ACKNOWLEDGEMENT 

A DESSERTATION is an integral part of a Post Graduation Diploma in Management curriculum. It helps the student to undergo a simulation test of what the student is going to face in his/her future job sphere and a taste of practicality. It helps the student to understand how an organization works. The competitive atmosphere, the ups and downs in the cycle of the organization, the enthusiasm of interacting with newer people and gaining vast practical knowledge is what a summer trainee goes through during his /her months in the organization.

My project in Metlife India Insurance is an experience worth sharing.

First and foremost I would like to thank Dr.Zeeshan Amir (Dean of faculty of Management and Research(MBA), INTEGRAL UNIVERSITY,LUCKNOW for her great support and guidance .I would also like to thank my guide Mr. Habibuddin (Assistant Proffessor) Faculty of Manageement And Research for his patience , continuous help and guidance and it was great privileged working under his.

PREFACEPeople are a company’s most important assets. They can make or break the fortunes of a business. In today’s highly competitive business environment placing the right people in the right position is very critical for the success of any organization.

The recruitment and selection decision is of prime importance as it is the vehicle for obtaining the best possible person-to-job fit that will, contribute significantly towards the Company's effectiveness. It is also becoming increasingly important, as the Company evolves and changes, that new recruits show a willingness to learn, adaptability and ability to work as part of a team. The Recruitment & Selection procedure ensures that these criteria are addressed.

In this project I have studied Recruitment and Selection process of Metlife India Insurance and attempted to provide some ways so as to make recruitment more effective and to reduce the cost of hiring an employee.

This project however is an attempt to share as best as possible my experience in corporate world with all my colleagues and my faculty.

I would be delighted to receive reader’s comments which maybe valuable lessons for my future projects.

EXECUTIVE SUMMARY

In today’s rapidly changing business environment, organizations have to respond quickly to requirements for people. The Financial market has been witnessing growth which is manifold for last few years. Many private players have entered the economy thereby increasing the level of competition. In the competitive scenario it has become a challenge for each company to adopt practices that would help the organization stand out in the market. The competitiveness of a company of an organization is measured through the quality of products and services offered to customers that are unique from others. Thus the best services offered to the consumers are result of the genius brains working behind them. Human Resource in this regard has become an important function in any organization. All practices of marketing and finances can be easily emulated but the capability, the skills and talent of a person cannot be emulated. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Therefore a recruitment practice in an organization must be effective and efficient in attracting the best manpower.

OBJECTIVES OF THE PROJECT

Every task is undertaken with an objective. Without any objective a task is rendered meaningless. The main objectives for undertaking this project are:

     To understand the internal Recruitment process at Metlife India Insurance.

     To identify areas where there can be scope for improvement

     To give suitable recommendation to streamline the hiring process

SCOPE OF STUDY :

The coverage o f the ex tends of the prac t i ce of Recru i tment &

se lec t ion po l i cy in the organiza t ion . I t can in f luence over a l l

wel l be ing of the o rgan iza t ion by sa t i s fy ing bo th employer and

employees needs .

I t a l so inc ludes some c lues and sugges t ions to l igh t the way to

fur ther progress and improvement for good func t ion ing.

DATA COLLECTION

TYPES OF DATA :

1. PRIMARY DATA 2. SECONDARY DATA

METHODS & TOOLS FOR DATA COLLCTION

Method : Survey

Tool : Questionnaire

Secondary data

Internet

Books

Journal

Manuals

Annual reports

PRIMARY DATA COLLECTION:

Data for the project is collected from the secondary sources .Sources used were like PACE Tracker (information provider, employee update), Excel sheets of month hiring. Month of informal interview from selected employees was also used for the purpose of data collection.

TYPES OF ANALYSIS

1. DATA ANALYSIS 2 . REPORT ANALYSIS

1. DATA INTERPRETATION AND DATA REPRESENTATION

Sample Survey: Employees.

Area of Survey: Lucknow

Time Period: 8 WEEKS.

Data Type: Primary Data.

