3 Abha Bhardwaj 3883 18052122000 3 Abha Bhardwaj 3883

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18052122000 3 Abha Bhardwaj 3883
MASTER IN COMMERCE (Himachal Pradesh University)
Studocu is not sponsored or endorsed by any college or university

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ON THE JOB TRAINING REPORT

Pre-Boarding and On-Boarding Process
in Reliance Jio Infocomm Limited,
Shimla
Submitted in partial fulfillment of the requirements for the award of the degree of
Master of Business Administration (MBA)
SUBMITTED TO: SUBMITTED BY:

Dr. Dinesh Kumar Sharma Abha Bhardwaj
Coordinator Roll No.-180521220003
Training and Placement Cell (3883)
HPUBS
HIMACHAL PRADESH UNIVERSITY BUSINESS SCHOOL

HIMACHAL PRADESH UNIVERSITY
SUMMERHILL, SHIMLA, HIMACHAL PRADESH - 171005

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Internship Completion Letter
13 Jul 2020
Hello,
To Whomsoever It May Concern
This is to certify that Abha Bhardwaj from Himachal Pradesh University, Shimla, has completed internship at
Reliance Jio Infocomm Ltd from 25 Jan 2020 to 21 Apr 2020.
During this period, Abha Bhardwaj completed a project titled “HR Intern” under the guidance of Munish
Dhiman.
Please Note: As the project involves highly sensitive data, all the details and the contents made towards the
project needs to be kept confidential. Under no circumstances must this be shared nor distributed in any form
to anyone other than the company authorized personnel or as is required by law. It is expected that Abha
Bhardwaj complies and adheres to the company policy and its rules.
During the internship period, we found Abha Bhardwaj to be sincere and diligent.
We wish all the best in all future endeavors.
Yours sincerely,
For Reliance Jio Infocomm Ltd,
Authorized Signatory

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DECLARATION
I, Abha Bhardwaj hereby declare that the report entitled “Pre- Boarding and On- Boarding Process in
Reliance Jio Infocomm Limited, Shimla” is submitted by me as a part of partial fulfillment o f t h e
requirement for the award of the degree of Masters of Business Administration from Himachal Pradesh
University Business School, Summerhill, Shimla is a record of bona fide work carried out by me under the
guidance of Mr. Munish Dhiman (Senior Manager, Human Resources, Reliance Jio Shimla)
I further declare that the work reported in this project has not been submitted and will not be submitted, either
in part or in full, for the award of any other degree or diploma in this institute or any other institute or university.
To the best of my knowledge I didn’t breach any copyright act intentionally. I would be very happy to provide
you with any clarification regarding the report.
Signature of the student

Date:

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PREFACE
The research project in the field of management has gained the importance to expose the potential manager
to actual work situation in the industry; it helps us to correlate theoretical concepts with practical experience.
To provide a rich insight into work situation, the management institutes all over the country arrange research
projects for their students during their MBA.
The training report deals with the real time applications of an HR that deals with the On Boarding as well
as Pre-Boarding of an employee and it covers the Operations, Training and Induction part as well.
However, we must say that this report is not the work for excellence work of scholar, it is result of assignment
to improve myself and gain confidence. So, there may be chances of some mistakes and also a critical appraisal
by anyone will be heartily welcomed.

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ACKNOWLEDGEMENT
On every step there is a need of proper guidance, support and motivation. This constant encouragement enables
the person to give his best performance and thus to achieve the goal and to attain the definite purpose of the
work a person is doing.
I sincerely acknowledge, with thanks, the encouraging guidance and critical supervision of my supervisor
Mr. Munish Dhiman for assigning the project, useful comments, remarks and engagement through the
learning process in this training period.
Furthermore, I would like to thank Mr. Prashant Thakur, Mr. Ram Khilavan, Mr. Vaibhav Jaiswal, Mr. Tanuj
Dixit, Miss Priya Kainthla and Mr. Lalit Sharma for helping me in my project and guidance.
I would like to thank all the people who helped me in this project and guiding me during the training period.
Their guidance and support were necessary during the training period.

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INDEX
TOPIC NO. TITLE PAGE NO.
Executive summary 7
1. Introduction to Reliance Jio 8-13

-Vision of Reliance Jio
-Products and Services
2. Human Resources in Reliance Jio 14-38

-Recruitment and Selection
-Methods of Recruitment and Selection
-Methods of HR Selection Techniques
-The Employee Selection Process
-Operations
-What is Recruitment Sourcing strategy?
-Pre- Onboarding Induction
-Training and Development
-Learning
3. On boarding Process 39-53

-On boarding process in Reliance Jio
-Kutumbh HR Care
4. E Learning at Reliance Jio 54-57
5. Considerations 58-60
6. Conclusion 61
7. References 62

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EXECUTIVE SUMMARY
In today’s rapidly changing business environment, organizations have to respond quickly to requirements for
people. The Telecom market has been witnessing growth which is manifold for last few years. Many private
players have entered the economy thereby increasing the level of competition. In the competitive scenario,
it has become a challenge for each company to adopt practices that would help the organization stand
out in the market. The competitiveness of a company or an organization is measured through the quality of
products and services offered to customers that are unique from others. Thus, the best services offered to the
consumers are result of the genius brains working behind them.
Human Resource in this regard has become an important function in any organization. The success or failure
of an organization is largely dependent on the caliber of the people working therein. Without positive and
creative contributions from the people, organizations cannot progress and prosper. In order to achieve the
goals or the activities of an organization, they need to recruit people with requisite skill, qualification and
experience. While doing so. They have to keep the present as well as the future requirements of the
organization in mind. All practices of marketing and finances can be easily emulated but the capability, the
skills and talent of a person cannot be emulated. Hence, it is important to have a well-defined talent
management in place, so that capable employees can be retained in the organization. This can be
effectively done by providing proper training and induction to the employees in their respective fields.
My internship at Reliance Jio Pvt. Ltd., Shimla was a great exposure to the corporate world. After going
through my winter training, I had a first-hand experience of how a company as well as Human Resource
department functions. This report includes how an HR department works, what are the possible divisions and
work distribution in Human Resource Development, recruitment process, training and development initiatives,
how to keep employees motivated etc. Reliance Jio has a rich Human Resource department. It maintains the
organizational responsibilities successfully. The HR team of Reliance Jio is completely organized and a well
reputed team. I worked in Human Resource division of Reliance Jio State Office, Shimla with almost all the
wings of HR like Recruitment, Learning and Organizational Development (Training), Compensation, Pay and
Benefits and HR Administration.

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INTRODUCTION TO RELIANCE JIO
Reliance Jio Infocomm Ltd. (RJIL) popularly known as

Reliance Jio or Jio, owned by Mr. Mukesh Ambani is a
provider of mobile telephones, broadband services and
digital services in India. Reliance Jio Infocomm Limited,
doing business as Jio, is a LTE (Long Term Evolution)
mobile network operator in India. It is a wholly owned
subsidiary of Reliance Industries headquartered in Mumbai,
that provides wireless 4G LTE service network (without
2G/3G based services) and is the only 'VoLTE-only' (Voice
over LTE) operator in the country which lacks legacy
network support of 2G and 3G and 4G, with coverage across
all 2 telecom circles in India.
The services were first beta-launched to Jio's partners and
employees on 27 December 2015 on the eve of 83rd birth
anniversary of late Dhirubhai Ambani, founder of Reliance
Industries, and later services were commercially launched on 5
September 2016.
VISION OF RELIANCE JIO

Reliance’s vision for India is that broadband and digital services will no longer be a luxury item.
Rather, reliance envisions an India where these are basic necessities to be consumed.
In abundance by consumer and small businesses alike, as much as in far-flung villages as in our largest cities.
The initiatives are truly aligned with the Government of India’s
DIGITAL INDIA vision for our nation.
o Affordable Devices
Jio has worked with all the leading device manufacturers of the world to
ensure availability of 4G LTE smartphones across all price points – from
ultra-premium models on one hand, to entry level models on the other.

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o Digital Communication
The application Jio4GVoice brings the 4G communication suite to
all smartphones. With its RCS (Rich Communication Services)
features like Enriched calling, Chat, File share and Unified
Messaging, it redefines the calling and messaging experience. It also
enables Jio’s cutting edge voice and video call service on non-VoLTE
smartphones.
o Digital Currency
Jio envisions a new India which will use digital currency instead of
paper money for a more secure and convenient way to transact. Jio
Money, Jio’s digital currency and digital payments business, will play a
crucial role in this by offering a platform for ubiquitous, affordable and
secure digital payments.
o Jio Drive
Micro and small businesses will soon have access to cutting-edge
cloud storage technologies which were once affordable to big
companies only, givin44g them a new edge to compete on a global
landscape. Jio Drive is an application that brings powerful cloud
capabilities to every smartphone. Using Jio Drive, anyone can store,
sync and share any content between their own devices
and also, with their friends.
o Digital Entertainment and social connectivity

Jio Chat is a powerful communication application that integrates chat, voice, video calling, conferencing, file
sharing, photo sharing and much more. Jio Play enables users to watch HD TV anytime, anywhere on any
device, from hundreds of channels, across categories and languages. Jio Beats is a premier digital music
streaming service that gives instant access to millions of songs and curated playlists. Jio Mags and Jio News
provide access to the most popular collection of magazines and news from leading publishing houses across
multiple languages.

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o Digital Education
Teachers and students from far flung areas can connect with each other, crowd-source knowledge and adapt
new age learning techniques and thus lift the level of education to a completely different plane.
o Digital Healthcare
Expert medical advice would be available anytime, anywhere - with medical practitioners able to grow their
practice without constraint, and provide quality of life to the crores that make up our country.
o Digital Entrepreneurship
Jio is building is a powerful platform on which a range of rich digital products and services can be enabled -
digital currency, digital commerce, digital education, digital healthcare, e-governance, Smart Cities, M2M and
the Internet of Things. It does not matter whether these services are created by Jio itself, its ecosystem
partners or anyone globally. Reliance is committed to the principles of Net Neutrality.
Laying the Foundation for the Future

Reliance Jio is creating the most extensive and future-proof network in India, and perhaps, in the world. It
will provide next generation legacy-free digital services over an end-to-end all- IP network, which can be
seamlessly upgraded even to 5G and beyond. In addition to the existing pan India 2300 MHz spectrum and
1800 MHz in 14 circles, Jio invested over Rs 10,000 crores during this year's auction to acquire 800 MHz
spectrum in 10 circles and 1800 MHz spectrum in 6 circles. This brings the cumulative investment in
spectrum assets to nearly Rs 34,000 crores. Jio now has the largest footprint of liberalized spectrum in the
country, acquired in an extremely cost- effective manner.
Reliance Jio has laid more than 2.5 lakh kilometers of fiber-optic cables, covering 18,000 cities and over one
lakh villages, with the aim of covering 100% of the nation’s population by 2018. It has an initial end-to-end
capacity to serve in excess of 100 million wireless broadband and 20 million Fiber-to-Home customers.
Reliance Jio has also built nearly half- a-million square feet of cloud data centers and a multi-Terabit capacity
international network. The infrastructure is being built in partnership with some of the world’s most
technologically advanced companies.
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PRODUCTS AND SERVICES

