PROJECT REPORT

ON

THE STUDY OF RECRUITMENT PROCESS FOLLOWED BY ICICI LIFE INSURANCE

Submitted in partial fulfillment for the award of the Degree of Bachelor in Business
Administration 2019-20

UNDER THE GUIDANCE OF: SUBMITTED BY:

MR. ISHAN JAIN ISHIKA YADAV

ASSISTANT PROFESSOR ROLL NO. : 1703491407

 Vidya Institute Of Creative Teaching

Affiliated to CH. CHARAN SINGH UNIVERSITY,MEERUT

Vidya knowledge park, Baghpat Road,Meerut - 250002

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 STUDENT
DECLARATION

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 STUDENT DECLARATION

This is to certify that I have completed the research project titled “The study of
recruitment process followed by ICICI life insurance” under the guidance of MR.
ISHAN JAIN in partial fulfillment of the requirement for the award of degree of
Bachelor of Business Administration at Vidya Institute Of Creative Teaching, Meerut.
This is an original piece of work & I have not submitted it earlier elsewhere.

PLACE: ISHIKA YADAV

DATE: ROLL NO.: 1703491407

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CERTIFICATE FROM INSTITUTE GUIDE

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 CERTIFICATE FROM INSTITUTE GUIDE

This is to certify that the research project titled “ THE STUDY OF RECRUITMENT PROCESS
FOLLOWED BY ICICI LIFE INSURANCE” is an academic work done by “ISHIKA YADAV”
submitted in the partial fulfillment of the requirement for the award of the degree of Bachelor of
Business Administration at Vidya Institute Of Creative Teaching, Meerut, under my guidance &
direction.

To the best of my knowledge and belief the data and information presented by herin the project has not
been submitted earlier.

SIGNATURE :

MR. ISHAN JAIN

ASSISTANT PROFESSOR

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 CONTENT
1. STUDENT DECLARATION 3-4
2. ACKNOWLEDGEMENT 5-6
3. EXECUTIVE SUMMARY OF THE PROJECT 8-10

4. INTRODUCTION 11-26

(a) LITRATURE REVIEW 19-22

(b) OBJECTIVE OF THE STUDY 23-24

(c) NEED OF THE STUDY 25-26

5. COMPANY PROFILE 27-30

6. RESEARCH METHODOLOGY 31-73
7. ANALYSIS & INTERPRETATION OF DATA 74-93

a. FINDINGS OF THE STUDY 82-83

b. CONCLUSION 84-87

c. RECOMMENDATIONS AND SUGGESTIONS 88-91

d. LIMITATIONS OF THE STUDY 92-93

8. ANNEXURES

a. QUESTIONNAIRE 94-98

9. REFRENCES AND BIBLIOGRAPHY 99-101

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EXECUTIVE SUMMARY OF THE
PROJECT

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 EXECUTIVE SUMMARY OF THE PROJECT

“The art of choosing men is not nearly so difficult as the art of enabling those one has
chosen to attain their full worth”.
According to Edwin B. Flippo, “Recruitment is the process of searching the candidates
for employment and stimulating them to apply for jobs in the organization”. Recruitment
is the activity that links the employers and the job seekers. A few definitions of
recruitment are as stated in the next page:

A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted. The
result is a pool of applications from which new employees are selected. Recruitment of
candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that the management can select the right
candidate for the right job from this pool. Recruitment is a continuous process whereby
the firm attempts to develop a pool of qualified applicants for the future human resources
needs even though specific vacancies do not exist. Usually, the recruitment process starts
when a manger initiates an employee requisition for a specific vacancy or an anticipated
vacancy.

 Recruitment is the process by which organizations locate and attract individuals to fill
job vacancies. Most organizations have a continuing need to recruit new employees to
replace those who leave or are promoted in order to acquire new skills and promote
organizational growth. Recruitment follows HR planning and goes hand in hand with
selection process by which organizations evaluate the suitability of candidates. With
successful recruiting to create as useable pool of candidates, even the most accurate
selection system is of little use Recruiting begins when a vacancy occurs and the recruiter
receives authorization to fill it. The next step is careful examination of the job and
enumeration of skills, abilities and experience needed to perform the job successfully.
Other steps follow: v Creating an applicant pool using internal or external methods v
Evaluate candidates via selection v Convince the candidate v And finally make an
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offer Scope: To define the process and flow of activities while recruiting, selecting and
appointing personnel on the permanent rolls of an organization.

Any amendments to and deviations from this policy can only be authorized by the Head-
human Resources and the Managing Director. Exclusions: The policy does not cover the
detailed formalities involved after the candidate joins the organization .ACTIVITY
FLOW The organization philosophy should be kept in mind while formulating the
recruitment procedure. The HR department would set the recruitment norms for the
organization. However, the onus of effective implementation and compliance with the
process rests with the heads of the respective functions and departments who are involved
in the recruitment and selection process. The process is aimed at defining the series of
activities that needs to be performed by different persons involved in the process of
recruitment, the checks and control measures to be adopted and information that has to be
captured. Recruitment and Selection is conducted by: v HR & Branch Manager v
Functional Head.

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 CHAPTER 1
INTRODUCTION

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 INTRODUCTION TO HRM

Human resource management means employing people, developing their resources,

utilizing, maintaining and compensating their services in tune with the job and
organizational requirements with a view to contribute to the goals of the organization,
individual and the society.

Features of HRM:
1. HRM is concerned with employees both as individuals and as a group in attaining
goals. It is also concerned with behavior, emotional and social aspects of
personnel.
2. HRM covers all levels (low, middle, and top) and categories (unskilled, skilled,
technical, professional, clerical and managerial) of employees. It covers both
organized and unorganized employees.
3. It is a continuous and never ending process.
4. Individual employee-goals consist of job satisfaction, job security, high salary,
attractive fringe benefits, challenging work, pride, status, recognition etc.
5. It is the central sub-system of an organization and it permeates all types of
functional management.

Functions of HRM:
These are broadly classified in to two categories
1. Managerial functions
2. Executive / Operative functions

Managerial Functions
Managerial functions of personnel management involve planning, organizing, directing
and controlling. All these functions influence operative functions. These are as explained
below.
a. Planning:
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It is a predetermined course of action. Planning pertains to formulating strategies of
personnel programmes and changes in advance that will contribute to the organizational
goals. In other words, it involves planning of human resources, requirements,
recruitment, selection, training etc. It also involves forecasting of personnel needs,
changing values, attitudes and behavior of employees and their impact on the
organization.

b. Organizing:
An organization is a means to a team work. It is essential to carry out the determined
course of action. Complex relationships exist between the specialized departments and
the general departments as many top managers are seeking the advice of the personnel
manager. Thus, an organization establishes relationships among the employees so that
they can collectively contribute to the attainment of company goals.

c. Directing:
The next logical function after completing planning and organizing is the execution of the
plan. The basic function of personnel management at any level is motivating,
commanding, leading and activating people. The willing and effective co-operation of
employees for the attainment of organizational goals is possible through proper direction.
Tapping the maximum potentialities of the people is possible through motivation and
command.

Executive / Operative Functions:

The operative functions of HRM are related to specific activities of personnel
management viz., employment, development, compensation and relations. All these
functions are interacted with managerial functions. Further these functions are to be
performed in conjunction with management functions.

Employment:

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It is concerned with securing and employing the people possessing the required kind and
level of human resources necessary to achieve the organizational objectives. It covers
functions such as job analysis, human resource planning, recruitment, selection,
placement, induction and internal mobility.

1. Job Analysis: It is a process of study and collection of information relating to the

operations and responsibilities of a specific job.

2. Human Resource Planning: It is a process for determination and assuring that the
organization will have an adequate number of qualified persons, available at proper
times, performing jobs which would meet the needs of the organization and which
provide satisfaction for the individuals involved.

3. Recruitment: It is the process of searching for prospective employees and stimulating

them to apply for jobs in an organization.

4. Selection: It is the process of ascertaining the qualifications, experiences, skills,

knowledge etc., of an applicant with a view to appraising his/her suitability to a job.

5. Placement: It is the process of assigning the selected candidate with the most suitable
job in terms of job requirements. It is matching of employee specifications with job
requirements.

6. Induction and Orientation: Induction and Orientation are the techniques by which a
new employee is rehabilitated in the changed surrounding and Introduced to the practices,
policies, purposes, and people etc., of the organization.

Human Resources Development:

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It is the process of improving, molding and changing the skills, knowledge, creative
ability, aptitude, values, commitment etc. based on present and future job and
organizational requirements.

This function includes:

1. Performance Appraisal:
It is the systematic evaluation of individuals with respect to their performance on the job
and their potential for development.
2. Training:
It is the process of imparting to the employees technical and operating skills and
knowledge.

3. Management Development:
It is the process of designing and conducting suitable executive development programs so
as to develop the managerial and human relations skill of employees.
4. Career Planning and Development:
It is the planning of one’s career and implementation of career plans by means of
education, training, job search and acquisition of work experiences.

Compensation:
It is the process of providing adequate, equitable and fair remuneration to the employees.
It includes:
 Job Evaluation: It is the process of determining relative worth of jobs
 Wage and Salary Administration: This is the process of developing and
operating a suitable wage and salary programmer.
 Incentives: It is the process of formulating, administrating and reviewing the
schemes of financial incentives in addition to regular payment of wages and salary.
 Fringe Benefits: These are the various benefits at the fringe of the wage.
Management provides benefits to motivate and to meet their life’s contingencies.

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  Human Relations: Practicing various human resources policies and programs like
employment, development and compensation and interaction among employees
create a sense of relationship between the individual worker and management,
among workers and trade unions and the management. It is the process of
interaction among human beings. Human relations are an area of management in
integrating people into work situations in a way that motivates them to work
together productively, co- operatively and with economic, psychological and social
satisfaction.

Understanding and applying the models of perception, personality, learning, intra and
inter personal relations, intra and inter group relations.
 Motivating the employees.
 Boosting employee morals.
 Developing the communication skills.
 Developing the leadership skills.
 Improving quality of work life of employees through participation and other
means.
 Providing a comfortable work environment by reducing fatigue, monotony,
boredom and industrial accidents.
 Counseling the employees in solving their personal, family and work problems and
releasing their stress, strain and tensions.

Industrial Relations:
It refers to the study of relations among employees, employer, government and trade
unions. It includes:

 Indian Labor market

 Trade Unionism
 Collective Bargaining

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  Industrial Conflicts
 Worker’s Participation in Management and
 Quality Circles

Recent Trends in HRM:

HRM has been advancing at a fast rate.