Sample Selection: Convenience.

Sample size: 100 employees.

SAMPLING

Sampling procedure includes finite types of universe with random sampling which

comes under probability method of sampling because under this method every item

of the universe has a equal chance of being selected and no place for biasesness.

In my research use random sampling which is a part of random sampling with a

systematic design.

SAMPLING DESIGN

A sampling design is a definite plan for obtaining a sample for a given population.

There are 150 employees in office of Metlife India Insurance, I have chosen a

sample size of the 100 employee.

SAMPLE DESIGN

Type of Universe: - The type of universe selected in sample design by researcher is finite to the city of Lucknow.

Sampling Unit: -     City of LUCKNOW.

Sampling Elements: - selected candidates, (who are finally selected by interviewers through different sources)

Sample Size: - The sample size taken here and covered the no. of candidates who were collected for an interview through different sources.

DEVELOP A RESEARCH DESIGN

Research design is a conceptual structure within which research is conducted; it is

basically the blue print for a collection of data, measurement and analysis of data .

“A research design is the arrangement of conditions for collection and analysis

of data in manner that aims to combine relevance to research purpose with

economy in procedure”.

My research design is of descriptive type. A descriptive research design is focus on

the discovery of new ideas. it is generally based on secondary data that are already

available.

My research design is of descriptive type because in my training I tried to judge a

relationship between different variables like interpersonal skills of employees,

overall development of the employees and the training and development to them in

the organization. for that reason it is a descriptive type of research design.

In my research design I took help of different phenomena's of the organization.

ResearchThe insurance sector is marked with a high level of attrition and therefore recruitment process becomes a crucial function of the organization. At Metlife India Insurance, The attrition is high among the sales managers, unit mangers mostly in the sales profile. The recruitment is high during these months due to the fact that March and September are half year closing and business is high during Jan-Mar. Thus it is only after March that people move out of the companies.

My area of focus was the recruitment and selection particularly at Metlife India Insurance. I was directly involved with the recruitment of candidates for the sales profile. I was particularly involved with the sourcing of candidates for the regions Uttar Pradesh and Uttaranchal.

Before any task was undertaken, we were asked to go through the HR policies of Metlife India Insurance so that we get a better understanding of the process followed by them.

I was involved in coordinating the interviews and making the application id and doing the documentation as well as Portal of the candidates.

 The first task was to understand the various job profiles for which recruitment was to be done.

 The next step was to explore the various job portals to search for suitable candidates for the job profile.

 Once the search criteria were put, candidates went through a telephonic interview to validate the information mentioned in their resume.

 A candidate matching the desired profile was then lined for the first round of Face to Face interview in their respective cities.

 Firstly the candidate had to fill up the Personal Data Form(pdf).

 I had the responsibility to make sure that candidates complete all the formalities.

 Then the candidates INTERVIEW EVALUATION SHEET which is provided by interviewer was crosschecked by the HR team if they think that the candidate was good to hire.

 Once the candidate completed his first assessment, his scores were checked. The cut-off score is 7 out of 20.

   The external guide maintained a regular updating of the database.

   I was also involved in maintaining a track of test codes given, the database for employee referrals, Database for the resumes received through mails and response of advertisement and giving feedback to the consultancies about their candidates.

Introduction of The Insurance Industry

Overview

The story of insurance is probably as old as the story of mankind. The same instinct that prompts modern businessmen today to secure themselves against loss and disaster existed in primitive men also. They too sought to avert the evil consequences of fire and flood and loss of life and were willing to make some sort of sacrifice in order to achieve security. Though the concept of insurance is largely a development of the recent past, particularly after the industrial era – past few centuries – yet its beginnings date back almost 6000 years.

The first two decades of the twentieth century saw lot of growth in insurance business. From 44 companies with total business-in-force as Rs.22.44 crore, it rose to 176 companies with total business-in-force as Rs.298 crore in 1938. The Insurance Act 1938 was the first legislation governing not only life insurance but also non-life insurance to provide strict state control over insurance business.