Reliance Jio has launched many products and services to benefit the people in many ways.
o Mobile broadband
The company launched its 4G broadband services throughout India on September 2016 It was slated to
release in December 2015 after some reports said that the company was waiting to receive final permits from
the Government. Mukesh Ambani, owner of Reliance Indus- tries Limited (RIL) whose Reliance Jio is the
telecom subsidiary, had unveiled details of Jio's fourth-generation (4G) services on 12 June 2015 at RIL's
41st annual general meeting. It offers data and voice services with peripheral services like instant
messaging, live TV, movies on demand, news, streaming music, and a digital payments platform.
The company has a network of more than 250,000 km of fiber optic cables in the country, over which it will
be partnering with local cable operators to get broader connectivity for its broadband services. With its
multi-service operator (MSO) license, Jio will also serve as a TV channel distributor and will offer
television-on-demand on its network.
o Jio Fiber
In August 2018, Jio began to test a new triple play fiber to the home service known tentatively, as Jio
Giga Fiber, including broadband internet with speeds ranging from 100 to 1000 Mbit/s, as well as television
and landline telephone services.
In August 2019, it was announced that the service would officially launch on 5 September 2019 as Jio Fiber, in
honor of the company's third anniversary. Jio also announced plans to offer streaming of films still in theatres
("First Day First Show") to eligible Jio Fiber subscribers.
The company has a network of more than 250,000 km of fiber optic cables in the country, over which it will be
partnering with local cable operators to get broader connectivity for its broadband services.
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o Devices
Jio has also marketed co-branded mobile phones.
LYF smartphones
In June 2015, Jio tied up with domestic handset maker Intex to

supply 4G handsets enabled with voice over LTE
(VoLTE) feature. .
Through this, it plans to offer 4G voice calling besides rolling out
high-speed Internet services using a fiber network, in addition to
the 4G wireless network. However, in October 2015, Jio
announced that it would be launching its own mobile handset
brand named LYF. On 25 January 2016, the company launched its
LYF smartphone series starting with Water 1, through its chain of electronic retail outlets, reliance retail. Three
more handset models have been released so far, namely Water 2, Earth 1, and Flame 1.
Jio Phone
Jio Phone is a line of feature phones marketed by Jio. The first

model, released in August 2017 (with public pre-orders
beginning 24 August 2017), was positioned as an "affordable"
LTE-compatible feature phone. It runs the KaiOS platform
(derived from the defunct Firefox OS), and includes a 2.4-inch
display, a dual-core processor, 4 GB of internal storage, near-
field communication support, a suite of Jio-branded apps
(including the voice assistant Hello Jio), and a Jio-
branded application store. It also supports a "TV cable"
accessory for output to an external display.
In July 2018, the company unveiled the Jio Phone 2, an updated model in a keyboard bar form factor with a
QWERTY keyboard and horizontal display. Jio also announced that Facebook, WhatsApp, and YouTube apps
would become available for the two phones.
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Jionet WIFI
Prior to its pan-India launch of 4G data and telephony
services, the firm has started providing free Wi-Fi hotspot
services in cities throughout India including
Surat, Ahmedabad in Gujarat, and
Visakhapatnam in Andhra Pradesh, Indore,
Jabalpur, Dewas and Ujjain in Madhya Pradesh, select
locations of Mumbai in Maharashtra, Kolkata in West
Bengal, Lucknow in Uttar Pradesh,
Bhubaneswar in Odisha, Mussoorie in Uttarakhand,
Collectorate's Office in Meerut, and at MG Road
in Vijayawada among others.
In March 2016, Jio started providing free Wi-Fi internet to spectators at six cricket stadiums hosting the 2016
ICC World Twenty20 matches.
o Jio Apps
In May 2016, Jio launched a bundle of multimedia apps on Google Play as part of its upcoming 4G services.
While the apps are available to download for everyone, a user will require a Jio SIM card to use them.
Additionally, most of the apps are in beta phase. Following is a list of the apps:
MyJio - Manage Jio Account and Digital Services associated with it
JioTV - A live TV channel service
JioCinema - An online HD video library
JioChat Messenger - An instant messaging app
JioMusic - A music player
Jio4GVoice (earlier JioJoin) - A VoLTE phone simulator
JioMags - E-reader for magazines
JioXpressNews - A news and magazine aggregator
JioSecurity - Security app
JioDrive - Cloud-based backup too
JioMoney Wallet - An online payments/wallet app
JioSwitch - Transfer content
Jiofi -Wireless router
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HUMAN RESOURCES IN RELIANCE JIO

The Human Resources in Reliance Jio is divided into three categories:
- Recruitment and Selection
- Operations
- Training and Development
RECRUITMENT AND SELECTION
Two important functions of a human resources department are recruitment and selection. Though linked
together in what is generally called the employment discipline of human resources, they are two distinct
functions. The recruitment phase is the initial step for all applicants--once the applicant presents the skills,
knowledge base and qualifications, she moves into candidacy for a position.
• Recruitment
Full-cycle recruiting is a term used by human resources specialists who manage the recruitment process from
start to finish. Full-cycle recruiting begins with sourcing candidates, which means looking for prospective
applicants whose qualifications might be suitable for the job openings you have. Sourcing has evolved in the
past several years with the proliferation of job and career sites. Many of the newspapers that once had pages
of job listings in the Sunday edition have been replaced by job sites such as CareerBuilder and Monster.
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• Recruitment Technology
Technology for managing the initial employment process is referred to as an “applicant tracking system.”
These sites are linked to the careers section of a company’s website. When perusing the Internet, many job
seekers prefer to learn more about the company first, before performing a job search through the careers
section. An applicant tracking system is configured according to the employer’s needs. The simplest kinds
merely collect basic information about the applicant and permit the applicant to cut and paste or upload a
resume. More sophisticated systems match the resume qualifications to specific jobs in the database and
suggest matches for which the applicant may want to consider. The recruiter can then access the applicant
information, based on keyword searches and qualifications to determine which applicants would possibly
qualify as candidates.
The recruitment and selection process are the most important aspects of running new and established
businesses alike. The right employees can take your business to new heights. The wrong ones can hurt
business by missing sales, turning customers off and creating a toxic workplace environment. Follow experts'
advice on each step of the recruitment and selection process to put together a team that fits with and enhances
your business culture, goals and objectives.
• Sourcing Candidates
This is the first step in the recruitment and selection process. Sourcing candidates means using a variety of
methods to find suitable candidates for job vacancies. Sourcing can be done via online advertising on job and
career sites or professional networking and participation in trade associations. Another creative sourcing
technique employment specialists utilize is monitoring employment changes at industry competitors to recruit
applicants familiar with the same type of business you are operating.
• Tracking Applicants
The next steps in the recruitment and selection process are tracking applicants and applications and reviewing
resumes. Applicant tracking systems (ATS) are becoming extremely helpful to employers, and this technology
aids in the management of job vacancies and applications for every open position. Employment specialists use
ATSs to review applications and resumes. You or your employment specialist or assistant can then decide
which applicants to interview. An ATS can be developed for organizations of any size, including small
businesses. With some ATSs, applicants can track their application status, too.
• Preliminary Phone Interview
Conducting a preliminary phone interview is essential for obtaining information about the applicant's
background, work history and experience. The objective of this phone call is to determine whether or not the
applicant has the requisite skills and qualifications for the job vacancy. Initial discussions will reveal those
applicants who obviously do not meet the minimum requirements for the job. After the phone interview, you'll
be able to narrow the field of applicants to send for consideration by the hiring manager. Or, if you will be doing
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the hiring, you may ask your assistant to arrange in-person interviews with the applicants you have selected. The
advantage of having one person arrange all the interviews is that all candidates will receive the same
information.
• Face-to-Face Interview and Selection
The interview is the most important step in the recruitment process. Therefore, it's important to prepare for the
interview in advance. For each skill required for the job, prepare one or two questions that will tell you if the
applicant has this skill. By asking the same questions of all applicants, you can compare them more easily
later. Make notes on their resumes in advance of any issues you want to clarify. During the interview, make
notes as well so you will remember the candidates. After all interviews have been conducted, narrow the field
of candidates by removing the resumes of those who don't have the needed qualifications. You may want to
conduct an additional interview of the finalists, or perhaps send them on to colleagues to interview for a
second opinion.
• Extending an Employment Offer
Once you have decided which candidate is most suitable for the job vacancy, it's time to make the job offer.
You'll also inform the candidate of pre-employment matters, such as background inquiries, drug tests,
licensing information or any other tests or information you require. When recruiting for positions where you
negotiate the terms of employment, compensation and benefits, and other issues, a draft employment offer
may change hands back and forth from you to the candidate until both agree. An employment offer should
always be in writing to document the terms of your agreement with your prospective employee.
METHODS OF RECRUITMENT AND SELECTION
All Business states that your small business can use different types of recruitment and selection methods. In
human resources' jargon, recruiting or advertising for new employees is sometimes referred to as "sourcing,"
meaning using different sources to find said employee candidates. Once a number of candidates are found,
you must qualify each and determine if they are a good fit.
o Internal Sourcing
Internal sourcing is the practice of advertising a new or recently vacated position within a business to existing
employees. More businesses have come to use internal sourcing as a method to recruit employees upward or
laterally within the company because little or no training is needed, and expenses that include advertising for
a new employee and running background checks are spared. It also fosters loyalty and parity among team
members.
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o External Sourcing
External sourcing is a method of recruitment that conducts an employee candidate search through external
recruitment tools, such as job boards, newspaper advertisements and trade publication announcements. This
method favors bringing in job candidates that may or may not have direct experience in your small business'
line of work; a candidate within a satellite field may offer a fresh, out- of-the-box perspective to the
organization. External sourcing is also used when the open position is not able to be filled by a current
employee because of the technicality or specialty of the position. Small Business recommends that you know
exactly what type of job candidate you are looking for before advertising the position and accepting resumes.
o Third-Party Sourcing
Third-party sourcing involves using a placement agency or headhunter to find qualified job candidates. These
third-party sources use various techniques and tools to find appropriate job applicants, such as extending
offers of improved salary compensation and more flexible benefits packages.
o Interviewing/Pre-Selection
All Business suggests that you should schedule interviews when you know you will have uninterrupted time
to review the job candidate's resume and conduct an insightful interview. When conducting the interview, do
not focus solely on the applicant's credentials or experience. Instead, present hypothetical scenarios to the
candidate and ask how she would evaluate and solve the presented problems. Listen to her answers without
interruption and take notes on key points.
o Candidate Selection
Using the interview notes you have taken, compare each interviewee with his resume and look to see if you
have missed anything while reading his resume the first time. Make your candidate selection on the basis of
how competently he answered your questions and what questions he asked during the interview. Interviewees
who do not ask questions are either shy or uninterested in your business.
METHODS OF HR SELECTION TECHNIQUES