The recent trends in HRM include:
 Quality of Work life
 2 Total Quality in human resources
 3 HR accounting, audit and research and
 4 Recent techniques of HRM

SCOPE OF HRM:

The Scope of human resource management in the modern days is vast. In fact, the scope
of HRM was limited to employment and maintenance of and payment of wage and
salary. The scope gradually enlarged to providing welfare facilities, motivation,
performance appraisal, human resource management, maintenance of human relations
,strategic human resources and the like .The scope has been continuously enlarging.
The scope of Human Resource Management Include:

• Objectives of HRM
• Organization of HRM
• Strategic HRM
• Employment
• Development
• Wage and Salary Administration/Compensation
• Maintenance
• Motivation
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 • Industrial Relations
• Participative Management and
• Recent Developments in HRM

THREE TYPES OF RECRUITMENT NEEDS:

PLANNED: The needs arising from changes in organization and retirement policy.
ANTICIPATED: Anticipated needs are those movements in personnel, which an
organization can predict by studying trends in internal and external environment.
UNEXPECTED: Resignation, deaths, accidents, illness give rise to unexpected needs.

PURPOSE AND IMPORTANCE OF RECRUITMENT:

• Attract and encourage more and more candidates to apply in the organization.
• Create a talent pool of candidates to enable the selection of best candidates for the
organization.
• Determine present and future requirements of the organization in conjunction with its
Personnel planning and job analysis activities.
• Recruitment is the process which links the employers with the employees.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified job applicants.
• Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.
• Meet the organizations legal and social obligations regarding the composition of its
workforce.
• Begin identifying and preparing potential job applicants who will be appropriate
candidates.

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LITERATURE REVIEW

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 LITERATURE REVIEW

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Human Resource Management
theories emphasize on techniques of recruitment and selection and outline the benefits of
interviews, assessment and psychometric examinations as employee selection process.
They further stated that recruitment process may be internal or external or may also be
conducted online. Typically, this process is based on the levels of recruitment policies,
job postings and details, advertising, job application and interviewing process,
assessment, decision making, formal selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare,
business or industrial sector may offer insights into the processes involved in establishing
recruitment policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour
market scenario/ conditions and interviews, and psychometric tests in order to find out
the potentialities of job seekers. Furthermore, small and medium sized enterprises lay
their hands on interviews and assessment with main concern related to job analysis,
emotional intelligence in inexperienced job seekers, and corporate social responsibility.
Other approaches to selection outlined by Jones et al. (2006) include several types of
interviews, role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may
lead to difficulties and unwanted barriers for any company, including untoward effects on
its profitability and inappropriate degrees of staffing or employee skills (Jones et al.
2006). In additional, insufficient recruitment may result into lack of labor or hindrances
in management decision making, and the overall recruitment process can itself be
advanced and amended by complying with management theories. According to these
theories, the recruitment process can be largely enhanced by means of Rodgers seven

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point plan, Munro-Frasers five-fold grading system, personal interviews, as well as
psychological tests (Jones et al. 2006).

Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally
defines recruitment and selection as the process of retrieving and attracting able
applications for the purpose of employment. He states that the process of recruitment is
not a simple selection process, while it needs management decision making and broad
planning in order to appoint the most appropriate manpower. There existing competition
among business enterprises for recruiting the most potential workers in on the pathway
towards creating innovations, with management decision making and employers
attempting to hire only the best applicants who would be the best fit for the corporate
culture and ethics specific to the company (Price 2007). This would reflect the fact that
the management would particularly shortlist able candidates who are well equipped with
the requirements of the position they are applying for, including team work. Since
possessing qualities of being a team player would be essential in any management
position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM
practices, HRM-organizational strategies as well as organizational performance. He
conducted his research on HR manager and company officials of 319 companies in
Europe regarding HR practices and policies of their respective companies and discovered
that employment security, training and development programs, recruitment and selection,
teamwork, employee participation, and lastly, personnel planning are the most essential
practices (Hiltrop 1999). As a matter of fact, the primary role of HR is to develop,
control, manage, incite, and achieve the commitment of the employees. The findings of
Hiltrop's (1996) work also showed that selectively hiring has a positive impact on
organizational performance, and in turn provides a substantial practical insight for
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executives and officials involved. Furthermore, staffing and selection remains to be an
area of substantial interest. With recruitment and selection techniques for efficient hiring
decisions, high performing companies are most likely to spend more time in giving
training particularly on communication and team-work skills (Hiltrop 1999). Moreover
the finding that there is a positive connection existing between firm performances and
training is coherent with the human capital standpoint. Hence, Hiltrop (1996) suggests the
managers need to develop HR practices that are more focused on training in order to
achieve competitive benefits.

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OBJECTIVE OF THE STUDY

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 OBJECTIVE

Main objective of the research is to have an analysis of different companies. To

accomplish this objective it has been divided into following:

 To determine reasons behind opting for an insurance sector.

 To know the most preferred recruitment process.

 To determine customers perception towards max insurance company and their
expectation from other companies.

 To determine the feedback on services provided by an agent.

 To study the types of benefits provided by recruitment process.

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NEED OF THE STUDY

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NEED OF THE STUDY

1. To structure the Recruitment policy of company for different

categories of employees.

2. To analyze the recruitment policy of the organization.

3. To compare the Recruitment policy with general policy.

4. To provide a systematic recruitment process.

5. It extends to the whole Organization. It covers corporate office,

sites and works appointments all over India.

6. It covers workers, Clerical Staff, Officers, Jr. Management, Middle

Management and Senior Management cadres.

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 CHAPTER-2
COMPANY PROFILE

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 COMPANY PROFILE

ICICI PRUDENTIAL LIFE INSURANCE

ICICI Prudential Life Insurance Company is a joint venture between ICICI Bank - one
of India's foremost financial services companies-and Prudential plc - a leading
international financial services group headquartered
in the United Kingdom. Total capital infusion stands at Rs. 47.80 billion, with ICICI
Bank holding a stake of 74% and Prudential plc holding 26%.

 We began our operations in December 2000 after receiving approval from Insurance
Regulatory Development Authority (IRDA). Today, our nation-wide team comprises of
over 2100 branches (inclusive
of 1,116 micro-offices), over 290,000 advisors; and 18 bank assurance partners.

ICICI Prudential is the first life insurer in India to receive a National Insurer Financial
Strength rating of AAA (Ind) from Fitch ratings. For three years in a row, ICICI
Prudential has been voted as India's Most Trusted Private Life Insurer, by The
Economic Times - AC Nielsen ORG Marg survey of 'Most Trusted Brands'. As we
grow our distribution, product range and customer base, we continue to tirelessly uphold
our commitment to deliver world-class financial solutions to customers all over India.
Our vision:

To be the dominant Life, Health and Pensions player built on trust by world-class
people and service. 
This we hope to achieve by:

 Understanding the needs of customers and offering them superior products and
service
 Leveraging technology to service customers quickly, efficiently and conveniently
 Developing and implementing superior risk management and investment
strategies to offer sustainable and stable returns to our policyholders
 Providing an enabling environment to foster growth and learning for our
employees 
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  And above all, building transparency in all our dealings

 The success of the company will be founded in its unflinching commitment to 5 core
values -- Integrity, Customer First, Boundary less, Ownership and Passion. Each of the
values describes what the company stands for, the qualities of our people and the way
we work.
 
We do believe that we are on the threshold of an exciting new opportunity, where we
can play a significant role in redefining and reshaping the sector. Given the quality of
our parentage and the commitment of our team, there are no limits to our growth.
 
Our values:

Every member of the ICICI Prudential team is committed to 5 core values: Integrity,
Customer First, Boundary less, Ownership, and Passion. These values shine forth in all
we do, and have become the keystones of our success.

Management Profile:
Board of Director
The ICICI Prudential Life Insurance Company Limited Board comprises reputed people
from the finance industry both from India and abroad. 
Mr. K.V. Kamath, Chairman
Ms. Chanda Kochhar, Director
Mr. Barry Stowe, Director
Mr. Adrian O’Connor, Director
Prof. Marti G. Subrahmanyam, Director
Mr. Mahesh Prasad Modi, Director
Ms. Rama Bijapurkar, Director
Mr. Keki Dadiseth, Director
Ms. Shikha Sharma, Managing Director

Management Team
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The ICICI Prudential Life Insurance Company Limited Management team comprises
reputed people from the finance industry both from India and abroad.

Ms. Shikha Sharma, Managing Director & CEO

Mr. N. S. Kannan, Executive Director
Mr. Bhargav Dasgupta, Executive Director
Ms. Anita Pai, Executive Vice President – Customer Service & Technology
Dr. Avijit Chatterjee, Appointed Actuary
Mr. Puneet Nanda, Executive Vice President & Chief Investment Officer

COMPANY PRODUCT

Product Details of ICICI Prudential Life Insurance Products:-

 Life Time Gold

 Premium Life Gold
 Life Stage Pension
 Life Time Super Pension
 Hospital Care
 Life Link Super
 Premier Life Pension
 ICICI Pru______ + MediAssure
 Invest Shield Life

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 CHAPTER-3
RESEARCH
METHODOLOGY

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 RESEARCH METHODOLOGY
SCOPE OF THE STUDY

A big boom has been witnessed in Insurance Industry in recent times. A large number of
new players have entered the market and are trying to gain market share in this rapidly
improving market. The study deals with ICICI in focus and the various recruitment
processes it uses. The study then goes on to evaluate and analyze the findings so as to
present a clear picture of trends in the Insurance sector for recruitment.

SIGNIFICANCE TO THE INDUSTRY

This is a limited study which takes into consideration the responses of 100 people. This
data can be exported to take in the trends across the industry. The significance for the
industry lies in studying these trends that emerge from the study. It is a rapidly changing
and evolving sector. People are only beginning to wake up to its vast possibilities. A
study like this can attempt to guide the future of the industry based on current recruitment
trends.

SIGNIFICANE FOR THE RESEARCHER

To facilitate and provide useful information for the study of the company and recruitment
in the insurance industry and also provide recommendations for ICICI and other
companies.

RESEARCH DESIGN

 NON-PROBABILITY

 EXPLORATORY & DISCRIPTIVE EXPERIMENTAL RESEARCH

The research is primarily both exploratory as well as descriptive in nature. The sources of
information are both primary & secondary.

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A well-structured questionnaire was prepared and personal interviews were conducted to
collect the customer’s perception and buying behavior, through this questionnaire.

SAMPLING METHODOLOGY

Sampling Technique:

Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot
study was done in order to know the accuracy of the Questionnaire. The final
Questionnaire was arrived only after certain important changes were done. Thus my
sampling came out to be judemental and convinent

Sampling Unit:

The respondents who were asked to fill out questionnaires are the sampling units. These
comprise of employees of MNCs, Govt. Employees, and Self Employed etc.

Sample size:

The sample size was restricted to only 100, which comprised of mainly peoples from
different regions due to time constraints.

THEORITICAL PROSPECTIVE

RECRUITMENT:

It is defined as a process to discover the sources of manpower to meet the requirements of

the staffing schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of an efficient workforce. It can also be
defined as the process of searching for prospective employees and stimulating them to
apply for jobs in the organization. Recruitment is only one of the steps in the entire
employment process.

