of about 3 to 6 months. It is suggested
that experience should not be a mandatory parameter for recruitment as it is easier to train the freshers.
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Interpretation: From the above table, it is clear that a majority of 22 people had attended 2 to 5 interviews before being selected in the current company. A big chunk of 15 people had attended 5 to 8 interviews while 8 of them got selected the first time. There were 5 candidates who faced more than 8 interviews before finally being recruited Inference: From the above data, it can be inferred that inspite of the fact that attrition is high employers are choosy about whom they hire. This also insinuates that work force availability is in plenty.
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Interpretation: From the table, it is clear that a majority of employees have undergone both aptitude test and personal interview before being hired by the company. A few i.e. 10 of the respondents had to clear just a personal interview as a part of the selection procedure but none of them were selected on the basis of an aptitude test alone. 5 candidates had to face other rounds like psychometric test etc
Inference: It can be inferred that companies look for both aptitude as well as communication skills when they hire front line sales executives. In short they look for people who are a best fit for the job in terms of understanding as well as delivery.
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Interpretation: A significant number of respondents 40% (20 employees) found the test easy and 30% (15 respondents) found it to be difficult. Only a very few 10% (5 candidates) and 20% (10 candidates) were on the extremes of very easy and very difficult respectively Inference:
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It can be inferred from the above data that the companies have an aptitude test to measure a basic intelligence level and the test isnt designed to actually check the logical or mathematical capabilities of the candidates but is meant to ensure and measure that they have the requisite level of understanding and are quick learners
Interpretation: Out of 50 respondents, 20 were offered the job on the same day, 10 were informed of their selection the next day, 13 were informed within a week while the rest got to know about their selection after a weeks time Inference: It can be inferred that the companies have set parameters about the candidates they want to hire and if someone meets the criteria, they are hired instantly and
companies dont wait to look for a better prospect. In some cases though they consider previous recruits when they are unable to meet deadlines.
Interpretation: All 50 respondents underwent training upon joining the current company. Inference: It can be easily stated that no matter how experienced the new joinee is companies make them undergo training sessions to make them accustomed to their way of functioning. The candidates were trained for an average period of 2 to 4 weeks depending upon the need. And employees with prior work experience had to be trained only in functions that were unique from other retailers like the use of some new technology. New employees need not be taken through the entire training module, instead they should be trained only in areas where the need be.
Interpretation: 14% of respondents i.e. 7 employees had knowledge of only 1 language while 50% (25) and 36% (18) respondents were respectively fluent in 2 and more than 2 languages Inference: It can be inferred that employers prefer people with good knowledge of multiple languages so as to serve the diverse customers in a better fashion. Mostly the respondents were fluent in the local language and English while a good number had a decent knowledge of the national language too. English being the global language, care should be taken that all employees are familiar with it.
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Recommendations Break through the clutter of openings - Treat your job posting like a candidate treats a resume. Communicate an employee brand that is accomplishment-based, highlighting growth and stability, work culture, career advancement, etc. Include testimonials from current employers and showcase examples of employees who have worked their way to the top. This will attract better and motivated people for application. Get specific in the posting - The more definitive you can be in a job posting, the better your chance of attracting qualified candidates. Everyone says competitive salaries and benefits - define what that means in your organization. Outline what flexible schedules and work/life balance programs entail, specifically address the training/courses available to employees in the first quarter, first year, etc. For Recruitment and selection to be effective, companies should ensure that biases of any sort should be avoided, be it in terms of gender or demography. In order to have an efficient work force, personnel should be employed on part time basis and only those prove to be retail fit, should be made permanent with the organization.
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The selection criteria should be such that it tests how trainable the employee is or how easy it is to re-mould him in the organizations culture and processes. Referrals should be encouraged as a source of recruitment, as it helps in to get people wholl be aware of the organizations culture and hence would easily adapt the same and would provide for a stable workforce. M. P. Birla Institute of Management Page 80 of 87 Recruitment and Selection should be such that those candidates are employed who have high levels of energy and are always motivated to learn rather than those who have high aptitude or logical attributes. In order to have an efficient workforce, who can serve the customer better, emphasis should be paid to soft skills like good communication and familiarity with multiple languages rather than having difficult aptitude tests. Experience should not be hard and fast criteria for employing senior front line sales executives. Even highly motivated and knowledgeable freshers, who can be trained should be considered for the job.
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Conclusion
Given the nature of business, the frontline sales staff in a retail enterprise are truly the brand ambassadors of the company i.e. their employer. It is these frontline staff who are in direct contact with the customer and it is they who can make or lose a
customer. Retail is a dynamic industry and makes a lot of demands on the personnel involved in the business. Recruiting the right person with the right attitude will determine the success of retailing. Integrity is of paramount importance. It is also important to reward employees for achieving better results.
Bibliography Internet www.wikipedia.com www.google.com Books Handbook of Successful Recruitment and Selection Managing Recruitment, Training and Development Journals Human Capital HRM Review
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RECRUITMENT AND SELECTION

Chapter-1 1.1 (General Introduction about the sector)

Retail Sector in India Changing gears

RECRUITMENT AND SELECTION

1.2 Industry profile

BANGALORE SCHOOL OF BUSINESS

RECRUITMENT AND SELECTION

1.2 Industry profile.

RECRUITMENT AND SELECTION

Wal- Mart Tesco Carrefour SA Metro AG

BANGALORE SCHOOL OF BUSINESS

BANGALORE SCHOOL OF BUSINESS

RECRUITMENT AND SELECTION

Operation Support Systems

BANGALORE SCHOOL OF BUSINESS

RECRUITMENT AND SELECTION

Strategic Decision Support Systems

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

BANGALORE SCHOOL OF BUSINESS

RECRUITMENT AND SELECTION

Department Store Piramal's (Piramyd Megastore)

RECRUITMENT AND SELECTION

Group Tata/ Trent

(shopper's stop) Specialty Store (Crossword) Department Store (Westside)

Hypermarket (TBA) Hypermarket (Star India Bazaar) Hypermarket (TBA)

Landmar Department Store k Group (Lifestyle) Others

1.2 Industry Profile C. Future of the Industry:

Foreign Direct Investment Policy In Retail

RECRUITMENT AND SELECTION

Chapter.2 Profile of the Organization.

2.1 Origin of the Organization

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION

2.2 Growth and development of the Organization

RECRUITMENT AND SELECTION

BANGALORE SCHOOL OF BUSINESS

RECRUITMENT AND SELECTION

Present Status of the Organization

RECRUITMENT AND SELECTION

Reliance's Oil & Gas find

BANGALORE SCHOOL OF BUSINESS

RECRUITMENT AND SELECTION

Functional Departments of the Organization Reliance Trends Business Head

Operations store head

Installation Head Category Head

RECRUITMENT AND SELECTION