Human resources selection techniques vary, based on a company's staff and resources. The methods for
selecting employees include preliminary screening, phone interviews, face-to-face meetings, and HR
functions to determine whether a candidate is indeed suitable for the job. Small businesses, even if staff
resources are limited, should use these steps to choose the right candidate. The result is a wise hiring
decision, and possibly lower turnover and higher employee retention, all of which benefit small-business
employers.
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➢ Preliminary Screening
Once an employer has received what it considers sufficient interest in the position, the recruiter starts
screening the applications or resumes to determine which applicants to contact for the preliminary screening
interview. Employers determine sufficient interest based on the number of applications or the amount of time
the job is posted. Many times, employers take down the job posting when they receive a manageable number
of applications, such as 100, to review for a handful of qualified candidates. Small businesses that don't have a
lot of time to devote to screening applicants should screen based on discrete criteria, such as minimum
number of years' experience or verifiable credentials. Preliminary screening is an effective method for
narrowing the selection to candidates who meet the basic requirements for the job.
➢ Telephone Interviewing
Used as a first-round interview, telephone interviews give recruiters an opportunity to find out whether an
applicant is still interested in the job. It also saves small businesses the money and time of conducting face-
to-face interviews immediately after the preliminary screening step. A telephone interview also confirms
whether the applicant has the requisite qualifications. Following the telephone interview, the recruiter
typically selects the candidates who were able to articulate their skills and qualifications in a manner that
meets the company's staffing needs.
➢ In-Person Interviews
Face-to-face interviews take time, which is one of the reasons the applicant pool should be narrowed by
conducting preliminary screening and telephone interviewing. The recruiter is a conduit for providing the hiring
manager with the best-suited candidates, a process that streamlines the selection process. For example, out of 10
applicants interviewed by phone, the recruiter should select three to four candidates. The hiring manager further
narrows the selection to two finalists. In a small business, although the hiring manager may be doing the work
of a recruiter, best practices for HR selection methods dictate that at least one face-to- face interview be
conducted before deciding.
➢ Cultural Fit Selection

In the third-round interview, often the decision round, the hiring manager asks questions that will help him
determine which candidate fits the organizational culture. Qualifications aside, an important factor in the hiring
decision is cultural fit. Cultural fit means the candidate's values align with the organization's values. It's a
subjective analysis, and one that hiring managers can only attribute to being a gut feeling, not objective criteria.
➢ Vetting Candidates
Once the hiring manager tells the recruiter who has been selected as the most suitable candidate, the recruiter
dispatches a conditional job offer. As part of the selection techniques, a conditional offer goes out to the No. 1
candidate, while keeping the runner-up in mind should the first candidate not pass the final stage. The final
stage in what's now become the vetting process consists of pre-employment matters, such as background
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checks and drug testing. Even small businesses should invest in the time and expense of background checks --
doing so can reduce the likelihood of hiring mistakes. Background checks verify information provided by the
candidate and are an exercise in due diligence, according to management consultants Kim Kerr and Barry
Nixon, in their May 2008 article on HR.BLR.com titled "Benefits and Components of a Background
Screening Policy." Once the candidate passes the background check and the drug test, the company extends a
final offer. The company then sends a rejection letter to the No. 2 candidate now that it knows the No. 1
candidate can move forward with the on-boarding process.
THE EMPLOYEE SELECTION PROCESS

Companies have the never-ending task of interviewing, selecting and hiring employees. However, despite
the repetitiveness and skill of a company's human resources department, selecting the right individual for a
job is extremely challenging. Making the wrong choice can also be costly. The employee selection process
usually entails notification or advertising, reviewing, screening, interviewing, testing then selecting the best
available candidate.
▪ Notification
The employee selection process usually starts with a manager or boss commissioning human resources to fill a
new or vacant position. The manager must first decide what qualifications she desires in a job candidate. For
example, should the person have a college degree, or how many years of relevant experience is necessary? Once
the manager establishes the job requirements, the human resources department places ads in the local newspaper
and online. Sometimes, human resources use a headhunter find candidates, someone who often specializes in a
certain field, such as sales.
▪ Reviewing
Review resumes and match each candidate's background to the job requirements. Companies sometimes
receive hundreds of resumes for an ad. However, human resources may only consider a half dozen. During
bad economic periods, a number of candidates may have an education and experience that exceed the
qualifications for the job. Contrarily, it may be tougher to find qualified candidates during good economic
times. Nevertheless, human resources and the hiring manager must determine how many candidates they can
realistically bring in for an interview.
▪ Screening
The employment selection process may actually include a screening interview, especially if a job candidate
lives out of town. Human resources will usually conduct the screening interview over the telephone,
according to the Virginia Tech article on its website titled "Telephone Interviews & Screening". Screening
interviews can help narrow the field of candidates. A telephone interview also helps a company determine if
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the candidate has the necessary qualifications to warrant flying him in for an interview.
▪ Interviewing
One of the most important facets of the employment selection process is the face-to-face interview.
Companies have different procedures for personal interviews. Some companies prefer to have all-day
interviewing sessions, where job candidates meet with a different person each hour. During this time,
companies may have the candidates meet with human resources, the hiring manager and other employees.
Another option is having candidates meet with key personnel one day, then inviting them back for second to
meet with some executives.
▪ Selection
The hiring manager will usually ask for feedback from human resources and other employees who interview
the job candidates. The hiring manager may also review her notes, or decide which candidate would fit best in
the open position. Qualifications are only one consideration. The hiring manager will usually select someone
with whom she can work, whether it is the candidate's personality or work ethic.
▪ Testing
The employee selection process can also include testing before a candidate is actually hired. Some companies
require drug screening to make sure candidates do not have a drug addiction. Employees who work in the
insurance industry may need to take a psychological test to determine if insurance is the appropriate career
choice for them. Subsequently, after the drug or personality test, the company makes an offer to the chosen
candidate.
Why Is Human Resource Selection Process Important?

The human resources, or HR, selection process is important because of the production and performance value
companies get by making good hires and the high costs of replacing employees following bad hires. These
considerations are especially heightened for small businesses. HR has taken on a more strategic role in many
early 21st century companies, with hiring and selection integral to that role.
✓ Basics
The HR selection process is the strategically planned procedural approach developed by human resources
professionals and implemented by organizations when recruiting, evaluating and hiring new employees. The
process typically begins when jobs are posted internally and externally. Sometimes recruiting tools are used
to draw top-qualified candidates for certain jobs. HR and hiring managers developed screening tools, such as
applications, interviews, tests, background checks and reference checks and begin accepting applications.
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✓ Selection Criteria
One area of the selection process that is significant and sometimes under-valued is the development of
screening tools. The ultimate goal of selection is to hire the candidate who is the best possible match for the job
duties and the culture of the company. This makes using the right selection tools and developing them
effectively vital. Careful job analysis helps HR professionals better align selection tools with the job. Only
tools, criteria and interview questions that help yield the best hire should make it into the selection process.
✓ Costs
Along with finding the best hire, cost efficiency and legal concerns are two main reasons why the HR
selection process is so important. When companies make a bad hire, they pay to train and orient a person who
ultimately may cause more harm than good if he performs poorly and negatively affects the workplace. The
costs to replace a bad hire are astronomical in many industries. A Society Human Resource Management
study showed that even an $8 an hour retail employee can cost up to $3,500 to replace because of the hiring,
administrative and training costs involved.
✓ Legal Concerns
The U.S. has become known as a litigious society, making protection against discrimination lawsuits for
hiring processes critical. This is another reason to closely align selection tools and criteria with job
expectations. Any misalignment between the job and selection criteria could open the door for a candidate to
claim discrimination. Laws such as Title VII and the Americans with Disabilities Act mandate equal
opportunities for employees regardless of such traits as race, national origin, age, religion, sexual orientation
and disability.
IMPORTANCE OF EFFECTIVE RECRUITMENT AND SELECTION
Employing the right person for your small business might be the most important part of your venture. An
effective recruitment and selection process may reduce turnover. These processes match up the right person
with the right job skills. Interviews and background checks ensure that you employ a candidate who is reliable
and carries out the objectives you planned for providing quality services and goods to your customers.
• Recruitment
It is important to list the skills your new hire will need to fulfill his duties. You get much better results in your
recruitment process if you advertise specific criteria that are relevant to the job. Include all necessary skills, and
include a list of desired skills that are not necessary but that would enhance the candidate's chances. If you fail
to do this, you might end up with a low-quality pool of candidates and wind up with limited choices to fill the
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open position.
• Screening and Interview Process

Your screening process provides a vital opportunity for you to focus on what candidates can offer your
company. It is important that you screen heavily, either by using your own judgment or by enlisting the help of
managers you trust. The interviewer must know what the job is and what will be required for a new hire to
perform well. The interview process also allows you the opportunity to express your company’s vision, goals
and needs. It is vital that the interview elicits responses from applicants that can be measured against your
expectations for the position. If you don’t use the interview to effectively eliminate applicants who don’t fit
into your company culture, you might find yourself dealing with turnover, confusion and disgruntled
employees.
• Selection
When you choose a candidate based upon the qualifications demonstrated in the resume, the interview,
employment history and background check, you will land the best fit for the position. Base your decisions
about a specific candidate upon specific evidence rather than any gut instincts. If you hire people who can do
the job instead of people you merely like, you will have higher productivity and quality in your products or
services.
• The Long Haul

Your goal in hiring responsible and reliable employees should be to make your small business profitable and
efficient on a long-term basis. The recruitment and selection process are the time you not only identify a
candidate who has the experience and aptitude to do the job that you are looking to fill, but also to find
someone who shares and endorses your company’s core values. The candidate will need to fit in well within
your company’s culture. Your selection and recruitment process should provide you with an employee who
adapts and works well with others in your small business. Failure to recruit and select for the long term can
result in high turnover.
• Reputation
When you effectively recruit and select the right employee, there is a domino effect. Your new hire will do
her job well. Employees will see that you make wise decisions. You will gain respect from your workforce,
and you will get higher productivity as a result of that respect. This positive attitude will affect the quality of
your products or services, and ultimately, your customers' perceptions of your company.
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OPERATIONS
The human resources department handles many necessary functions of your business. It is instrumental in
providing labor law compliance, record keeping, hiring and training, compensation, relational assistance and
help with handling specific performance issues. These functions are critical because without those functions
being completed, your company would not be able to meet the essential needs of management and staff.
o Ensure Compliance with Labor Laws
One of the chief duties of the human resources office of your company is to ensure the business operates in
compliance with all labor laws. The department has to know and comply with that state’s particular set of
rules employment regulations. This includes such issues as the number of breaks given per number of hours
worked and the number of hours and the age in which an individual can become employed.
o Record Keeping
The HR office is in charge of record keeping for the business. According to the IRS, your company should
keep records regarding income, expenses, purchases and a summary of business transactions.
The human resources department should also, of course, maintain employees’ records including their
individual tax forms. The company’s business license, inventory statistics, insurance records and all other
pertinent business information should also be on file.
o Payroll and Benefits
The dispensation of payroll comes under the responsibilities of the human resource office. While payroll
often exists as a separate division in large companies, in small businesses, it is generally handled by a small
human resources staff. Health care benefits are also handled by the human resource department.
o Employee Relations
Another key function of the HR department is the managing of employee relations. When there is a dispute or
misunderstanding between employees or between employees and a manager, it is the human resource
officers who mediate the situation. Employees are encouraged to bring relational problems to the attention of
the human resources staff for resolution.
o Employee Performance Improvement Plans
The human resources department is often instrumental in setting up performance improvement plans
commonly called PIPs. In general, these are written proposals designed to help struggling employees improve
their work to raise it to a certain expectation level of the company. According to a University of Texas at
Dallas publication, the PIP includes a description of the behavior or performance that needs attention,
objectives to be met within a certain time period, a plan for accomplishing the improvement along with support
resources and detailed consequences if the improvement does not occur.
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What is a recruitment sourcing strategy?