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 It is generally followed by selection. It precedes the selection function and it
Includes only finding, developing the sources of prospective employees and Attracting
them to apply for the jobs in an organization, whereas the selection is The process of
finding the most suitable candidate to the job out of the Candidates attracted (i.e.
recruited).

OBJECTIVES OF RECRUITMENT:
 To attract people with multidimensional skills and experiences that suits the
present and Future organizational strategies.
 To infuse fresh blood with the all levels of the organization.
 To induct outsiders with a new perspective to lead the company.
 To develop an organizational culture that attracts competent people to the
company.
 To search for headhunt /head pouch people whose skills fit the company’s values
 To devise methodologies for assessing psychological traits.
 To seek out non-conventional development grounds of talent.

RECRUITMENT STRATEGIES:

People's skill sets rather than technology drive the growth and success of software
organizations, where ideas and information form the basis for profit generation and
wealth accumulation. This article is an attempt to establish the significance of recruitment
strategies, especially in the Indian software industry. The size of an organization, among
various other factors, plays an important role in determining the type and shape of a
strategy, including human resource strategies. This article aims to examine the different
strategies of recruitment by software organizations on the basis of size (in terms of
number of employees) with the help of a survey. The findings corroborate the proposition
that recruitment strategies of such organizations vary with their size and that such

34
strategies are focused to meet short-term requirements. The recruitment strategies
formulated by the companies include:

In sourcing or Outsourcing:

Companies recruit the candidates, employ them, train and develop them and utilize the
human resources of these companies. This strategy is called In-sourcing. Some
organizations employ and develop the candidates with a view to provide the human
resources to other companies which concentrate on manufacturing, servicing and such
other activities. Vast and Fast Source:

The fast developing IT industry and high technology oriented industry invariably require
vast human resources within the short span of time. The best strategy to get vast human
resources immediately is Internet.

SOURCES OF RECRUITMENT

Traditional sources of recruitment

The sources of recruitment are broadly divided into internal sources and external sources.
Internal sources are sources within organizational pursuits. External sources are sources
outside organizational pursuits.

Internal sources: These sources include

 Present permanent employees
 Present Temporary/Casual employees
 Retrenched or retired employees
 Dependents of deceased, disabled, retired and present employees.

1. Present Permanent Employees:

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Organizations consider the candidates from this source to higher-level jobs due to
availability of most suitable candidates for jobs relatively or equally to the external
source, to meet the trade union demands and due to the policy of the organization to
motivate the present employees.

2. Present Temporary/Casual Employees:

Organizations find the source to fill the vacancies relatively at the lower level owing to
the availability of suitable candidates or trade union pressures or in order to motivate
them on the present job.

3 .Retrenched or Retired Employees:

Generally, a particular organization retrenches the employees due to lack of work. The
organization takes the candidates for employment from the retrenched employees due to
obligation, trade union pressure and the like. Sometimes, the organizations prefer to re-
employee their retired employees as a taken of their loyalty to the organization or to
postpone some interpersonal conflicts for promotion etc.

4. Dependents of Deceased, Disabled, Retired and Present Employees:

Some organizations function with a view to develop in the commitment and loyalty of
not only employee but also his family members and to build up image and provide
employment to the dependent(s) of deceased, disabled, retired employees. Such
organizations find this source as an effective source of recruitment.

External Sources: External sources include

 Campus Recruitment
 Private Employment Agencies/Consultants
 Public Employment Agencies
 Professional Associations
 Data Banks
 Casual Applicants
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  Similar Organizations and
 Trade Unions

1. Campus Recruitment:
Different types of organizations like industries, business firms, service organizations,
social or religious organizations can get inexperienced candidates of different types from
various educational institutions like colleges and universities imparting education in
Science, commerce, Arts, Engineering and Technology, Medicine, Management studies
etc.

2. Private Employment Agencies/Consultants:

Private Employment Agencies or Consultants like ABC consultants in India perform
recruitment functions on behalf of a client company by charging fees. Line managers are
relieved from recruitment functions so that they can concentrate on their operational
activities and recruitment functions are entrusted to a private agency or consultants.

3. Public Employment Exchanges:

The government set up Public Employment Exchanges in the country to provide
information about vacancies to the candidates and to help the organizations in finding out
suitable candidates.

4. Professional Organisations:
Professional Organisations maintain complete bio-data of their members and provide the
same to various organisations on requisition. They also act as an exchange between their
members and recruiting firms in exchanging information, clarifying doubts etc.
Organizations find this source more useful to recruit the experienced and professional
employees like executives, managers, and engineers.

5. Data Banks:

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The management can collect the bio-data of the candidates from different sources like
employment exchange, educational training institutes, candidates etc. and feed them in
the computer.

6. Casual Applicants:
Depending upon the image of the organization, its prompt response, participation of the
Organization in the local activities, level of unemployment, candidates apply casually for
jobs through mail or handover the applications in the personnel department. This would
be a suitable source for temporary and lower level jobs.

7. Similar Organizations:
Generally, experienced candidates are available in the organizations producing similar
products or are engaged in similar business. This would be the most effective source for
executive positions and for newly established organizations or expanded organizations.

8. Trade Unions: Generally, unemployed or under employed persons or employees

seeking change in employment put a word to the trade union leaders with a view to
getting suitable employment due to latter’s intimacy with the management. Management
decides about the sources depending upon the type of candidates needed, time lapse
period etc. It has to select the recruitment technique(s) after deciding upon the source.

Modern Sources of Recruitment

These include Walk in and consultant in, head hunting, body shopping, mergers and
acquisitions, Tele-recruitment and outsourcing.

1. Walk-In:
The busy organizations and the rapid changing companies do not find time to perform
various functions of recruitment. Therefore, they advise the potential candidates to attend
for an interview directly and without a prior application on a specific date, time and at a

38
specified place. The suitable candidates from among the interviews will be selected for
appointment after screening the candidates through tests and interviews.

2. Consult-In:
The busy and dynamic companies encourage the potential job seekers to approach them
personally and consult them regarding the jobs. The companies select suitable candidates
from among such candidates through the selection process.

3. Head-Hunting:
The company’s request the professional organizations to search for the best candidates
particularly for the senior executive positions. The professional organizations search for
the most suitable candidates and advise the company regarding the filling up of the
positions. Headhunters are also called ‘search-consultants’.

4. Body Shopping:
Professional organizations and the hi-tech training institutes develop the pool of human
resources for the possible employment. The prospective employers contact these
organizations to recruit the candidates. Otherwise the organizations themselves approach
prospective employers to place their human resources. These professional and training
institutions are called ‘body shoppers’ and these activities are known as body shopping.
This is mostly used for computer professionals.

5. Mergers and Acquisitions:

Business alliances like acquisitions, Mergers, and take-over help in getting human
resources. In addition companies do also have alliances in sharing their human resources
on Adhoc basis.

6. E-Recruitment:

39
The technological revolution in telecommunications helped the organizations to use
Internet as a source of recruitment. Organizations advertise the job vacancies through the
www. The job seekers send their applications through the email using Internet.

7. Outsourcing:
Some organizations recently started developing human resource pool by employing the
candidates for them. These organizations do not utilize the human resources; instead they
supply HRS to various companies based on their needs on temporary or adhoc basis.

RECRUITMENT TECHNIQUES:

Recruitment techniques are the means or media by which management contacts stimulate
them to apply for jobs. Management uses different types of techniques to stimulate
internal and external candidates. These techniques are classified as traditional techniques
and modern techniques.

Traditional Techniques include:

1. Promotions:
Most of the internal candidates would be stimulated to take up higher responsibilities and
express their willingness to be engaged in the higher-level jobs if the management gives
them the assurance that they will be promoted to the next higher level.

2. Transfers:
Employees will be stimulated to work in the new sections or places if the management
wishes to transfer them to places of their choice.

3. Advertising:
It is widely accepted technique of recruitment, though it mostly provides one-way
communication. It provides the candidates in different sources, the information about the
job and company and stimulates them to apply for the jobs. It includes advertising
40
through different media like newspapers, magazines of all kinds, radio, TV etc. This
technique should aim at:
 Attracting attention of the prospective candidates.
 Creating and maintaining interest and
 Stimulating action by the candidates.
Modern Techniques:

1. Scouting:
It means sending the representation of the organizations to various sources of recruitment
with a view to persuading or stimulating the candidates to apply for jobs. The
representatives’ provide information about the company and exchange information and
they clarify the doubts of the candidates.

2. Salary and Perks:

Companies stimulate the prospective candidates by offering higher-level salary, more
perks, quick promotions etc.

3. ESOPs:
Companies recently started stimulating the employees by offering stock ownership to the
employees through their Employees Stock Ownership Programs (ESOPs).

SELECTION

The selection procedure is the system of functions and devices adopted in a given
company to ascertain whether the candidate’s specifications are matched with the job
specifications and requirements or not. Selection is the process of finding out the most
suitable candidate to the job out of the candidates recruited. The selection procedure
cannot be effective until and unless;
 Requirements of the job to be filled have been clearly specified (Job Analysis etc.)

41
  Employee Specifications (physical, mental, social behavioral etc.) have been
clearly specified.
 Candidates for screening have been attracted.

Significance of selection process:

The ability of an organization is to attain its goals effectively and to develop in a dynamic
environment largely depends upon the effectiveness of its selection programmer. If right
personnel are selected, the remaining functions of Personnel Management become easier,
the employee contribution and commitment will be at an optimum level and employee-
employer relations will be congenial.
THE SELECTION PROCESS:

Development Bases of Selection

Job Analysis Resume/CV/Bio-data
Written Examination
Preliminary Interview
Recruitment Business Games
Tests
Final Interview
Medical Examination
Assess the fit between the job Reference Checks
Line Manager’s
Job Offer & Employment

Job Analysis:

42
It is the basis for selecting the right candidate. Every organization should finalize the job
analysis, job description, job specification and employee specifications before proceeding
to the next step of selection.

Human Resource Plan:

Every company plans for the required number of and kind of employees for a future date.
This is the basis for recruitment function.

Recruitment:
It refers to the process of searching for prospective employees and stimulating them to
apply for jobs in an organization.

Development Bases for Selection:

The company has to select the appropriate candidates from the applicant’s pool. The
company develops or borrows the appropriate bases for screening the candidates in order
to select the appropriate candidates for the jobs.

Resume/Bio-data/CV:
This is also known as application form. The technique of application form or CV is
traditional and widely accepted for securing information from the prospective candidates.
It can also be used as a device to screen the candidates at the preliminary level.
Information is generally required on the following items in the application forms:
 Personal background information
 Educational attainments
 Work experiences
 Salary
 Personal details
 References

Written Examination:
43
The organizations have to conduct written examination for the qualified candidates after
they are screened on the basis of the application blanks so as to measure the candidate’s
ability in arithmetical calculations, to know the candidates’ attitude towards the job, to
measure the candidates’ aptitude, reasoning, communication, knowledge in various
disciplines.
Preliminary Interviews:
The preliminary interview is to solicit necessary information from the prospective
applicants and to assess the applicant’s suitability to the job. It is useful as a process of
eliminating the undesirable and unsuitable candidates. They are short and known as
stand-up interviews or screening interviews.
Test:
Psychological tests play a vital role in employee selection. A Psychological test is
essentially an objective and standardized measure of sample behavior from which
inferences about future behavior and performance of the candidate can be drawn.

Interview:
Testing usually follows final interview. This is the most essential step in the process of
Selection. In this step, the interviewer matches the information obtained about the
candidate through various means to the job requirements and to the information obtains
through his own observation during the interview.
There are different types of interviews namely:
1. Panel Interview
2. Stress Interview
3. Group Interview
4. Informal Interview
5. Formal Interview

44
Medical Examination:
Certain jobs require certain physical qualities like clear vision, perfect hearing, unusual
stamina, tolerance of hard working conditions, clear tone etc. It reveals whether or not a
candidate possesses these qualities.
Reference Checks:
After completion of the final interview and medical examination, the personnel
department engages in checking references. Candidates are required to give the names of
references in their application forms.

Final decision by the Line manager:

He has to make the final decision whether to select or reject a candidate after soliciting
the required information through different techniques. The line manager has to make
much care in taking the final decision not only because of economic Implications and of
the decisions but also because of behavioral and social implications.

Job Offer:
The organization offers the job to the successful candidates either immediately or after
sometime depending upon its time schedule.

Employment:
The company may modify the terms and conditions of employment as requested by the
candidate. The company employs those candidates who accept the job offer with or
without modification of terms and conditions of employment and place them on the job.

45
 RECRUITMENT PROCESS FOR ICICI PRUDENTIAL

TMI follows different recruitment processes that are the different for all its verticals. The
process is as follows:

Analysis of Vacancies:
First an analysis is done in order to find out how many vacancies are there and how much
requirement is there. This is the first stage of the selection process where in the HR
Associates meet the Sr. Associates and discuss about the active requirements of the
company. Here the Sr.
Associate interacts on various sources to track the needs and the process is initiated
through this analysis itself.

Preparation of the requirement sheet:

For internal use a requirement sheet is prepared, which contains the following
information regarding a requirement:
 Designation
 Experience Level
 Skill set
 Qualification
 Salary
This sheet is posted in to the recruitment Tracker and the HR Associate will be assigned
the Task of sourcing the profiles to the concerned recruiters or to post in the job portals
and they are explained about the positions clearly and given specific deadlines with in
which they will close the positions .

Commitment of deadlines:

46
In other words commitment of deadlines is nothing but TAT (Turn around Time). After
analyzing the requirement the concerned person commits on TAT to the client to close
the positions. Adhering to the committed TAT is very vital to the reputation of the
organization.
The breakup of the TAT is as follows:
 CV outflow- 9 hours
 CV short listing (from client end) – 24 hours
 Organizing interviews (by consultancy) – 36 hours
 Short listing or closure of positions – 48 hours

Team setting:
This depends on the number of positions, criticality of the requirement and the TAT, and
the priority of the requirement.

1. Collection of Resumes:
TMI is following mainly 3 ways of sourcing resumes as explained below:

2. Internal Database:
A common database is placed in the organization. All branches across the country are
linked to this database.

3. Referrals:
Collecting references from the Candidates who have been interviewed Employee referrals
or by Word of mouth.

4. Job Portals:
This is the best way of generating the quality resumes pertaining to the requirement. For
instance some of the portals that are used are naukri, jobs ahead, times jobs, monster etc.
This acts as an interface between the candidate and the client.

47
5. Head Hunting:
Searching for the best candidates particularly for the senior executive positions. They
search for the most suitable candidates and advice the company regarding the filling up of
the positions. Headhunters are also called search consultants.

6. Short-listing Resumes:
After collecting resumes, short listing happens on the following parameters:
• Communication skills
• Presentation skills
• Qualification
• Experience
• Salary
Here the actual compilation of data takes place from the recruiter in the areas of sources,
and also comparing the hit ratio of the profiles from various sources takes place.

Arranging the interview with client:

Interviews are organized for the candidates who have been short listed by the concerned
senior
recruiter wherein the overall fitment of a candidate is checked again in few aspects by
concerned persons.
Follow up for Offer letter for Short listed candidate
The short listed candidate are followed up till the issue of offer letter and till they get the
date of Joining.

Closing the requirement:

This is the last stage of the recruitment process. At this stage a proper follow up is done
on the candidate to ensure that he/she joins the company within the stipulated time. The
below mentioned processes are implemented by us practically and the methodologies are
listed as follows.

48
ICICI Prudential Life Insurance Company is a joint venture between ICICI Bank - one of
India's foremost financial services companies-and prudential plc - a leading international
financial services group headquartered in the United Kingdom. Total capital infusion
stands at Rs. 47.80 billion, with ICICI Bank holding a stake of 74% and Prudential plc
holding 26%.

It began the operations in December 2000 after receiving approval from Insurance
Regulatory Development Authority (IRDA). Today, our nation-wide team comprises of
2099 branches (inclusive of 1,116 micro-offices), over 276,000 advisors; and 18 banc
assurance partners.
ICICI Prudential is the first life insurer in India to receive a National Insurer Financial
Strength rating of AAA (Ind) from Fitch ratings. For three years in a row, ICICI
Prudential has been voted as India's Most Trusted Private Life Insurer, by The Economic
Times - AC Nielsen ORG Marg survey of 'Most Trusted Brands'. As it grows its
distribution, product range and customer base,
ICICI Prudential continues to tirelessly uphold its commitment to deliver world-class
financial solutions to customers all over India. The ICICI Prudential edge comes from its
commitment to its customers, in all that they do - be it product development, distribution,
the sales process or servicing. Here's a peek into what makes them leaders.

49
1. ICICI Prudential products have been developed after a clear and thorough
understanding of customers' needs. It is this research that helps us develop Education
plans that offer the ideal way to truly guarantee your child's education, Retirement
solutions that are a hedge against inflation and yet promise a fixed income after you
retire, or Health insurance that arms you with the funds you might need to recover from a
dreaded disease.
2. Having the right products is the first step, but it's equally important to ensure that its
customers can access them easily and quickly. To this end, ICICI Prudential has an
advisor base across the length and breadth of the country, and also partners with leading
banks, corporate agents and brokers to distribute its products.

3. Robust risk management and underwriting practices form the core of ICICI Prudential
business. With clear guidelines in place, we ensure equitable costing of risks, and thereby
ensure a smooth and hassle-free claims process.

4. Entrusted with helping its customers meet their long-term goals, ICICI Prudential
adopt an investment philosophy that aims to achieve risk adjusted returns over the long-
term.

5. Last but definitely not the least, its team is given the opportunity to learn and grow,
every day in a multitude of ways. ICICI Prudential believe this keeps them engaged and
enthusiastic, so that they can deliver on its promise to cover you, at every step in life.

ICICI Prudential Vision:

To be the dominant Life, Health and Pensions player built on trust by world-class people
and service. This ICICI Prudential hopes to achieve by:

• Understanding the needs of customers and offering them superior products and service
• Leveraging technology to service customers quickly, efficiently and conveniently
50
• Developing and implementing superior risk management and investment strategies to
offer sustainable and stable returns to its policyholders
• Providing an enabling environment to foster growth and learning for its employees
• And above all, building transparency in all its dealings

The success of the company will be founded in its unflinching commitment to 5 core
values -Integrity, Customer First, Boundaries, Ownership and Passion. Each of the values
describes what the company stands for, the qualities of its people and the way ICICI
Prudential work. ICICI Prudential do believe that ICICI Prudential are on the threshold of
an exciting new opportunity, where ICICI Prudential can play a significant role in
redefining and reshaping the sector. Given the quality of its parentage and the
commitment of its team, there are no limits to its growth.

Intent of the Relationship with the Client:

The intent of the client was to give the organization a deal to hire candidates for the post
of unit managers for the company by selecting the appropriate candidates for the training
course called PGPMI which is being taught by ICICI Prudential Life Insurance Company
Limited itself. After the successful completion of the course the candidates would be
given the post of unit manager with a package as promised during selection process. The
client would first give a job description according to which the TMI would screen
candidates. The below mentioned content is the job description for the unit managers.

Job Description for Unit Managers:

Position: UNIT MANAGER – 366746
Job Family: Sales
Location: New Delhi

Specific Responsibility Areas:

Recruit, manage & motivate advisor sales teams
- Business generation and subsequent business
51
 - Prospecting: Managing the prospect base of advisors
- Lead Management
- Develop advisor quality through on-the-job training. (Product knowledge/ selling
skills etc.)
- Activity ratio: ensure that all the Advisors are activated.

Preferred Candidate Profile:

Preferred candidate should have interest in insurance should be interested in course of
PGPMI
Education: Graduation - ANY Post Graduation - N/A

The ICICI Prudential Company wants TMI to source candidates as per the specification
given by the company with respect to the job description which will be given by the
client. Here in this
Scenario TMI designs the recruitment process and screens the candidates and coordinates
with both client and candidates till the candidates join the company. Now based on this
discussion itself the entire plan of action would be designed for this assignment. There
are few steps through which this entire process would be carried out. The steps are as
follows:
1) Designing the recruitment plan
2) Allocation of resources
3) Performing propaganda activities
4) Ensuring foot fall
5) Briefing
6) Short listing & coordinating

Designing the Recruitment Plan:

The recruitment process will start with an efficient and effective plan. First TMI would
chalk down the plan of action. Especially for this particular assignment TMI first had to
prepare the entire recruitment process step by step. Now TMI had a conference with
52
client in order to have an idea regarding the profile of the job and the need of the client.
After this phase TMI has started to do various propaganda activities in order to ensure
certain footfall. This is the initial stage of the entire process. In this phase the number of
rounds for the selecting the candidates would be decided and the plan would be executed
accordingly. This interview process involved mainly in conducting aptitude test, group
discussion and a personnel interview.

Briefing: This is the first stage after ensuring foot fall. Here we are supposed to give
client details and also few details regarding the course. Ensuring the sustainability of
interest levels among the candidates we shall proceed further to the next rounds. Here in
this briefing part the entire details of the course are explained by counseling the
candidates.

Round 1: This round is purely aptitude test round. Here the candidates are filtered based
on cut off marks obtained by the candidate. The cut off mark being 60% the answers are
evaluated as per the key sheet given and the candidates are short listed and forwarded to
the next round.
Multiple Choices
Aptitude & Ability Test -> Exam Condition
Strictly Timed

Aptitude and ability tests are designed to assess your logical reasoning or thinking performance.
They consist of multiple choice questions and are administered under exam conditions. They are strictly
timed and a typical test might allow 30 minutes for 30 or so questions. Your test result will be compared
to that of a control group so that judgments can be made about your abilities.