A recruitment sourcing strategy is a strategy by which viable candidates are identified by organizations with a
hiring need or by the executive recruiters or search consultants who have been hired by those organizations.
This strategy is composed of multiple candidate sourcing techniques, which are typically used in combination to
maximize results. Basically, there is more than one recruitment sourcing method. The way in which these
methods are used depends upon a wide array of factors, some of which include:
- The types of candidates needed.
- The preferences of the hiring authorities or recruiters.
- Past success (or lack of success) using the method.
- The resources at the disposal of the person (or people) utilizing the strategy.
- The personnel available to utilize the strategy.
And the list goes on and on. The point is this: an overriding talent sourcing strategy is composed of individual
candidate sourcing techniques.
Five Key Steps for Your Recruitment Sourcing Strategy

A long term plan relating to talent sourcing is integral to creating sustainable recruitment processes within
your organization. The more thought out and polished your approach to sourcing is the deeper and better your
hiring pipeline will be. In turn, you’ll be able to create a sustainable, strategic recruitment process rather than
frantically jumping to fill vacancies as they arise. These benefits are available to businesses and organizations
of all sizes. Regardless of how large or well- known your company is, a properly developed plan can help
you edge out the competition in a crowded market while also solving a wide range of recruitment challenges.
To help you maintain a competitive edge here are five crucial steps to the build an effective recruitment
sourcing strategy:
1. Identify Your Goals

Your talent sourcing strategy should be derived from your overall business plan and long- term company
goals. This is the very first step in identifying the future employment requirements of any business, and is
a crucial component of sustainable recruitment sourcing strategies. By knowing what your company wants
to achieve and when/how it plans to do so you can ensure that you are not only looking for the right talent
to meet those needs, but you’ll be able to plan your hiring pipeline to ensure people come on board right
as you need them.
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For instance, you’ll need to consider whether offering relatively low or average salaries with a training and
development plan to develop younger talent is best, or if a high salary and/or generous bonus plan for highly
skilled and experienced candidates is a better approach. Once you’ve identified skill levels you need you’ll also
need to work together with other stakeholders to determine how many employees will be needed at what times.
The more clearly aligned your strategy is with company goals the more effectively you’ll be able to plan and
the more easily you’ll be able to request the resources needed to achieve your goals.
2. Designate Specific Sourcing and Recruitment Needs

Sourcing and recruitment, like many other aspects of HR, can sometimes struggle in gaining internal
support and approval. In creating your strategy be sure to carefully define exactly what you will need to
get it done. Once you’ve done this, present it to both management and other stakeholders and gain their
commitment and support. Doing so will allow you to spend your time executing your strategy rather than
fighting for resources.
3. Define the Talent You Are Targeting

There are a variety of ways to identify and define the types of talent you are going to source and recruit.
You can base it on specific skill sets, personas, academic backgrounds, broad candidate descriptions,
internal versus external hires, and more. Regardless of what criteria you use, the more detailed the profile
is the easier it will be to prepare for it. In some instances, you’ll be able to build your pipeline in advance,
before the vacancy has even gone live.
4. Know Where and How to Source

The actual work of sourcing and recruiting serves as the culmination of the hard work that has gone into
your strategy. If you’ve done things right you’ll start to see the dividends be paid out, allowing you to
quickly and easily target (and hire) the right candidates. When it comes to the sourcing itself,
understanding where the talent is now and where it is likely to be in the future is key to keeping your
strategy sustainable. Which networks do you need to use? What’s the best way to approach candidates?
Knowing this will help you work faster and more effectively.
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5. Set Checkpoints and Conduct Analysis

The final component of an effective sourcing strategy is incorporating the ability to review and improve it.
Set checkpoints (based on dates or key events) where your team will review how things are going. In
conjunction with that, determine what key metrics you will need to measure in order to determine the
effectiveness of both your strategy and how you have executed it. By making continuous improvement
core part of your strategy you’ll ensure your team is able to be constantly improving.
Candidate Sourcing Struggles

Recruiters sourcing candidates can encounter hurdles along the way such as:
- Not knowing what the actual job entails.
- A low number of candidates.
- Difficulty getting in touch from rival companies.
- Not knowing which job boards or social media platforms will generate leads for the recruitment pipeline.
- Managing the recruitment pipeline.
- Lack of time.
- Lengthy time to hire.
- Not knowing what metrics to measure and therefore not measuring metrics accordingly.
Tips for sourcing strategy in recruitment

- Know the difference between sourcers and recruiters.
- Plan your sourcing strategy.
- Understand the job requirements.
- Start your search with former candidates.
- Build and maintain your sourcing pipeline.
- Add candidates to the pipeline immediately.
- Look for candidates for the future.
- Keep track of your sourcing and recruiting metrics.
- Use social media and various platforms like LinkedIn, Indeed, Facebook, Twitter, Slack, Meetup,
Google+ and many more.
- Think about employee referrals.
- Keep modifying your search terms to source additional new candidates online.
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THE BEST SOURCING TECHNIQUES FOR RECRUITERS

#1—Sourcing candidates through a recruiting database
Of course, many hiring authorities and recruiters (both in-house and third-part) maintain their own recruiting
database of candidates. When these hiring authorities and recruiters have a job order, they often automatically
check their own database first as a way of sourcing candidates. Of course, the better your recruiting applicant
tracking system is, the more quickly you’ll find the candidates you need.
#2— Sourcing candidates through social media
LinkedIn has become all the rage during the last several years, as countless companies and recruiters have
added it to their talent sourcing strategy. They “camp out” within the social media platform on an almost
daily, hoping to source high-quality candidates and then recruit them. While it’s true that they also use other
social media platforms for sourcing, LinkedIn is most definitely the most effective and most popular method
of sourcing candidates through social media.
#3—Sourcing candidates through online job postings
It seems almost everybody does this, right? Well, while just about every company does it, not all recruiters do.
There is still a contingent of search consultants that refuse to add job posting boards and job board integration
to their candidate sourcing methods. One reason is that online job postings usually attract active job seekers
but aren’t great passive recruiting strategies. The latter are usually top performers at their current employer,
are busy and compensated well, and aren’t even looking at online job postings. So do job boards really work?
The effectiveness of this candidate sourcing method depends on who you ask. In addition to searching
candidates that have applied to job board postings, try a Google resume search. Many people, especially in the
tech space, will have their own websites that frequently host an updated copy of their resume.
#4—Sourcing candidates via referrals

Now this is one of the old-school sourcing strategies for recruiters that never actually gets old. That’s because
it’s so darn effective. Organizations have official employee referral programs whereby employees are paid a
referral bonus if they refer a candidate who is actually hired. Recruiters also employ such methods of
sourcing. Offering a referral fee to candidates that suggest friends or colleagues that are later placed
successfully is a very viable technique. The best place to find more candidates like the one you just placed is
to ask that individual who they know.
#5—Sourcing candidates from within the organization
This is a technique that organizations often employ, especially if they’re heavy into succession planning. Of
course, with this method, the organization does not need the services of a third-party recruiter. That’s because
the talent is right there within the company. However, the talent still needs to be convinced to make a move,
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even though it’s with their current employer.

#6—Sourcing candidates through a recruiter network
We are currently in the midst of a “candidate’s” market.” That means candidates have the upper hand in the
marketplace. That means the really good candidates are interviewing with more than one company, they’re
often receiving multiple offers of employment, and they have plenty of options from which to choose. On the
other hand, we have hiring managers and authorities who never seem to find the candidate they want. A
recruiting network can provide a solution, since the recruiters within the network share candidates and job
orders.
Now when the sourcing of the candidate is done then the HR department contacts the candidate and provides
him with a brief idea regarding his job role as well as his expected salary. Once the candidate accepts the job
role then he is further called for an interview.
The interview can be of following types:
- Face to face Interview
- Video Calling via. Skype
- Telephonic Interview
First Interview is with the functional head of his respective field. Once the Candidate clears the interview
then there will be another interview with the HR where he can negotiate regarding his salary, location,
incentives etc. Once, the negotiations among the candidate and HR comes to a mutual agreement then the
candidate is further called for an Aptitude Test which is concerned with his/her respective field.
If the person clears that test then the person is selected for further process otherwise the candidate will be
rejected.
The name of the selected candidate is then sent to the N.H.Q. which is situated in Mumbai where the further
process is done. Once the approval comes from the N.H.Q. then the offer- letter is released from the State
Head Quarter mentioning the job profile, salary, location as well as the date of joining.
The candidate has to report within 1 month once the offer letter is released.
PRE ON-BOARDING INDUCTION

Pre-boarding – preparing for the new employee’s arrival.
From offer acceptance to the first day on the job, thoughtful preparation in onboarding your new or
transferring employee is essential in order to provide a clear road map of activities and resources to promote a
great start. You want to ensure that everything is in place and ready for his/her first day. Remember, you only
have one opportunity to create a great first impression!
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Schedule, job duties and expectations.

▪ Call and welcome employee, once formal offer is accepted.
▪ Review start date, arrival time, location, transportation/parking options, dress code, lunch plans (if
applicable) and a preview of the day one agenda.
▪ Inform employee of anything s/he needs to bring (required documents, if applicable).
▪ Provide an email address and/or phone number should new employee have any questions prior to day one.
▪ Email the new employee the link to the necessary details so s/he can review thoroughly before first day,
and ensure s/he knows how to access Workday.
▪ Email the unit/department to announce the new hire. Include start date, role, and professional bio, as
appropriate. Copy the new hire.
▪ Gather information (weblinks or paper) to provide on day one (job description, unit org chart, department
map/directory, information related to the unit’s goals and priorities, etc.)
Why Pre-boarding is just as important as On-boarding when it comes to reducing staff attrition and time to
effectiveness of new starters?
There is lots of talk about the importance and best practices of onboarding new starters. We are, however,
missing a significant amount of crucial time in the new employee’s journey to the successful integration in
their new role and organization. From the date a new employee signs their contract and the date of their first
day (could be up to 6 months or more) traditionally there is little contact. It is during this period (Pre-
Boarding) that your new employee is at most danger of finding another career path, employer or opportunity.
We therefore must use this time to engage and interact with our new colleagues.
Pre-boarding is like the experience of your favorite airline. This is where the airline welcomes you, offers you
a drink, your favorite newspaper etc. and generally, try to immerse you in their great customer service. They
are already building brand loyalty, creating expectations of comfort and service, way before you “board” their
aircraft for your flight. In much the same way organizations should be Pre-boarding their new employees to
help build loyalty, understanding of the organizations culture and readiness for the new role, before
Onboarding commences.
Pre-boarding time offers organizations a great chance to interact with their new employee prior to them being
overloaded with information and fulfilling their actual role. It is a chance to drip feed information about the
organization and their role, understand about their learning styles, aspirations and potential development
needs. It also affords you the vital contact with the new employee to ensure successful onboarding. From a
new employees’ perspective, Pre- boarding enables them to:
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- Gain a feel for the culture of the organizations.