Aptitude & Ability Test

Pencil & Paper Online

53
You may be asked to answer the questions either on paper or online. The advantages of
online testing include immediate availability of results and the fact that the test can be
taken at employment agency premises or even at home. This makes online testing
particularly suitable for initial screening as it is obviously very cost-effective.

Aptitude & Ability Test

Speed Test Power Test

Aptitude and ability tests can be classified as speed tests or power tests. In speed tests the
questions are relatively straightforward and the test is concerned with how many
questions you can answer correctly in the allotted time. Speed tests tend to be used in
selection at the administrative and clerical level. A power test on the other hand will
present a smaller number of more complex questions. Power tests tend to be used more at
the professional or managerial level.
There are at least 5000 aptitude and ability tests on the market. Some of them contain
only one type of question (for example, verbal ability, numeric reasoning ability etc)
while others are made up of different types of question. Types of question can be
classified as follows:

Verbal Ability – Includes spelling, grammar, and ability to understand analogies and
follow detailed written instructions. These questions appear in most general aptitude tests
because employers usually want to know how well you can communicate.

Numeric Ability - Includes basic arithmetic, number sequences and simple mathematics.
In management level tests you will often be presented with charts and graphs that need to
be interpreted. These questions appear in most general aptitude tests because employers
usually want some indication of your ability to use numbers even if this is not a major
part of the job.

54
Abstract Reasoning - Measures your ability to identify the underlying logic of a pattern
and then determine the solution. Because abstract reasoning ability is believed to be the
best indicator of fluid intelligence and your ability to learn new things quickly these
questions appear in most general aptitude tests.

Spatial Ability - Measures your ability to manipulate shapes in two dimensions or to

visualize three-dimensional objects presented as two-dimensional pictures. These
questions not usually found in general aptitude tests unless the job specifically requires
good spatial skills.

Mechanical Reasoning - Designed to assess your knowledge of physical and mechanical

principles. Mechanical reasoning questions are used to select for a wide range of jobs
including the military (Armed Services Vocational Aptitude Battery), police forces, fire
services, as well as many craft, technical and engineering occupations.

Fault Diagnosis - These tests are used to select technical personnel who need to be able
to find and repair faults in electronic and mechanical systems. As modern equipment of
all types becomes more dependent on electronic control systems (and arguably more
complex) the ability to approach problems logically in order to find the cause of the fault
is increasingly important.

Data Checking - Measure how quickly and accurately errors can be detected in data and
are used to select candidates for clerical and data input jobs.

Work Sample – Involves a sample of the work that you will be expected do. These types
of test can be very broad ranging. They may involve exercises using a word processor or
spreadsheet if the job is administrative or they may include giving a presentation or in-
tray exercises if the job is management or supervisory level.
Round 2:

55
The second round of the interview is group discussion round. This round is particularly
conducted in order to short list or filters the accurate candidate with good communication
skills. This is conducted at venue itself on the same day. In this round the short listed
candidates would be formed into teams. Each team would comprise 8 candidates and they
would be given a topic and asked to discuss regarding it. At that time of discussion
various assessments are made on the candidates and prospect candidates are short listed
and lined up for the final round. From each team three candidates would be short listed
and are lined up for final round. Some of the personality traits the GD is trying to gauge
may include:-
_ Communication skills
_ reasoning ability
_ Leadership skills
_ Initiative
_ Assertiveness
_ Flexibility
_ Creativity
_ Ability to think on ones feet

The reason why institutes put you through a Group discussion and an interview, after
testing your technical and conceptual skills in an exam, is to get to know you as a person
and gauge how well you will fit in their institute. The Group discussion tests how you
function as a part of a team. As a manager, you will always be working in teams, as a
member or as a leader. Therefore how you interact in a team becomes an important
criterion for your selection. Managers have to work in a team and get best results out of
teamwork. That is the reason why management institutes include the group discussions as
a part of selection procedure.

Personnel Round:
This round is the final round for the interview. This particular round would be conducted
at the clients place itself. In this round the interviewer would be client itself. Among the
56
lined up candidates the client would select the appropriate candidates after assessing the
candidate and if he feels the candidate to be suitable. Various formalities would also take
place in this round itself. Some of the formalities would we package discussion, issuing
offer letter and explain the reporting relationships as well as joining checklist.

Post Interview Process:

After the personnel round the entire details of the candidate are mentioned up in a format
of excel sheet known as MIS sheet and kept aside. The candidate is given with the offer
letter which will come into existence as soon as the candidate completes his course
PGPMI successfully. Till then an effective follow up of the candidate is made by TMI till
the candidate joins PGPMI. In this entire drive conducted by TMI the success rate is
calculated by the number of candidates joined PGPMI.

57
BASIX is a livelihood promotion institution established in 1996, working with over a
million and a half customers, over 90% being rural poor households and about 10% urban
slum dwellers.
BASIX works in 15 states - Andhra Pradesh, Karnataka, Orissa, Jharkhand, Maharashtra,
Madhya Pradesh, Tamilnadu, Rajasthan, Bihar, Chhattisgarh, West Bengal, Delhi,
Uttarakhand, Sikkim and Assam and over 10,000 villages. It has a staff of over 3500, of
which 80 percent are based in small towns and villages. BASIX mission is to promote a
large number of sustainable livelihoods, including for the rural poor and women, through
the provision of financial services and technical assistance in an integrated manner.
BASIX will strive to yield a competitive rate of return to its investors so as to be able to
access mainstream capital and human resources on a continuous basis.

BASIX strategy is to provide a comprehensive set of livelihood promotion services to

rural poor households under one umbrella. The rationale behind the Livelihood Triad
strategy is as follows: Micro-credit by itself is helpful for the more enterprising poor
people in economically dynamic areas. Less enterprising poor households need to start
with savings and insurance before they can benefit from micro-credit, because they need
to cope with risk. However, in backward regions, poor people, in addition to
microfinance, need a whole range of Agricultural/ Business Development Services
(productivity enhancement, risk mitigation, local value addition, and market linkages)
need to be provided. To offer these services in a cost-effective manner, it is not possible
to work with poor households individually and they need to be organized into groups,
informal associations and sometimes cooperatives or producer companies. The formation
of such groups and making them function effectively, requires institutional development

58
services. Hence the Livelihood Triad. The Holding Company of the BASIX Group is
called Bhartiya Samruddhi Investments and Consulting Services (BASICS Ltd.) which
started operations in 1996 as India’s first “new generation livelihood promotion
institution”. It set up two fund based companies – Bhartiya Samruddhi Finance Ltd, a
micro-finance NBFC in 1997 and Krishna Bhima Samruddhi Local Area Bank Ltd in
2001. Both were among the first in class. BASICS Ltd also started providing fee-based
business right from the outset by offering consulting services in microfinance and
livelihood promotion, training, HRD and institutional development (ID) and information
technology (IT) applications for microfinance and livelihoods.
Indian Grameen Services, Section 25 not for Profit Company forms the research and
development arm of BASIX. Besides carrying out research and development in the area
of livelihood promotion, it also designs and develops financial products for extending
credit, evolving distribution channels for delivery of its services and developing
necessary systems for service delivery such as accounting and MIS.

The Livelihood School is an independent society promoted for knowledge building and
training of livelihood professionals in NGOs, government agencies, banks and MFIs. It
also provides training to BASIX staff. It is involved in building the knowledge base
required for supporting livelihoods and disseminating the knowledge so generated for
building the implementation capabilities of various organizations playing a critical role in
supporting livelihoods.
The fund-based, fee-based and social businesses of the BASIX group have a tremendous
synergy and contribute to each other’s growth and prosperity. The credit business enables
customer acquisition, while the insurance business mitigates customer and credit risk, and
the AGBIDS business enables customer retention by enhancing their incomes. The
consulting and IT business allows BASIX to earn revenues from offering services that it
needs for itself anyway. The social businesses enable research and development and
knowledge building.
The BASIX Livelihood Triad includes the following services.

59
Intent of the Relationship with the Client:
The intent of the client was to give the organization a deal to hire candidates for the post
of field executives for the company by selecting the appropriate candidates for the
training course called BASIX which is being taught by BASIX Limited itself. After the
successful completion of the course the candidates would be given the post of field
executive with a package as promised during selection process. The client would first
give a job description according to which the TMI would screen candidates. The below
mentioned content is the job description for the unit managers.

Job Specification:
- The candidate must be ready to join a course of one year
- The candidate must be able to complete the course successfully
-
Job Description for Field Executives:
Position: Field Executive – 6674
Job Family: Sales
Location: Karimnagar
Specific Responsibility Areas:
Manage & motivate teams
- Business generation and subsequent business
- Prospecting: Managing the prospect base of advisors
- Lead Management and also ensure that there is appropriate recovery of finances lend.
- Develop advisor quality through on-the-job training. (Product knowledge/ selling skills
etc.)
- Activity ratio: ensure that all the Advisors are activated.

Preferred Candidate Profile: Preferred candidate should have passion towards helping
rural people should be interested in course of BASIX
Education: Graduation - ANY Graduation

60
The ICICI Prudential Company wants TMI to source candidates as per the specification
given by
the company with respect to the job description which will be given by the client. Here in
this
Scenario TMI designs the recruitment process and screens the candidates and coordinates
with both client and candidates till the candidates join the company. Now based on this
discussion itself the entire plan of action would be designed for this assignment. There
are few steps through which this entire process would be carried out. The steps are as
follows:

1) Designing the recruitment plan

2) Allocation of resources
3) Performing propaganda activities
4) Ensuring foot fall
5) Briefing
6) Short listing & coordinating
Designing the Recruitment Plan:
The recruitment process will start with an efficient and effective plan. First TMI would
chalk down the plan of action. Especially for this particular assignment TMI first had to
prepare the entire recruitment process step by step. Now TMI had a conference with
client in order to have an idea regarding the profile of the job and the need of the client.
After this phase TMI has started to do various propaganda activities in order to ensure
certain footfall. This is the initial stage of the entire process. In this phase the number of
rounds for the selecting the candidates would be decided and the plan would be executed
accordingly. This interview process involved mainly in conducting aptitude test, group
discussion and a personnel interview.

Briefing: This is the first stage after ensuring foot fall. Here we are supposed to give
client details and also few details regarding the course. Ensuring the sustainability of
interest levels among the candidates we shall proceed further to the next rounds. Here in
61
this briefing part the entire details of the course are explained by counseling the
candidates.

Round 1: This round is purely aptitude test round. Here the candidates are filtered based
on cut off marks obtained by the candidate. The cut off mark being 60% the answers are
evaluated as per the key sheet given and the candidates are short listed and forwarded to
the next round.
Aptitude and ability tests are designed to assess your logical reasoning or thinking
performance.
They consist of multiple choice questions and are administered under exam conditions.
They are strictly timed and a typical test might allow 30 minutes for 30 or so questions.
Your test result will be compared to that of a control group so that judgments can be
made about your abilities.

You may be asked to answer the questions either on paper or online. The advantages of
online testing include immediate availability of results and the fact that the test can be
taken at employment agency premises or even at home. This makes online testing
particularly suitable for initial screening as it is obviously very cost-effective.

Aptitude and ability tests can be classified as speed tests or power tests. In speed tests the
questions are relatively straightforward and the test is concerned with how many
questions you can answer correctly in the allotted time. Speed tests tend to be used in
selection at the administrative and clerical level. A power test on the other hand will
present a smaller number of more complex questions. Power tests tend to be used more at
the professional or managerial level.
There are at least 5000 aptitude and ability tests on the market. Some of them contain
only one type of question (for example, verbal ability, numeric reasoning ability etc)
while others are made up of different types of question.

Types of question can be classified as follows:

62
Verbal Ability – Includes spelling, grammar, ability to understand analogies and follow
detailed
written instructions. These questions appear in most general aptitude tests because
employers usually want to know how well you can communicate.

Numeric Ability - Includes basic arithmetic, number sequences and simple mathematics.
In management level tests you will often be presented with charts and graphs that need to
be interpreted. These questions appear in most general aptitude tests because employers
usually want some indication of your ability to use numbers even if this is not a major
part of the job.

Abstract Reasoning - Measures your ability to identify the underlying logic of a pattern
and then determine the solution. Because abstract reasoning ability is believed to be the
best indicator of fluid intelligence and your ability to learn new things quickly these
questions appear in most general aptitude tests.

Fault Diagnosis - These tests are used to select technical personnel who need to be able
to find and repair faults in electronic and mechanical systems. As modern equipment of
all types becomes more dependent on electronic control systems (and arguably more
complex) the ability to approach problems logically in order to find the cause of the fault
is increasingly important.

Data Checking - Measure how quickly and accurately errors can be detected in data and
are used to select candidates for clerical and data input jobs.

Work Sample – Involves a sample of the work that you will be expected do. These types
of test can be very broad ranging. They may involve exercises using a word processor or
spreadsheet if the job is administrative or they may include giving a presentation or in-
tray exercises if the job is management or supervisory level.

63
Round 2:
The second round of the interview is group discussion round. This round is particularly
conducted in order to short list or filters the accurate candidate with good communication
skills. This is conducted at venue itself on the same day . In this round the short listed
candidates would be formed into teams. Each team would comprise 8 candidates and they
would be given a topic and asked to discuss regarding it. At that time of discussion
various assessments are made on the candidates and prospect candidates are short listed
and lined up for the final round. From each team three candidates would be short listed
and are lined up for final round. Some of the personality traits the GD is trying to gauge
may include:-
_ Communication skills
_ Reasoning ability
_ Leadership skills
_ Initiative
_ Assertiveness
_ Flexibility
_ Creativity
_ Ability to think on ones feet
The reason why institutes put you through a Group discussion and an interview, after
testing your technical and conceptual skills in an exam, is to get to know you as a person
and gauge how well you will fit in their institute. The Group discussion tests how you
function as a part of a team. As a manager, you will always be working in teams, as a
member or as a leader. Therefore how you interact in a team becomes an important
criterion for your selection. Managers have to work in a team and get best results out of
teamwork. That is the reason why management institutes include the group discussions as
a part of selection procedure.

Personnel Round:
This round is the final round for the interview. This particular round would be conducted
at the
64
Clients place it. In this round the interviewer would be client itself. Among the lined up
Candidates the client would select the appropriate candidates after assessing the
candidate and if he feels the candidate to be suitable. Various formalities would also take
place in this round itself. Some of the formalities would be package discussion, issuing
offer letter and explain the reporting relationships as well as joining checklist.

Post Interview Process:

After the personnel round the entire details of the candidate are mentioned up in a format
of excel sheet known as MIS sheet and kept aside. The candidate is given with the offer
letter which will come into existence as soon as the candidate completes his course
BAISX successfully. Till then an effective follow up of the candidate is made by TMI till
the candidate joins BASIX. In this entire drive conducted by TMI the success rate is
calculated by the number of candidates joined the course of BASIX. The candidates who
have completed their course would be posted in their district itself.

65
The National Dairy Development Board (NDDB) set up Indian Immunological Ltd.
(NDDB) in 1982 with the objective of making Foot and Mouth Disease (FMD) vaccine
available to farmers at an affordable price. The technology for FMD vaccine manufacture
was obtained from M/s.

Welcome Foundation Limited, United Kingdom. The plant in Hyderabad today has a
capacity to make 80 million trivalent doses of FMD vaccine. Following the successful
introduction of Foot
&Mouth Disease Vaccine-Raksha, NDDB launched the tissue culture vaccine
"Raksharab" in 1989.
This was the first Indian tissue culture vaccine in the market. Subsequently NDDB has
developed many biological through its own R&D efforts and launched several vaccines in
the Indian market at affordable prices. NDDB is today the fifth largest animal health
player in the Indian market and the market leader in veterinary biological in India. It
operates one of the largest plants in the world for veterinary vaccines and is WHO-GMP
and ISO-9001 certified. NDDB exports its products to several countries and exports
contributed substantially to the company's turnover.
NDDB pursues not only the mandate of NDDB to provide products and services to
enhance the quality of livestock in the country but also use its technological capabilities
to the benefit of the people of India. NDDB strongly believes that its mission of
"immunity made affordable" can be actively pursued only with a sound technology base
66
in modern biotechnology. NDDB operates a facility in Ooty to manufacture the Vero cell
culture rabies vaccine for use in human beings. This plant was set up in 1998 at the
specific request of the Government of India so that our country can phase out use of the
older and unsafe sheep brain vaccine (also termed nerve tissue vaccine - NTV)) with the
modern tissue culture vaccine.
NDDB sells the product under the brand name "Abhayrab" through its network of
"Abhayclinics".

NDDB is the second company in the world to launch the purified Vero cell rabies vaccine
(PVRV).
The vaccine is sold at very economical price when compared to the brands of
multinational companies. A new vaccine facility in Hyderabad has been setup to
manufacture various others human vaccines such as Diphtheria, Pertussis, Tetanus,
Recombinant Hepatitis B, Hepatitis A and Measles. NDDB believes that continued
corporate success depends upon the ability to recruit, train, deploy, and retain highly
talented professionals in a high performance work culture and good work ethics. Animal
Pharm – UK, the world renowned London based publishing house for the animal health
industry has now instituted the award “Animal Pharm Industry Excellence Awards”. The
inaugural awards were announced on 12th October 2006 in a ceremony held in London.
Animal Pharm has conferred on Indian Immunologicals Ltd. (NDDB) the award for
“Best Corporate Social Responsibility”.
The award was received by Shri K.V. Balasubramaniam, Managing Director, NDDB at a
ceremony held in East Wintergarden Hall in London’s Docklands on 12th October, 2006.
Indian Immunological Limited is a wholly owned subsidiary of the National Dairy
Development Board (NDDB) and is in the forefront of biological research in the country.
NDDB markets ‘Raksha’ range of animal vaccines and other animal health products for
the protection of livestock. NDDB has a modern state of the art manufacturing facility at
Hyderabad. NDDB is the fourth largest animal health company and has the largest selling
brand “Raksha” FMD vaccine in the domestic animal health market.

67
Intent of the Relationship with the Client:
The intent of the client was to give the organization a deal to hire candidates for the post
of medical representatives for the company. The client would first give a job description
according to which the TMI would screen candidates. The below mentioned content is
the job description for the medical representatives.

Job Description for Medical Representative:

_ The candidate should be the key link between medical and pharmaceutical companies
_ They should work strategically to increase the awareness.
_ The candidate should be the key link between company & heath care professionals.
_ They may also make presentations.
_ Good communication skills.
_ Experience in Cardio Vascular is preferable.
Years of experience: 0 to 1 years

Desired Educational Qualification: Bsc Graduate (Chemistry, life sciences), B Pharmacy.

The NDDB Company wants TMI to source profiles as per the specification given by the
company with respect to the job description which will be given by the client. Here in
this scenario TMI designs the recruitment process and screens the candidates and
coordinates with both client and candidates till the candidates joins the company. Now
based on this discussion itself the entire plan of action would be designed for this
assignment. There are few steps through which this entire process would be carried out.
The steps are as follows:
1) Designing the recruitment plan
2) Allocation of resources
3) Sourcing profiles
4) Screening resumes
5) Short listing & coordinating

68
Designing the Recruitment Plan:
The recruitment process will start with an efficient and effective plan. First TMI would
chalk down the plan of action. Especially for this particular assignment TMI first had to
prepare the entire recruitment process step by step. Now TMI had a conference with
client in order to have an idea regarding the profile of the job and the need of the client.
After this phase TMI has started sourcing profiles. This is the initial stage of the entire
process. In this phase the number of rounds for the selecting the candidates would be
decided and the plan would be executed accordingly. This interview process involved
mainly in conducting telephonic interviews. Many recruiters use "Telephone
Interviews" as the first stage of a job interview process. A telephone interview is an
effective way for a firm to screen many candidates quickly and with the lowest overall
expenditure of any type of interview. This is why companies use this style of interview so
frequently. A telephone interview is a pre-scheduled interview that takes place between a
recruiter and a candidate who has applied for a job role that takes place over the
telephone. Telephone interviews are usually fairly straightforward and are mainly used to
screen poor candidates out of an interview process, rather than to test high quality ones.
Often, all recruiters will be looking for from candidates during a telephone interview will
be a calm, confident telephone manner and an intelligent set of responses to interview
questions.
Graduate level telephone interviews are usually short - most last less than 30 minutes -
and feature a mix of competency questions and questions about your CV, work
experience and education. Although a telephone interview is relatively straightforward,
even highly capable candidates can be rejected at this early interview stage if they are
inadequately prepared or not used to speaking in a professional manner over the phone.
For many candidates, the whole situation can feel unnatural

- Without eye contact it can be difficult to build rapport and display a strong personality
with your interviewer.

Sourcing Profiles:
69
TMI has access to wide number of resumes. TMI is a channel partner for conducting
JUMBO job fairs. As of such TMI has collection of resumes and for this process we
would access the data base of TMI and sourced profiles. Out of that profile, we would
screen various resumes and keep the relevant and suitable resumes a side. After doing
this work we would arrange the data from resumes to MIS form by entering the details of
the candidate such as name, contact number, place of residence, and email id.
Telephonic Round 1:
The very first round of the interview is contacting the person through telephone and
explaining him the profile of the company and profile of the job we have and asking him
whether he would be interested in this profile or not . If the candidate is not interested
then we will not proceed for the further rounds.

But if the candidate is interested then we would check his communication skills by
asking few questions by which we can assess the candidates communication skills on
various parameters based on the answers he would give. If we find that the candidate’s
communication skills are acceptable, then we would forward him to the further round by
short listing him and entering his details in another MIS sheet. In the same manner we
would accumulate sufficient number of candidates by short listing them and forwarding
them to the next rounds. After this round we would proceed to the second round of the
interview.