- Understand their way around the business, both from a physical and structural perspective.
- Understand more about their role and what is expected.
- Virtually meet with other new starters.
Employees who are Pre-boarded are more enthused about their role, feel more valued and believe they are
joining an innovative and modern organization. From an organizational perspective, Pre-boarding:
- Embeds new employees within the organizations culture more quickly.
- Enables onboarding efforts to concentrate around the employee’s role and responsibilities.
- Reduces attrition rates
- Reduces time to effectiveness of new starters, helping them achieve business objectives quicker.
With this in mind we must remember that Pre-boarding is a vital precursor to onboarding and should draw
just as much focus.
ON-BOARDING IN RELIANCE JIO
Onboarding a strategic process of bringing a new employee to the organization and providing
information, training, mentoring and coaching throughout the transition.
The process begins at the acceptance of an offer and throughout the first six to twelve months of
employment.
Objectives of Onboarding Process
The main objective of On-boarding process is to create a positive onboarding experience that:
- Facilitates the new employee’s ability to contribute in the new role,
- Increases the new employee’s comfort level in the new role,
- Reinforces his/her decision to join the university,
- Enhances productivity,
- Encourages commitment and employee engagement,
- Influence the new employee’s decision to work in the organization,
- Increase new employee retention rate.
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TRAINING AND DEVELOPMENT

After an employee selected, placed and introduced her or she must be provided with training
facilities. Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. Training is a short-term educational process and utilizing a systematic and
organized procedure by which employees learn technical knowledge and skills for a definite
purpose.
Dale S. Beach Define training, “The organized procedure by which people learn knowledge
and/or skill for a definite purpose.” In other words, training improves, changes, molds
the employee’s knowledge, skill, behavior, aptitude, and attitude towards the requirements of the
job and organization”.
Training refers to the teaching and learning activity carried on for the primary purpose of
helping members on an organization, to acquire and apply the knowledge, skills, abilities and
attitudes needed by a particular job and organization. Thus, training bridges the difference
between job requirement and employee’s present specifications.
BENEFITS OF TRAINING FOR AN ORGANIZATION
• Lead to prove profitability and/or more positive attitudes towards profit orientation.
• Improves the job knowledge and skills at all level of the organization.
• Improves the morale of workforce.
• Helps people identify with organizational goal.
• Helps create a better corporate image.
• Aids in organizational development.
• Learns from the trainee.
• Helps to prepare guideline for work.
• Organization gets more effective decision making and problem solving.
• It helps to improve labor-management relations. Benefits to the individual which in
turn ultimately should benefit the organization.
• Helps the individual in making better decisions and effective problem solving.
• It helps to an individual to handle stress tension or conflicts.
• It provides information to improve leadership and knowledge.
• Develops a sense of growth in learning.
• Improves morale.
• Improves impersonal skills.
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NEED FOR TRAINING
Need for training arises due to following reasons:

1. To match the employee specification with the job recruitment and organizational
needs:
An employee’s specification may not exactly suit to the requirement of the job and the organization
irrespective of his past experience, qualifications, skills knowledge, etc. Thus, every
management finds deviation between employee’s present specifications and the job requirements
and organizational needs. Training is needed to fill this gap by developing and molding the
employee’s skill, knowledge attitude behavior etc. to the tune of the job requirements and
organizational needs.
2. Technological advances:
Every organization in order to survive and to be effective should adopt the latest technology, i.e.
mechanization, computerization, automation. Adoption of the latest technology means and
methods will not be complete until they are manned by employees possessing skill to operate them.
So, organization should train the employee to enrich them.
3. Human relations:
Trends in approach towards personnel management have change from the commodity approach
to partnership approach, crossing the human relations approach. So, today, management of most
of the organizations has to maintain human relations besides maintaining sound industrial
relations although hitherto the managers are not accustomed to deal with workers accordingly.
So, training in human relations is necessary to deal with human problems and to maintain human
relations.
4. Change in the job assignment:
Training is also necessary when the existing employee is promoted to the higher level in the
organization and when there is some new job or occupation due to transfer. Training is also
necessary to equip the old employees with the advanced disciplines techniques or technology.
TYPES OF TRAINING
There are a number of different types of training we can use to engage an employee. These types
are usually used in all steps in a training process (orientation, in-house, mentorship and external
training). The training utilized depends on the amount of resources available for training, the type
of company, and the priority the company places on training.
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Some of the commonly used training programs are listed below:

o Induction training:
It is also known as orientation training. It is given for the new recruits in order to make them familiarize with
the internal environment of an organization. It helps the employees to understand the procedures, code of
conduct, policies existing in that organization.
o Job instruction training:
This training provides an overview about the job and experienced trainers demonstrates the entire job.
Addition training is offered to employees after evaluating their performance if necessary.
o Vestibule training:
It is the training on actual work to be done by an employee but conducted away from the work place.
o Refresher training:
This type of training is offered in order to incorporate the latest development in a particular field. This training
is imparted to upgrade the skills of employees. This training can also be used for promoting an employee.
o Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time under a supervisor.
o Technical or technology training:
Depending on the type of job, technical training will be required. Technical training is a type of
training meant to teach the new employee the technological aspects of the job. In a retail
environment, technical training might include teaching someone how to use the computer system
to ring up customers. In a sales position, it might include showing someone how to use the
customer relationship management (CRM) system to find new prospects.
o Quality training
In a production-focused business, quality training is extremely important. Quality training refers
to familiarizing employees with the means of preventing, detecting, and eliminating non-quality
items, usually in an organization that produces a product. In a world where quality can set your
business apart from competitors, this type of training provides employees with the knowledge to
recognize products that are not up to quality standards and teaches them what to do in this
scenario. Numerous organizations, such as the International Organization for Standardization
(ISO), measure quality based on a number of metrics. This organization provides the stamp of
quality approval for companies producing tangible products. ISO has developed quality standards
for almost every field imaginable, not only considering product quality but also certifying
companies in environmental management quality.
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o Skills Training
Skills training includes proficiencies needed to actually perform the job. For example, an administrative
assistant might be trained in how to answer the phone, while a salesperson at Best Buy might be trained in
assessment of customer needs and on how to offer the customer information to make a buying decision.
o Soft skills training
Soft skills refer to personality traits, social graces, communication, and personal habits that are used to
characterize relationships with other people. Soft skills might include how to answer the phone or how to be
friendly and welcoming to customers. It could include sexual harassment training and ethics training. In some
jobs, necessary soft skills might include how to motivate others, maintain small talk, and establish rapport.
o Team training
We can define team training as a process that empowers teams to improve decision making, problem solving,
and team-development skills to achieve business results. Often this type of training can occur after an
organization has been restructured and new people are working together or perhaps after a merger or
acquisition. The goal of team training is to develop cohesiveness among team members, allowing them to get
to know each other and facilitate relationship building.
o Safety training
Safety training is a type of training that occurs to ensure employees are protected from injuries caused by
work-related accidents. Safety training is especially important for organizations that use chemicals or other
types of hazardous materials in their production. Safety training can also include evacuation plans, fire drills,
and workplace violence procedures. Safety training can also include the following: Eye safety, First aid, Food
service safety, Hearing protection, Construction safety etc.
METHODS OF TRAINING
ON THE JOB TRAINING METHODS OFF THE JOB TRAINING METHODS

- Job rotation - Case study method
- Coaching - Incident method
- Job instruction - Role play
- Committee assignments - In basket method
- Internship training - Business games
- Grid training
- Lectures
- Conferences
- Management education
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On the job training methods:

On-the-job training methods are those which are given to the employees within the everyday working of
the concern. It is a simple and cost-effective training method. The in-proficient and semi-proficient employees
can be well trained by using such training methods. The employees are trained in actual working scenario.
The motto of such training is “learning by doing”.
Off the job training methods:

Off-the-job training methods are those in which training is provided away from the actual working conditions.
It is generally used in the case of new employees. These methods are costly and are effective if and only if large
number of employees have to be trained within a short period of time. Off the job training is also called as
vestibule training as the employees are trained in a separate area where the actual working conditions are
duplicated.
OPTIONS FOR EMPLOYEE TRAINING AND DEVELOPMENT

For education, training and development, options exist externally, internally and online and choices range from
seminars to book clubs to mentoring programs.
External education, training and development:
- Seminars, workshops and classes
- Field trips to other companies and organizations
- Professional association seminars, meetings and conferences
- Internal education, training and development
- Onsite seminars and classes
- Coaching to the employees
- Mentoring by formal mentoring programs
- Form a book club at work
THE ESSENTIAL SKILLS FOR TRAINERS
Every trainer needs to have a number of skills as well as training development tools to be effective. Let’s look
at this training skills list that includes soft and hard skills.
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1. Advanced research skills

One of the most important hard skills a trainer should master is internet research. Advanced searching
can narrow or broaden your results so you can get the most relevant. The key is to find relevant and
reliable content for your training.
Naturally, another effective training skill you’ll need is the ability to evaluate and validate websites as
well as critically assess research papers.
2. Strong communication skills

Sure, you can be the best researcher on the planet. But if you don’t have the right trainer qualities and skills,
you won’t be an effective trainer. Communication skills are critical for trainers as they can make or break the
learning experience for learners.
So, to be an inspiring and engaging trainer, you should be adept at listening, questioning, explaining, and
giving feedback. These training skills can be practiced over the course of a career – as long as you know
they’re important. And keep improving them as often as you can.
3. Flexible organization skills

One of the most certain facts about the training business is that you’ll never have everything you want at the
same time. Whether that’s time, money, resources, or the good parking spot, you’ll need to be flexible but
organized. Strong organizational skills will get you far. Skills like managing your stress and time will help you
stay calm and on track. As will organizing tasks in such a way that they’ll save you both time and effort.
Another effective training skill that’ll keep you organized is problem-solving.
THE MUST HAVE TRAINING TOOLS FOR TRAINERS

Training tools are any program, platform, template or means that help trainers, well, train. Training tools are
aid to the training methods which helps to make our training better. These tools help to carry out the training
in an effective manner. Some of the training tools are as follows:
1. Content authoring tool
One of the most essential tools for training and development is an eLearning content authoring tool. Authoring
tools are software platforms that let trainers incorporate a variety of media (including video) to create engaging
and interactive courses. Some tools even have built-in lesson types to speed up the process.
Choose a content authoring tool that’s easy to use, has the exact features you need and plays well with your
learning management system (LMS). Your LMS is what will deliver your dynamic courses to your learners.
2. Video editing software

One of the most overlooked training tools for trainers is video editing software. Videos combine image and
sound, offering a vivid and engaging learning experience.
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And with video creation and editing tools like the ones on YouTube and your smartphone, it’s never been
easier to create and add videos to your courses. Another excellent reason to learn how to use video tools is that
videos create stronger connections in an online learning environment. Whether you’re a subject matter expert
creating courses for sale or a corporate trainer, learning how to use video tools will improve your training.
3. Social media
Social media can prove to be really powerful training and development tools. The overwhelming surge in
popular social media hangouts like Twitter, Instagram, Pinterest, Facebook, Snapchat, Google+, YouTube, and
blogs, tell you where learners like to go. As a trainer, connecting with learners using their preferred social
media is a terrific way to personalize the learning experience.
Using a social media tool in a learning management system will encourage learners to connect with other
learners who are in the same training course. You should also capitalize on the characteristics of the social
media you’ve chosen. For example, a private Facebook group is an effective way for learners to share ideas and
open discussions. Social media is also a great course marketing tool, as announcements for updates or new
courses reach learners faster than email.
4. Learning Management System