Telephonic Round 2:
The second round of the interview is also conducted through telephone. But the only
difference for this round and the first round is the type of questions. This is totally
conceptual based round in which the short listed candidates would be asked few
questions based on concepts of life sciences. There would be a cut of mark; achieving on
which the candidate would be forwarded to the next round and failing in case would not
be short listed. If the candidate is short listed in this round then he would be asked to sent
a latest copy of resume to given email id. After this entire process the email id is opened
and all the resumes are downloaded and checked if anyone has not forwarded their
70
resume. If anyone has not forwarded their resume then a follow up call is made and
intimated again.

Group Discussion Round:

This round is particularly conducted in order to short list or filters the accurate candidate
with good communication skills. This is conducted at TMI itself in Hyderabad. Those
who are away from this venue, they would be paid expenses for attending the interview.
In this round the short listed candidates would be formed into teams. Each team would
comprise 8 candidates and they would be given a topic and asked to discuss regarding it.
At that time of discussion various assessments are made on the candidates and prospect
candidates are short listed and lined up for the final round.
From each team three candidates would be short listed and are lined up for final round.
Nowadays Group Discussion is being extensively used along with personal interviews for
the final selection of candidates. It plays a main role in selecting the best among the best.
Having scored high marks, students who get selected for a higher/another course or
employment are placed on a par - on equal footing - based on their age, qualification and
experience. It becomes necessary to conduct further screening for choosing a few among
many. It is here, the Group Discussion plays an important part. It helps in choosing the
socially suitable candidate among the academically superior achievers. It is one of the
best tools to study the behavioral and attitudinal responses of the participants.

Group Discussion is more a technique than a conventional test. In fact it is one of the
most important and popular techniques being used in a number of personality tests. It is a
technique or a method used for screening candidates as well as testing their potential. It is
also designed as a situation test wherein a sample of a candidate's group worthiness and
potential as a worker comes out quite explicitly .Features Of Group Discussion:

1. Group Discussion, as the name itself indicates, is a group activity carried out by
participating individuals. It is an exchange of ideas among the individuals of a group on a
specific topic.
71
2 It is used as reliable, testing device - mainly as a tool to assess all the candidates in a
group at one go -in order to select the best in comparative perspective.
3. Group Discussion is an informal discussion in which participants of the same
educational
Standard discuss a topic of current interest.

4. It is also known as leaderless discussion. It means its aim is to find out the natural
leadership level of the candidates. Strictly speaking, no one from the group or outside
will be officially designated as leader or president or chairman or anything of the sort.
Even the examiner or supervisor who launches the discussion will retire to the
background. No one will participate or
Intervene in the deliberations of the group.

WHAT IS TESTED IN-GROUP DISCUSSION:

The rationale of the GD technique rests on the principle that leadership qualities with
knowledge and power of expression are essential to achieve the results or objectives in all
group endeavors. The leadership quality of one can nowhere be more clearly revealed
than in a group discussion. For instance, see the difference between GD and other forms
of testing.
There is a considerable difference between public speaking and GD. In public speaking,
the
audience merely judges and passes a verdict on the speaker. Nobody in the audience
competes with you. They listen to what the speaker says but do not compete with the
speaker. They listen to what the speaker says, but do not discuss the subject with equal
rights as does the speaker.
The same is the case with an interview. In an interview, a candidate has to deal with the
interviewer who asks questions to which the interviewed responds. He will be given
ample opportunities as the interviewer is interested in the answers. In a debate or lecture,
the candidate is given some time to think and marshal his ideas and the chairman or the
72
presiding officer will ensure that no one intervenes. The interview focuses on personality
traits wherein the interviewers ask well directed questions to assess the overall
personality of a candidate. Yet these tests by themselves are insufficient, as they do not
test the group worthiness of a candidate, a quality that is an important component for
success in all vocations.

HOW IS THE PERFORMANCE JUDGED?

Selection is done based on the impact created by each candidate on the group. Who does
get selected is explained below.
_ One who expresses his ideas well
_ One who has sound arguments, and shows keenness and interest.
_ one who has a logical and systematic approach

Personnel Round:
This round is the final round for the interview. This particular round would be conducted
at the clients place itself. In this round the interviewer would be client itself. Among the
lined up candidates the client would select the appropriate candidates after assessing the
candidate and if he feels the candidate to be suitable. Various formalities would also take
place in this round itself. Some of the formalities would we package discussion, issuing
offer letter and explain the reporting relationships as well as joining checklist.

73
 CHAPTER-4
ANALYSIS &
INTERPRETATION OF DATA

74
 ANALYSIS & INTERPRETATION OF DATA

1. What source you adopt to source candidates?

a. Employee referral b. Campus recruitment c. Advertising
d. Others

SOURCES TIMES

EMPLOYEE REFERRAL SOMETIMES

CAMPUS RECRUITMENT HALF YEARLY

ADVERTISING QUARTERLY

INTERPRETATION

 Employee referral is taken sometimes when the candidate is good.

 Campus recruitment is taken after every 6 months.

 Advertisement is published quarterly.

2. Do you use any of the following tests during the process of recruitment?

a. Written b. Group Discussion

c. Personal Interview d. Other

TEST NAME TIMES

WRITTEN SOMETIMES

GROUP DISCUSSION SOMETIMES

PERSONAL INTERVIEW EVERYTIME

INTERPRETATION

 Written test is taken sometimes.

75
 Group discussion is conducted sometimes.

 Personal interview is taken everytime.

3.How do you track the source of candidate?

a. Manual b.Software
c.Online d.Windows.Xls

SOURCE TRACKING %

MANUAL 5%

SOFTWARE 25%

ONLINE 50%
WINDOWS XL 20%
TOTAL 100%

INTERPRETATION

 The candidates are tracked

a. 5% manually

b. 25% through software

c. 50% through online mode

d. 20% through windows XL

4.BENEFITS OF INSURANCE PERCEIVED BY RESPONDENTS TABLE -4

76
 NO.OF
BENEFITS SHARE (%)
RESPONDENTS

Cover Future Uncertainty 55 55

Tax Deductions 20 20
Future Investment 25 25
TOTAL 100 100

INTERPRETATION

 55% of the respondents believe that covering future uncertainty is the biggest benefit of an
insurance policy.

 Whereas, 20% and 25% of them believe that the other benefits are Tax deduction and future
investments respectively.

5.IS THE CURRENT RECRUITMENT PROCEDURE ABLE TO PRODUCE DESIRED NUMBER OF

CANDIDATES TO SELECT FROM?

a. Yes

b. No

77
 desired employees

10
8
yes
6
no
4
2
0
1

FIG- 5

Interpretation

All the companies state that they are satisfied with their recruitment policies and methods and they are
able to get the desired employees for their company from them.

6.HOW OFTEN ARE YOUR RECRUITMENT POLICIES AND PROCEDURE EVALUATED

AND RENEWED?

(a) Every year (b) In 2 years (c) In 3 years (d) In 5 years

78
 REcruitment policies evaluated

6
5
Every year
4
In 2 year
No of respondents 3 In 3 year
2 IN 5 year
1
0
1

FIG -6

Most of the companies surveyed evaluate their recruitment policies every year, and some do that to max
of 2 years, which implies that companies do want to keep themselves equipped with latest methods
while recruiting, and they also used past experiences to improve upon the methods utilized earlier for
recruitment

79
FINDINGS OF THE STUDY

80
 FINDINGS

There are many findings which we have encountered during the instance of recruitment
drives Conducted for ICICI Prudential, Basix and NDDB companies.
They are listed below:
_ As such PGPMI & BASIX are offering a job through course many of the people are not
showing interest in this kind of jobs because of various reasons.
_ Main reason for not preferring this kind of courses is financial problems.
_ Basix course is sustaining the interest levels among few candidates but the duration of
the course seems to be too long for one year.
_ The perception of the candidates towards this kind of jobs through course is not trusted
by many candidates as there is no awareness regarding these courses.
_ Many times the candidates are not turning up to pay the fees of the course after
receiving the offer letter.
_ Some of the candidates are not answering the phone calls during the time of telephonic
interview.
_ Candidates are not showing interest towards medical representative jobs.
_ Few candidates are not interested in the job profiles but they are trying to get through
the interview for sake of package.
_ Even though many people have attended telephonic interview, they are not turning up
to the venue for further rounds.
_ many candidates are not eligible for getting loan for studying courses PGPMI and
BASIX.
Before proceeding further, I like to share some facts about recruitment, probably known
to you, in a survey it has been found that –

1. 38% of organizations produce no reports on recruitment activity whatsoever and are

therefore unaccountable for the time and spend involved.

81
2. 77% measure Cost per Hire (CPH) in some way or the other. The largest number
favored
the Staffing/Cost Ratio 52% of those that measure CPH make no differential between
discipline or role rendering the CPH figure relatively meaningless Easily measured hard
costs were most usually tracked (e.g. agency fees) Measurement of soft costs (e.g.
management time) was rare

3. 66% measure Speed to Hire (STH) in some manner most common start point was
vacancy sign off most common stop point was start date - potentially very misleading due
to different notice periods or other factors which determine the actual start date. Very few
tracks the whole process consistently making it very difficult to pinpoint bottlenecks This
lack of tracking exposes organizations to potential legal challenge

4. 58% have some Customer Satisfaction measurement of these, 77% measure only
'overall satisfaction', again making it difficult to address specific issues only 10% uses
Service Level Agreements (SLA)

5. Only 54% have some measure of Quality of Hire, potentially the most important metric
of all The most common measurement was the appraisal process - unfortunately whilst
this is entirely appropriate for specific organizations it does not help promote
standardization across industries Most analysis is made against people at the same level
leaving no room for an assessment of speed of progress to that role.
6. Only 8% have any form of competitor benchmark Process measurements, which
focuses on quantity (number of CVs) rather than quality (shortlist, initial CV rating
against the job specification, hire ratios to CVs). Again lack of logging of critical process
details leaves organizations potentially exposed in any legal action and indicates
widespread non-compliance with Data Protection Act requirements. Let’s start with
existing recruitment Sequence/procedure as listed below:
1. Identify vacancy
2. Prepare job description and person specification
82
3. Advertise
4. Managing the response
5. Short-listing
6. Visits
7. References
8. Arrange interviews
9. Conduct the interview
10. Decision making
11. Convey the decision
12. Appointment action

83
CONCLUSION

84
 CONCLUSION

The recruitment process for most organizations is designed along the same path;
applications are received, either via an online application form, a postal form or a CV.
Candidate are short-listed and invited for interview. The interview format can vary
considerably, as we discuss later, and can include assessment centers. The number of
interviews also varies. Some companies are satisfied after just one interview whereas
others will want to bring back a further shortlist of candidates for one or more interviews.
If you are successful at the interview stage you will receive an official letter offering you
the job.
When considering whether or not to invest, most of us ask perfectly sensible questions
like:
"What will the return be?", "What's the risk?" and "How quickly will I get the returns?"
Would you put your hard-earned money into high-risk investment schemes without
knowing about their past performance? Would you invest with professionals who are
very thorough, but who can't prove that their methods deliver business results? At the end
of the day, the organization is interested in knowing the return on recruitment
investments and HR Manager/Recruitment
Manager is responsible for it and hence can be questionable. I remember, once someone
asked me, how HR department can become "Earning Department", it is only by saving
costs and saving expenses.
As organizations, one of the biggest investments we will ever make is in recruitment.
Fortunately, as HR professionals, we can all prove that the business is getting outstanding
returns on this investment. We can point at the money spent, and put candidates who end
up being employed. Very few organizations expect that the true impact on business
performance can ever be proven, or recruitment processes fine-tuned
to deliver precisely the business benefits required. Instead, recruitment is allowed to carry
on without anyone ever knowing if it is delivering the goods, or if opportunities are being
missed. But is it really so unrealistic to believe that we can measure the business impact
of different approaches to recruitment? More and more organizations are asking these
85
questions, and the ones who can respond effectively are achieving surprising business
results through their HR functions. A wide range of organizations in western countries,
have invested in examining the business success of their recruitment practices, and
achieved clear returns. Organizations are starting to find that, with some skill, it is
possible to assess the return on investment.