Arguably, the best training tool for any trainer is a Learning Management System (LMS). An LMS is a
platform from where you can create courses, manage users and track performance of online training. Every
trainer should not only know how to use an LMS, but should master it. This gets much easier if you or your
organization choose a well-engineered and intuitive LMS.
ORGANIZATIONAL EFFFORTS FOR CONTINUOUS LEARNING AND REGULAR TRAINING

The organization should facilitate continuous learning and regular training. This helps the employees in their
career and helps to improve their skills and knowledge. This can help them in both professional and personal
life. Some of the efforts made by the organization for continuous learning and regular training may include:
* Create a learning environment. Communicate the expectation for learning.
* Offer work time support for learning. Make online learning and reading part of every employee’s day.
* Provide a professional library.
* Enable flexible schedules so employees can attend classes.
* Pay for professional association memberships and conference attendance annually for employees.
*Training is crucial to the ongoing development of the people the organization employ and their
retention and success.
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LEARNING
Learning is an ongoing process. Mainly learning means “the acquisition of knowledge and skills
through study, experience or being taught”. Learning is the act of acquiring and reinforcing existing
knowledge, behaviors, skills, values or preferences which may lead to a potential change in synthesizing
information, depth of the knowledge, attitude or behavior relative to the type and range of experience.
Human learning may occur as a part of education, personal development, schooling or training.
APPROACHES TO LEARNING:
1. Behaviorist approach to learning: This approach to learning is based on the idea that the learners
respond to stimuli in their environment. The role of learning facilitator, therefore, is to provide relevant
and useful stimuli so that the learner responds to and gain the required knowledge and experience.
2. Cognitive approach to learning: This approach is concerned with the role of the active mind in processing
learning opportunities and developing. The tutor and the participant both engage with knowledge; the role of
the tutor is choosing the best method to convey understanding.
3. Humanistic approach to learning: This approach considers the way, in our society, previously polarized
views of right and wrong have dissolved into a variety of potentially equally valuable truths i.e. a pluralistic
approach.
The main learning and development objectives include:

• To gain new knowledge or information that helps employees to do a job well.
• To learn physical skills, like using physical machinery quickly and efficiently.
• To influence employee attitudes and perceptions toward learning or organizational change.
• To develop social skills, like leadership or teamwork abilities.
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ON BOARDING PROCESS
Employee onboarding (also known as organizational socialization) is the “process of helping new hires adjust
to social and performance aspects of their new jobs quickly and smoothly, and learn the attitudes, knowledge,
skills, and behaviors required to function effectively within an organization.”
In short, employee onboarding involves the processes that help you ensure that your new hires get started
on the right foot. These processes can be broken down into two categories:
- Formal onboarding encompasses the organized tasks and procedures that help a new employee adjust to
his or her new position. Under formal onboarding, new hires are often segregated from existing employees
to experience coordinated activities for orientation, in-classroom training, and socialization.
- Informal onboarding refers to the ad hoc and semi-organized activities by which a new employee learns
about his or her new job. Informal onboarding can include job shadowing and impromptu one-on-one
coaching or meetings with management and new colleagues, as well as the minutiae of getting started at
a company, such as receiving badges and equipment.
Regardless of whether an organization chooses formal onboarding, informal onboarding, or a mix of both,
getting new hires up to speed is an expensive task. Successful Onboarding, companies spend up to 30% of a
new hire’s annual salary during the onboarding process.
Given the expense of onboarding new recruits, how can large enterprises build time-sensitive training across a
diverse set of roles, and deliver it to new recruits that may be remotely located across the country or even
around the world?
Many forward-looking companies have begun to address the problem of affordably onboarding at scale
through video. Through the use of video, HR organizations have been able to enhance their onboarding
processes in the following ways:
- Reduce training program costs- By substituting video for in-class trainings and smaller events,
companies such as IBM and Microsoft have been able to save millions of dollars in travel and lodging
alone.
- Improve knowledge retention- The use of video has been shown to improve people’s ability to
remember concepts and details - with effects that actually increase over time. Additionally, modern
video platforms enable people to search across an entire library of training videos, as well as search
inside each video, for any word that was spoken or appeared on screen. This ability to search gives
employees a searchable resource that enables them to find the information they need on-demand.
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- Ensure consistency of training materials- For larger organizations or companies that are geographically
dispersed, having multiple trainers can introduce challenges to providing a consistent onboarding
experience for all new employees. Video solves this problem by ensuring that companies maintain a
consistent, high-quality messaging standard regardless of who conducts the training.
- Help employees feel more engaged and connected- Establishing strong interpersonal networks and
relationships is one of the most overlooked aspects of employee onboarding. Video can help expand the
reach of your onboarding programs worldwide through the use of company and team introductions that
can help your new hires place faces and personalities to the names they’ll see in their company directories
and email inboxes.
The Employee Onboarding Process: Steps to Success
The onboarding process varies from organization to organization, and employee to employee. There are,
however, requirements that are key to creating a memorable and engaging first year for your employee.
Onboarding starts during recruitment
Onboarding begins when you put up the job ad, not the day the new employee starts. During the recruiting
phase, recruiters must communicate the realities of the role and the company, and ensure it aligns with what
candidates expect once they begin working at the organization.
To better onboard desired candidates, organizations could:
- Invite candidates to visit the office and spend team with key team members.
- Have the candidate perform a specific task or short assessment required for the role.
- Invite an existing employee to give a first-hand account of the process of starting the new job.
- Use online professional networks such as LinkedIn to offer insights into company culture.
- Post interviews with existing employees, informal and formal events, videos from senior management
and so on.
A welcoming culture, with efficient processes can create a lasting and positive impact
Prior to the employee's first day, use automated systems (part of a larger digital workplace framework) to
notify and coordinate relevant departments and tasks to support the new hire. This includes direct line
managers, team members, HR, payroll, finance, governance, training, IT, facilities management, security and
operations. Send notifications alerting IT to con- figure email access to emailing the new hire links to fill in
additional details such as their emergency contact. This ensures from day one new employees have access to
all necessary information including organizational charts, login details to access various business applications
and key contact information of relevant team members.
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It is also important to start socializing and acclimating the new hire to the organizational culture from the very
first day. Videos and other multimedia technology are a great and easily digestible ways to communicate high
level information to employees including the company values, strategic goals and key members of the
management team.
Outline learning objectives for new employees

Clearly set out the role and responsibilities for the employee. Then work together to create KPIs (Key
Performance Indicators) and milestones. It is imperative that employee expectations align with the
organizations’ expectation of them! This will help motivate employees and gives them a strong sense of
satisfaction when these KPIs are achieved. It also gives them a better understanding of how their work
contributes to the department and strategic business goals.
Setting KPIs will also provide guidance on the best training and development opportunities to advance and
broaden their skills. Remember, the most valuable employees in your organization will crave knowledge and
will not settle for falling behind from their peers in the industry. They will not hesitate to seek employment
elsewhere if their needs are not being met.
Encourage managers to meet with employees after a few months to assess progress towards KPIs. This is a
good opportunity to see how the employee is progressing and whether additional training and mentoring is
required to close knowledge gaps.
Create an onboarding plan based on the individual employee’s character and needs
Employees will be from different age groups and backgrounds, have varied strengths, weak- nesses, skill
levels, and preferences for communication and work styles. The first week should be about getting to know
new employees.
Do they need additional training for work systems or have they used these before? Do they prefer to learn via
video, shadowing team members or reading? How do they like to be managed? What are their technology
preferences?
Use this information to tailor the onboarding process to their individual needs. This will help them acclimate
and become productive members of the organization faster.
Keep the onboarding process planned and structured - Avoid information overload
Think about what the employee needs to know to get them up and running as soon as possible vs. what can be
introduced over time. To assist with this, create a checklist specific to the employee's onboarding process,
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broken out by first day, first month, three months, six months and one year.
You could also create a one-page cheat sheet outlining any takeaways you want the new employee to
remember and/or answers to commonly asked questions
With digital platforms such as a Learning Management System (LMS) and intranet sup- porting your
onboarding efforts, you could digitalize this cheat sheet and have a to-do task list outlining what needs to be
done on the first day, first week, first month etc. to give employees realistic expectations of deadlines. This
helps avoid future stress over when they need to learn information.
Go beyond technical training and resources

Every organization knows they must provide new employees with technical training for specific business
systems and applications. However, it shouldn't simply stop there. Training and resources can also be used to
speed up an employee's knowledge and integration into the company culture.
You might offer training classes or videos on the company’s goals, visions, strengths, weak- nesses and ethics.
Some organizations also provide resources on specific language (specifically technical language), slang,
acronyms and company terminology, to get new employees up to speed on nuances not often picked up until
weeks into the role.
Resources can be given on the social nuances within the organization such as relevant formal and informal work
relationships and power structures. This helps them quickly form successful working relationship with other
employees, and reduces wasted efforts in pursuing projects and answers from the wrong colleagues and
departments.
Evaluate the onboarding plan

Plan it, implement it, be consistent and make sure you have supportive channels in place throughout the entire
onboarding process.
Feedback, in particular from the employee, is central to understanding how well an employee is adapting, and
whether they feel the onboarding process has been effective.
Survey employees at the end of the first week, three months, six months and one year, with the aim of
understanding whether their expectations were met, and how engaged they are with the organization.
Questions on whether they readily had access to information, technology, tools and training to perform their
jobs, what they feel can be improved (particularly from a processes perspective) and what their strategic goals
are (and whether this differs from agreed KPIs) is key. If employees are not being as productive as they
should be, this will help you understand why (particularly if it relates to training and knowledge gaps). Then
use this information to refine the onboarding process for each employee.
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ON BOARDING PROCESS IN RELIANCE JIO
Selection Process:
The selection procedure in Reliance is completed in following three steps:
- Written test (Aptitude)
- Technical written test
- Technical and HR interview
Let’s find out the details of three steps of the recruitment process:
1. Written test (Aptitude)
The first step is the written test in which 75 questions are asked and time limit for those questions are 35
minutes. The questions will be from several topics like ratio, simple logics, comparisons, analogy etc. The cut
off marks for this round are 60%.
2. Technical written test
The next step is the Technical written test in which 50 questions are asked and time limit are 25 minutes.
Technical questions will be from electronics, networking subject. For this round the cut off marks is 50%.
3. Technical and HR interview
After clearing both written tests, the final step is the technical and HR interview. It takes 1 hour and is based
on National Merit Test. In this round some technical questions are asked and in HR round the questions will
be asked about the company, projects, hobbies etc. Candidates are required to produce original mark sheets/
certificates for verification during interview.
RECRUITMENT AND SELECTION AT RJIL, SOURCES OF MANPOWER SUPPLY

Following are the sources used by Reliance Jio Infocomm Limited for recruiting people:
INTERNAL SOURCES
Reliance Jio Infocomm Limited mainly uses one internal source of recruitment which is employee referrals.
RJIL focuses on this source because they believe it is the reliable and safest sources of recruitment. Let us have
a look at this source in detail.
➢ Employee Referrals:
Employee referrals means using personal contacts to locate job opportunities. It is a recommendation from a
current employee regarding a job applicant. The logic behind employee referrals is that “it takes one to know
one”. Employees working in the organization, in this case, are encouraged to recommend the name of their
friends working in other organizations for a possible vacancy in the near future. In fact, this has become a
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popular way of recruiting people in the highly competitive Information Technology industry nowadays.
Companies offers rich rewards also to employees whose recommendations are accepted - after the routine
screening and examining process is over- and job offers extended to the suggested candidates. To obtain
effective results, the details of a referral scheme should percolate down to all levels using various means such
as posters, e-mails, kick of parties etc. Employees should understand that they are being entrusted with a
critical task.
And those making a referral should get prompt feedback so that they come back with more referrals. An upper
limit for the number of referrals and the rewards to be doled out could be fixed in advance to avoid any
disappointment in this regard later on. Every attempt, however should be made to ensure quality. The firm
should constantly measure the quality and performance of employees recruited through the program. Finally,
when the firm decides to shut down the program, it should give advance notice and clearly communicate the
reason for doing so.
➢ Sourcing candidates from within the organization
This is a technique that organizations often employ, especially if they’re heavy into succession planning. Of
course, with this method, the organization does not need the services of a third-party recruiter. That’s because
the talent is right there within the company. However, the talent still needs to be convinced to make a move,
even though it’s with their current employer.
EXTERNAL SOURCES
➢ Sourcing candidates through social media/Job Portals
LinkedIn has become all the rage during the last several years, as countless companies and recruiters have added
it to their talent sourcing strategy. They “camp out” within the social media platform on an almost daily, hoping
to source high-quality candidates and then recruit them. While it’s true that they also use other social media
platforms for sourcing, LinkedIn is most definitely the most effective and most popular method of sourcing
candidates through social media.
Job portals like Naukri.com, Monster.com etc. are also used to search the desired candidate according to the job
profile.
➢ Sourcing candidates through a recruiter network
Kutumbh HR Care
Inception:
April 27, 2008
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- Services Offered:
Permanent Staffing Solutions, Temporary Staffing Solutions, Payroll Processing Solutions, HR Consulting and
Advisory, Training & Development.
- Location Presence:
14 Cities Across India catering to 1,200 sub locations where associates are spread across.
- Employee Strength:
64+ permanent employees; over 7,500+ Outsourced Associates.

- Clientele:
Providing Smart HR Solutions to 60+ Organizations of National and Global repute.
- Credentials:
7,500+ Outsourced Associates and still counting. 18,000+ Professionals recruited across different verticals.
Kutumbh HR Care is part of Kutumbh Care Pvt. Ltd., an enterprise having business interest in Human Capital
Solutions for organizations based in India & Middle & South East Asia & Africa, besides having its registered
office at New Delhi and corporate office at NOIDA, it has presence in major zones of India. Kutumbh HR
Care has overall 50 years of experience into Human Resources; Finance & General Management at multiple
levels in Indian & MNC organizations. Kutumbh HR Care is a pioneer in delivering trusted end-to-end HR/IT
in Payroll, Staffing (temping), Compliances, Search & Selections (Recruitments) and Training, we have
become a partner by choice for large MNC’s, and SME’s.
Over a decade, we have grown to be benchmarked for quality, reliability and high quality of systems and
processes. We pride on the fact that our highly motivated and energetic "young" team constantly sets high
standards as a yardstick to measure performances, resulting in enduring customer delight.
Team Kutumbh HR Care fosters the spirit of team work in ensuring that our clients view us as partners in
their businesses. Our HR services are shaped by each client’s unique needs and business context, aimed at
giving the best to their HR spend, balancing our advocacy to both employers and employees, based on
objective expert guidance.
Backing our deliverables is some of the most cutting-edge technology that is put to use, to customize your HR
programs. We leverage both our HR expertise and technology development skills to build solutions to fit your
needs.
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CREATING AN EMPLOYEE ID AT JIO CAREERS
Whenever a new employee comes for his/her joining an ID is made at https://careers.jio.com where the person
has to give his personal information along with resume/CV and some other documents.
After the profile is made a password is sent to the email id of the new joinee which is used to fill his/her personal
details unique profile etc.
This is used for employee central where a person can check his attendance, his leaves, his incentives, his
salary slips etc.
HOW TO LOGIN TO YOUR ESS ACCOUNT

Open the browser and open the ESS login page. ESS refers to Employee Self Service.
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After you logged in then there will be various options which are present there in the portal.
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Personal Information: In personal information there are various details which an employee has to fill to
complete his/her profile.
Attendance and Leave: In this section you can check your attendance and leaves, holidays etc.
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Payroll and reimbursements: Here an employee can check his/her play slip CTC Statement etc.
INDUCTION OF EMPLOYEE
This is the last activity in relation to a newly employed person before he is trained for his job.
Induction Meaning:
Induction of Employee is the first step towards gaining an employees' commitment, Induction is aimed at
introducing the job and organization to the recruit and him or her to the organization. Induction involves
orientation and training of the employee in the organizational culture, and showing how he or she is inter-
connected to (and interdependent on) everyone else in the organization.
The new employee’s first contact with his or her physical and human working environment is extremely
important, since it will condition his or her relationship with the company. The employee must feel supported
and important. The first person he or she will meet is the immediate supervisor, who should present the
corporate profile in addition to providing information on the organization’s background, values, clientele,
services offered, staff, and expected behavior. The immediate superior will also specify the newcomer’s role.
The points listed below should be covered during this meeting.
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Purpose and Need

An employee has to work with fellow employees and his supervisor. For this he must know them, the way they
work and also the policies and practices of the organization so that he may integrate himself with the enterprise.
Any neglect in the area of induction and orientation may lead to high labor turnover, confusion, wasted time
and expenditure.
INDUCTION PROGRAMME
A good induction program should cover the following:
- The company, its history and products, process of production and major operations involved in his job.
- The significance of the job with all necessary information about it including job training and job
hazards.
- Structure of the organization and the functions of various departments.
- Employee’s own department and job, and how he fits into the organization.
- Personnel policy and sources of information.
- Company policies, practices, objectives and regulations.
- Terms and conditions of service, amenities and welfare facilities.
- Rules and regulations governing hours of work and over-time, safety and accident prevention, holidays
and vacations, methods of reporting, tardiness and absenteeism.
- Grievances procedure and discipline handling.
- Social benefits and recreation services.
- Opportunities, promotions, transfer, suggestion schemes and job satisfaction.
An induction program consists primarily of these steps:

1. General orientation by the staff: It gives necessary general information about the history and the
operations of the firm. The purpose is to help an employee to build up some pride and interest in the
organization.
2. Specific orientation by the job supervisor: The employee is shown the department and his place of work;
the location of facilities and is told about the organization’s specific practices and customs. The purpose
is to enable the employee to adjust with his work and environment.
3. Follow-up orientation by either the personnel department or the supervisor: This is conducted within
one week to six months of the initial induction and by a foreman or a specialist. The purpose is to find
out whether the employee is reasonably well satisfied with him. Through personal talks, guidance and
counselling efforts are made to remove the difficulties experienced by the newcomer.
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Who Should Do The Induction?

If you are unsure about the best way to pass on the information, then leave it all to whoever will be the new
employees superior. However, you may decide that it is relevant to break down the information to be given by
the relevant departments. For example, your personnel department may inform them about employment
contracts and procedures.
If the new employee will be working with others, you may offer the responsibility to one of his/her future
colleagues. This way can benefit the new employee because they will be making a new friend at the same
time and could see it as a doorway to their social involvement.
If this isn’t yourself, then you may think it is best to leave the induction to the person who is most interested
about the effectiveness of the induction scheme. They will then perhaps make it their responsibility for
ensuring that the new employee integrates into the company with the right balance (job/social/personal
involvement).
Whoever you allocate to do the induction, it will start to form a good relationship between those involved (or
not as the case may be).
Providing Buddy:
After induction is done an employee is provided with a buddy who is another employee in the organization. The
main purpose of providing a buddy is to help the new joiner in settling in the office. Buddy also helps the new
employee in finding an apartment and also helps in resolving any other issue that is being faced by the new
joiner.
SETTLING IN OFFICE
When most employers think of onboarding new employees, they typically have a list of to do’s focused on
paperwork, meeting the staff, an office tour, vision statement and other tasks.
But what is often left to last–or totally ignored–is a plan that focuses on making the employee feel welcome,
appreciated, and part of the organization’s culture as soon as possible. While most organizations have thought
out and mastered the technical part of bringing on new employees, few do the appreciation and welcome part
very well.
An organization only has one chance to make a good first impression with the new hire, and the first few days
will leave a lasting impression. Making new employees feel welcome will result in high employee loyalty and
retention and will be reflected in your bottom line.
Here are some things that an organization can do to make a new hire feel welcome and appreciated.
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1. Have a welcome strategy in place

From management down, everyone directly involved with a new hire has a role in making the new person
feel welcome. Everyone should be asked, “What was it like for you on your first day and week?” and “What
could others have done to make you feel more comfortable, accepted, and appreciated?” Use these questions
to brainstorm and come up with a detailed plan for bringing a new person into your organization.
Once the plan is developed and in writing, have everyone involved implement the plan whenever a new
employee arrives. Having a written plan reminds staff of the importance of first impressions and doing a good
job of onboarding. Doing this also points out that everyone has an important role to play.
2. Have a personal collage of all immediate staff
One of the concerns that creates anxiety for a new employee is wondering how he will fit in. On the first day
he will likely meet a lot of new people and have trouble remembering their names.
Instead of handing him a sterile organizational chart with names and titles, how about a collage with photos
and personal information of the staff the newbie will be working with. This could include photos of
supervisors, coworkers, and some information on their personal lives such as family, pets, hobbies, favorite
travel destinations, or favorite sayings–whatever the employee felt comfortable sharing.
Having this information at his disposal would take the pressure off the new person to remember the many faces
that he met the first day. This would also put a human face on the organization and make a newcomer feel like
he is joining a family.
3. Have a mentor or buddy system
Whenever a new person is brought on board, assign someone to spend time with him to show him how things
work, go for lunch together, and offer support and guidance when needed. This could be undertaken by one
person or rotated amongst volunteer staff.
While the mentor or buddy would have the main role, other employees should also be encouraged to jump in
and do their part to do small things to make the newcomer feel welcome.
4. Express a genuine interest in the employee as a person
Knowing whether a person is auditory, kinesthetic, or visual will tell us how he prefers to be appreciated. For
an auditory person, being given a verbal compliment is better than a hand- written note, whereas the visual
person will prefer the note. A kinesthetic person will appreciate handshakes and solid eye contact.
While it is not always possible to have this information about new people at work, it is very helpful to find out.
If we don’t know or are unsure, do all three to ensure there will be one way the person will truly appreciate. The
more we know about a new employee the more we are able to personalize the welcome and heighten his
experience so the gesture is appreciated and remembered.
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5. Immerse a new hire in the company culture as soon as possible

Immersing a new employee into the organizational culture quickly is the best way to make him feel he is a
valuable part of the team. Assign him roles and ask for his input in all the areas they are involved. Encourage
him to come up with his own personal plan for what he wants to do or accomplish in the future. Make a point
of involving him in all of the social and fun activities around the workplace. When in meetings make a point
of asking for his input and actively listen to what he has to say.
6. Organize extra- curricular activities
In Reliance Jio there are various activities that are organized in order to make an employee comfortable and
these activities or functions also helps the employee to settle in the office quickly.
These activities include activities like Birthday bash which is done by the end of the month where the
birthday of all those employees who are born in that month is celebrated, badminton and basketball matches
are also organized. Annual get togethers are also organized at the end of every year.
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E-LEARNING AT RELIANCE JIO