What should a Recruitment/Hiring Manager do to calculate the return on investments on

recruitment?

A. Start off with a clear analysis of the organizational and commercial outcomes required
from recruitment. What is the business trying to achieve, and what part will successful
candidates need to play?
B. Develop clear ways of tracking and measuring these outcomes
C. Carry out an objective and open-minded analysis of the qualities people need to
perform. Ruthlessly avoid your judgment being colored by past practice or "knowing
what works from experience". if doing this well seems expensive in the short run, it's
never as expensive as doing it badly in the long run!
D. Ensure that you assess the full range of qualities needed for success - include
personality, motivation and aptitude as well as experience
E. Ensure that everyone involved in recruitment is trained to the highest possible
standards
F. Carefully connect recruitment to induction, training, management and performance
management - to ensure that the business does not just get the right people, but nurtures
and capitalizes in them as well These approaches deliver returns of investment because
intelligent estimates on the financial and human benefits accrued. We can show that our
recruitment processes deliver outstanding performance, control costs, increase sales,
maintain efficiency and develop the organization. We do not employ poor performers.
How many organizations expect sensible questions about the return on recruitment
investment to be answered? The truth is that very few really do. Recruitment is evaluated

86
on the basis of the speed with which positions are filled the feedback from participants
and the percentages of

• They identify people who perform,

• Reduce the risk of employing people who cannot (or will not) perform,
• Cut the costs of recruitment and development, and
• Play a major part in driving forwards organizational change.
In common with all people processes, recruitment is there to deliver tangible human and
business benefits. Devoting a little time to considering the return on investment is not a
nebulous luxury - it is essential to delivering the results the organization needs

87
RECOMMENDATIONS AND
SUGGESTIONS

88
 SUGGESTIONS

 Suggestions Regarding Aptitude Tests:

Employers should use aptitude tests (such as SHL, PSL and the GTIOS psychometric
test) alongside interviews, personality tests, application forms, assessment centers,
academic results and other selection methods also in the first rounds of the selection
process. No test is perfect, but all aim to give an indication of how candidates will
respond to the challenges they will face in their day-to-day role at a firm.
The following are few more types of initial rounds to filter the candidates which one can
adopt for recruiting candidates:

_ Critical Thinking
_ GTIOS Psychometric Test
_ Numerical Reasoning
_ Perceptual Speed
_ Personality and Preference Inventory (PAPI)
_ PSL
_ Rust Alpha
_ Situational Judgment Test
_ Spatial Visualization

 Suggestions Regarding Group Discussions:

The following are the parameters a recruiter should take into consideration while
selecting the candidate in group discussion round. Selection is to be done based on the
impact created by each candidate on the group. Who should get selected is explained
below.
_ One who expresses his ideas clearly
_ One who has rationale behind arguments

89
_ One who has sufficient knowledge of topic and convinces the group by his
argumentative presentation.

 Suggestions Regarding Telephonic Interview:

Practice:
Practice is useful, especially if you haven't worked in an office or used a telephone to talk
to candidates in previous jobs. If you can, try getting friends or family members by
calling them asking interview questions. Recruiters who don't think they'll have any
trouble with this style of assessment are often the ones that have difficulties.

Research:
It is important to find out as much as you possibly can about a company, and a job role,
before conducting any type of interview; a telephone interview is no exception. You may
receive some information from your prospective client, but make sure you also visit their
website, competitor websites, read relevant trade press and keep aware of current industry
specific commercial awareness issues. Be aware of the size of a company, its structure,
its products and services, its markets, competitors and future plans.

Plan:
Plan for possible questions you have to ask the candidates before interviewing itself.
Asking your own questions shows you are interested to hire appropriate candidates for
the client. For example, ask questions that are relevant to job profile.
How Should A Recruiter Conclude a Telephone Interview?
Part of reason why firms conduct a telephone interview is to find out appropriate
candidates who are having interest about working at the clients company and in the
particular job role applied for. It is important to be enthusiastic throughout your telephone
conversation, but make a particular effort to be forthcoming at the close. Interviewer
should be able to tell candidates at the end of the conversation if they would like to see
you for a face to face interview. Thank the candidate for attending interview through
90
telephone and ask them for some further details, such as: when, where are they interested
to attend the interview. Please give the candidate appropriate feedback and suggest them
for certain rectifications if any.

91
LIMITATIONS OF
THE STUDY

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 LIMITATIONS

With largest number of life insurance policies in force in the world, insurance happens to
be a mega opportunity in India. Its business is growing at 15-20% annually and presently
is of the order of Rs. 450m. Together with banking sector it adds about 7% to the GDP.
Like in the case of BPO’s, Insurance sector too faces the problem of attrition. Thus,
recruitment is an ongoing process carried throughout the year. The project is based on the
study of recruitment process. The various recommendations suggested have been the
result of the study. The idea is to generate ways of dealing with high attrition and making
hiring process manageable and efficient.
Data Used
There were mainly two sources of data collection

 Primary data:
 Survey method
 Personal interview with candidates
 In depth conversation with the placement agency

Secondary data:

 Study of recruitment policy

 Websites
 Published articles

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ANNEXURES

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QUESTIONNAIRE

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 QUESTIONNAIRE
Name –
Date-

1. What source you adopt to source candidates?

a. Employee referral b. Campus recruitment c. Advertising.
d. Others

2. How many stages are involved in selecting the candidate?

a. 1 b. 2 c. 3 d. 4 e. More

3. Do you use any of the following tests during the process of recruitment?
a. Written b. Group Discussion
c. Personal Interview d. Other

4. How do you track the source of candidate?

a. Manual b. Software
c.Online d.Windows. Xls

5. Apart from the HR Manager, who all from the other departments are required to
get involved in interviewing process?
a. Sales b. Administration
c. HR Executives d. Other

6. What is the average time spent by sales dept. during recruitment (each
candidate)?
a. 10mins. b. 10 to 20mins.
c. 20 to 30mins. d. More

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7. What is the average time spent by HR dept. during recruitment (each candidate)?
a. 10mins. b. 10 to 20mins. c. 20 to 30mins. d. More

8. What is the average time spent by Admin dept. during recruitment (each
candidate)?
a. 10mins. b. 10 to 20mins. c. 20 to 30mins. d. More

9. Do you follow different recruitment process for different grades of employees?

a. No b. Yes

10. What is the back out percentage of candidates after being offered?
a. 1-5 b.5-10 c.10-15 d. 15-20

11. What percentage of candidates leaves within the period of less than1- 3 month?
a .1-5 b.5-10 c.10-15 d. 15-20

12. What percentage of candidates leaves within the period of less than3- 6 month?
a .1-5 b.5-10 c.10-15 d. 15-20
13. What percentages of candidates leave within the period of less than 6-12 month?
a. 1-5 b.5-10 c.10-15 d. 15-20

14. Does the company reimburse the traveling cost incurred by the candidate for
appearing in the interview?
a. Yes b. No c. Depends

15. Do you take any technological support for the process of recruiting?
a. Telephone b. Video conferencing
c. Online support d . Other

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16. What kind of verifications you do?
a. Educational qualifications b. Legal background check
c. Professional background check d. Reference check

17. Out of 100% recruitment that you did in the last fiscal year, please determine
which source generated what % of candidates?
Through –
a. Advertising - ………% b. Employee reference - ……….%
c. Recruitment agency - ……….% d. Job portals - ………%

18. Do you have a legal advisor for HR department? Yes/No

If yes, then is it..
a. Internal b. External

19. Have you ever thought of any way to reduce the time to hire and not have
impacted the quality of the hire?
a. Yes b. No

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 REFERENCES AND
BIBLIOGRAPHY

BIBLIOGRAPHY
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WEBSITES

 recruitment.naukrihub.com/recruitment-process.html

 en.wikipedia.org/wiki/Recruitment_Process_Outsourcing

 www.icici.com

 www.irdaindia.org

 www.thehindubusinessline.co

 www.financialexpress.com/news/max-new-york-life...lifecell.../515416/ -

REFERENCES

Andersen, K. H., Farnsworth, K. D., Thygesen, U. H., and Beyer, J. E. 2007. The
evolutionary pressure from fishing on size at maturation of Baltic cod. Ecological
Modelling, 204: 246–252.

Anderson, J. 1988. A review of size dependent survival during pre-recruit stages of fishes
in relation to recruitment. Journal of Northwest Atlantic Fisheries Science, 8: 55–66.

Bang, A., Gronkjaer, P., Clemmesen, C., and Hoie, H. 2006. Parental effects on early life
history traits of Atlantic herring (Clupea harengus L.) larvae. Journal of Experimental
Marine Biology and Ecology, 334: 51–63.

ICES WGRP Report 2007

Heyer, C. J., Miller, T. J., Binkowski, F. P., Caldarone, E. M., and Rice, J. A. 2001.
Maternal effects as a recruitment mechanism in Lake Michigan yellow perch (Perca
flavescens). Canadian Journal of Fisheries and Aquatic Sciences, 58: 1477–1487.

ICES 2006. Report of the Study Group on Recruitment Variability in North Sea
Planktivorous Fish (SGRECVAP). ICES CM 2006/LRC:03. 78 pp.
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Kamler, E. 2005. Parent-egg-progeny relationships in teleost fishes: an energetics
perspective. Reviews in Fish Biology and Fisheries, 15: 399–421.

Lister, J. S., and Neff, B. D. 2006. Paternal genetic effects on foraging decision-making under the risk of
predation. Ethology, 112: 963–970.

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