Online training programmers are also carried out for the employees of the reliance jio. The e-learning
program is carried out through Jio University Portal.
Jio University is a virtual university of reliance Jio. This is basically based on e-learning concepts. This
university portal is accessible to all the employees of reliance jio. The university portal contains e-learning
courses or modules for the employees. These courses or modules help the employees to gain knowledge about
the different products or services of reliance jio at any time at any place. The jio university portal is a helpful
tool for the reliance jio employees. The new courses or modules for in accordance with the new products
and services of reliance jio are updated in the portal and hence the training team help the employees to get the
knowledge about the new updated courses or modules.
The updated record of the employee courses is kept with the training head.
Steps to access Jio University Portal:

1. Open the web address https://idm.jioconnect.com
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2. Login with the user name and password provided by the reliance Jio.
3. In the search box the employee can search any module or course which he wants to learn or which has to
be completed.
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4.For completing the course or module, the employee first has to gain knowledge about the particular module
or course. For this presentation or learning material on the particular module or course has been provided.
With the help of this the employee firstly understands the course or module.
5.After this, a quiz for the module or the course also has to be completed. This is just like online test regarding
the knowledge gained by the employee.
6.After giving the quiz, the answers of the employee are analyzed and the result about the test is given
instantly.
7. If the employee has passed the test with then the course is completed and if not, then the employee has to
give the test again. The passing marks for each course or modules are already fixed.
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8.Employees can also download the certificates of the tests that they have successfully passed.
Reliance JIO and Microsoft Come Together to Improve Online Learning During COVID-19 Pandemic
As the novel coronavirus continues its rampage throughout the world, most countries have been brought to a
standstill. With worldwide cases having crossed 3 million, most nations have put in place severe restrictions.
Almost all schools, universities and offices in Corona-hit countries have been shut. Therefore, this pandemic
has had a significant impact on all our lives, rendering most services null. Most countries are shutting down
their businesses and keeping alive only essential services. This has also made things difficult for traditional
methods of education. Recently, in March 2020, Reliance JIO announced that it would work with Microsoft to
help the online learning industry in India.
With schools and colleges shutting across India, millions have been left without a classroom. In this light, to
extend support to such students, JIO will partner with Microsoft to provide facilities to help schools and
colleges function digitally. This sizeable digital collaboration will bring together these two tech giants and
enable them to combine their resources. Their broad bandwidth and digital capabilities will help support both
healthcare and educational institutions. This will go a long way in helping schools and colleges continue to
function during social distancing and isolation.
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CONSIDERATIONS
The On-Boarding process at Reliance jio is a well- planned process and a lot of
emphasis is given to it. From the time of sourcing till the time of employee gets settled in
the office the entire process is well planned but yet there are some considerations that
reliance jio can consider in order to make the process more fluid and effective.
❖ The feedback from employees regarding on boarding should be taken and the
suggestions and improvements that they want which were not there during there on
boarding should be applied.
❖ Ample amount of information should be provided during induction but information
overload should not be there.
❖ There should be videos regarding company policies which are easily accessible by the
employee and if there is any doubt in the employee’s mind regarding anything he can
simply access that video and clarify it.
❖ The buddy program should be implemented properly that is it should be mandatory
to provide a Buddy to every new joiner.
❖ If in case the employee is from other state then the buddy provided to him should
also be from the same state if available as he will understand the new joiners needs
much easily and the employee will not feel isolated in terms of language or
culture.
❖ There should be a criterion to evaluate the buddy so that the new joiner can give
the feedback regarding the buddy provided to them.
❖ Another thing that should be kept in mind that the new employee should be
checked that if he is fully trained or not. If not, then again, the points which are not
clear to him should be made clear as if those points are not cleared it will affect his/her
efficiency and also leaves him in a lot of stress.
❖ One should also keep in check that the new joiner is not loaded with work that is
there should be a gradual increase in the work provided to him so that he can settle
in the organization and also learn the work more effectively.
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WORK DONE UNDER RECRUITMENT IN RELIANCE JIO
Recruitment is the process of finding and hiring the best-qualified candidate (from within or outside of an
organization) for a job opening in a timely and cost- effective manner. The recruitment process includes
analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants,
hiring, and integrating the new employee into the organization.
❖ In Reliance Jio, I was mainly involved in the recruitment process.

❖ I used to organize the interviews of the candidates with their respective department heads.
❖ I was also involved in mock interviews organized by NHQ Mumbai.
❖ I used to create new IDs on the jio careers website in the context of new appointments to be made
by the company (both on-roll and off-roll employees) and alternatively I used to schedule the date
and time of the tests to be given by the new appointed people.
❖ I used to schedule the interview assessments i.e. time and date of preliminary interview after
completion of the tests by candidates.
❖ I used to upload the mandatory documents of candidates like aadhar card, PAN card, educational
qualification certificates, resume, bank proofs etc. according to the job requirements.
❖ I used to create and generate offer letters of the newly appointed employees.
WORK DONE UNDER OPERATIONS IN RELIANCE JIO
HR operations refer to services provided by an HR department to business operations. HR operations, or

operational HR services, include administrative services, recruitment, job analysis, and employee relationship
management. These HR practices are in place to support management and staff in their day-today business
activities, and are important to meet an organization's goal.
❖ In Reliance Jio, I managed the files of the employees according to their employee codes.
❖ I also checked their missing documents in those files and updated them accordingly.
❖ There is a portal called VMS (Visitor Management System) where I used to give appointments to
the visitors.
❖ There is a site called careers.jio.com where I created an ID of new joiners and also uploaded their
resume or CV’s.
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❖ In ESS (Employee Self Service) I used to fill the necessary details of the employee like his/her aadhar
card number, pan card number, address details, bank details, family details, nominee details etc.
❖ I also called the employees for their missing documents and then updated the Master Data file in MS
EXCEL.
❖ I also visited various Jio centers and Jio points like Jio Center BCS Shimla, Jio point Shoghi and Jio
Point Theog.
❖ I used to organize panel interviews conducted in the office.
❖ I used to do the certification part as soon as the employee joins the company by uploading all the
necessary details along with the necessary documents and checked that all the details and
documents are correct.
WORK DONE UNDER TRAINING & DEVELOPMENT IN RELIANCE JIO
Training refers to the teaching and learning activity carried on for the primary purpose of helping members
on an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular
job and organization. Thus, training bridges the difference between job requirement and employee’s present
specifications.
❖ The employees whose course were to be completed were DSS, oDSS, cDSS, RRO, JPAM, JPM, JPL,
JCM. I helped the training team in completion of these courses.
❖ There were courses like Jio Phone Feature Certification for JPAM’s, JPM’s, JPL’s and JCM’s, Sales
booster certification tests for DSS, oDSS, cDSS, RRO, RJIL Network certification for engineers. I used
to assist the training team in these activities. These were some mandatory courses for role readiness of
the employees.
❖ I also participated in the Induction part which is given to new joiners regarding the policies and
guidelines of Reliance Jio. The policies include the insurance policies, travelling policies etc.
❖ I used to participate in the special meetings and seminars conducted by the training and induction team
and gathered new knowledgeable things and upgraded my skills as well.
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CONCLUSION
It was a complete useful experience working in Reliance Jio. The friendly welcoming staff and the space they
created for an intern allowed me with full opportunities to learn and know myself as a worker. This experience
brought out my strengths and also the areas I needed to make up. It added more confidence to my professional
approach, built a stronger and positive attitude and taught me how to work in team as a player. The primary
objective of an internship is to gather a real- life working experience and put their theoretical knowledge in
practice. This was my first real- life working experience to work in such a highly established company like
Reliance Jio. During my internship tenure, I have developed a lot of confidence and courage in this industry.
Here, at Reliance Jio I came to know about various functions of Human Resources which are mainly divided into
three categories: Recruitment and selection, Operations and Training and development. I came to learn about the
various methods through which an employee can be recruited that can be via referrals, via job portals or via
external source like Kutumbh care. Then I learned regarding the policies and guidelines of the Reliance Jio which
are very important for each and every employee too. I also learned regarding how training and development is
important and how it can help an employee to learn more easily and also the method is more interactive (E-
Learning). For this purpose, there is a specific dedicated website naming www.jiouniversity.jio.com where you
can access all the modules that are important in order to understand the things much easily with the help of videos
and quizzes.
I also learnt the values and importance of this i.e. the telecom industry and experienced that this is much superior
than most of the other fields during my training period. As a human being, I noticed many changes in my
attitude. I am more confident and more likely to do any work now.
During my training, I thoroughly enjoyed all the challenges that came along every single day. I learned that this
is just the beginning of the road I have taken and I have to travel a log distance to be a successful person in tis
field. But I must say that this experience will prove an objective in my career in the telecom industry.
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REFERENCES
Websites :
www.coai.com
www.thebalance.com
www.ddiworld.com
www.trainingmags.com
www.talenttlms.com
www.kutumbhhrcare.co
www.jiouniversity.jio.com
Books:
Human Resource Management by Gray Dessler
Human Resource Management by CB Gupta
T.N. Chhabra (2005), Human Resource Management, Dhanpat Rao & Co.
V.S.P Rao (2005), Human Resource Management
Ashwathappa K. (2005), Human Resource and Personnel Management, Tata Mc Graw Hill
Business Studies by Poonam Gandhi
Human Resource Management by Shashi K Gupta and Rosy Joshi
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MASTER IN COMMERCE (Himachal Pradesh University)

Studocu is not sponsored or endorsed by any college or university

ON THE JOB TRAINING REPORT

Master of Business Administration (MBA)

SUBMITTED TO: SUBMITTED BY:

HIMACHAL PRADESH UNIVERSITY BUSINESS SCHOOL

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Internship Completion Letter

For Reliance Jio Infocomm Ltd,

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Signature of the student

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1. Introduction to Reliance Jio 8-13

2. Human Resources in Reliance Jio 14-38

3. On boarding Process 39-53

4. E Learning at Reliance Jio 54-57

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INTRODUCTION TO RELIANCE JIO

Reliance Jio Infocomm Ltd. (RJIL) popularly known as

VISION OF RELIANCE JIO

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o Digital Entertainment and social connectivity

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Laying the Foundation for the Future

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PRODUCTS AND SERVICES

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Jio has also marketed co-branded mobile phones.

In June 2015, Jio tied up with domestic handset maker Intex to

Jio Phone is a line of feature phones marketed by Jio. The first

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HUMAN RESOURCES IN RELIANCE JIO

RECRUITMENT AND SELECTION

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METHODS OF RECRUITMENT AND SELECTION

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METHODS OF HR SELECTION TECHNIQUES

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➢ Cultural Fit Selection

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THE EMPLOYEE SELECTION PROCESS

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Why Is Human Resource Selection Process Important?

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IMPORTANCE OF EFFECTIVE RECRUITMENT AND SELECTION

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• Screening and Interview Process

• The Long Haul

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What is a recruitment sourcing strategy?

Five Key Steps for Your Recruitment Sourcing Strategy

1. Identify Your Goals

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2. Designate Specific Sourcing and Recruitment Needs

3. Define the Talent You Are Targeting