LIC Act, 1956, with a capital contribution of Rs. 5 crore from the Government of India.

The General insurance business in India, on the other hand, can trace its roots to the Triton Insurance Company Ltd., the first general insurance company established in the year 1850 in Calcutta by the British.   

Some of the important milestones in the general insurance business in India:

1907: The Indian Mercantile Insurance Ltd. set up, the first company to transact all classes of general insurance business.

1957: General Insurance Council, a wing of the Insurance Association of India, frames a code of conduct for ensuring fair conduct and sound business practices.

1968: The Insurance Act amended to regulate investments and set minimum solvency margins and the Tariff Advisory Committee set up.

1972: The General Insurance Business (Nationalisation) Act, 1972 nationalised the general insurance business in India with effect from 1st January 1973.

With largest number of life insurance policies in force in the world, Insurance happens to be a mega opportunity in India. It’s a business growing at the rate of 15-20 per cent annually and presently is of the order of Rs 450 billion. Together with banking services, it adds about 7 per cent to the country’s GDP. Gross premium collection is nearly 2 per cent of GDP and funds available with LIC for investments are 8 per cent of GDP.

Yet, nearly 80 per cent of Indian population is without life insurance cover while health insurance and non-life insurance continues to be below international standards. And this part of the population is also subject to weak social security and pension systems with hardly any old age income security. This itself is an indicator that growth potential for the insurance sector is immense.

A well-developed and evolved insurance sector is needed for economic development as it provides long term funds for infrastructure development and at the same time strengthens the risk taking ability. It is estimated that over the next ten years India would require investments of the order of one trillion US dollar. The Insurance sector, to some extent, can enable investments in infrastructure development to sustain economic growth of the country.

India has come a full circle from being an open competitive market to nationalization and back to a liberalized market again. Tracing the developments in the Indian insurance sector reveals the 360 degree turn witnessed over a period of almost two centuries.

Present Scenario

The Government of India liberalized the insurance sector in March 2000 with the passage of the Insurance Regulatory and Development Authority (IRDA) Bill, lifting all entry restrictions for private players and allowing foreign players to enter the market with some limits on direct foreign ownership.

The opening up of the sector is likely to lead to greater spread and deepening of insurance in India and this may also include restructuring and revitalizing of the public sector companies. In the private sector 14 life insurance and 8 general insurance companies have been registered. A host of private Insurance companies operating in both life and non-life segments have started selling their insurance policies.

Life Insurance Market

The Life Insurance market in India is an underdeveloped market that was only tapped by the state owned LIC till the entry of private insurers. The penetration of life insurance products was 19 percent of the total 400 million of the insurable population. The state owned LIC sold insurance as a tax instrument, not as a product giving protection. Most customers were under- insured with no flexibility or transparency in the products. With the entry of the private insurers the rules of the game have changed.

The 12 private insurers in the life insurance market have already grabbed nearly 9 percent of the market in terms of premium income. The new business premiums of the 12 private players has tripled to Rs 1000 cr. in 2002- 03 over last year.

Innovative products, smart marketing and aggressive distribution. That's the triple whammy combination that has enabled fledgling private insurance companies to sign up Indian customers faster than anyone ever expected. Indians, who have always seen life insurance as a tax saving device, are now suddenly turning to the private sector and snapping up the new innovative products on offer.

The private insurers also seem to be scoring big in other ways- they are persuading people to take out bigger policies. Buoyed by their quicker than expected success, nearly all private insurers are fast- forwarding the second phase of their expansion plans.

Recruitment and selection of employees

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a

decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process).

Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer.

However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.

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The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale purposes)

Careers officers (and careers masters at schools) University appointment boards Agencies for the unemployed Advertising (often via agents for specialist posts) or the use of other local

media (e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has some identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicants’ chance of being appointed as firms are required to employ a percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the case of apprentices, the recruitment is for a contractual period or involves the firm in training costs.

Interview can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for:

Aptitudes (particularly useful for school leavers) Attainments General intelligence

(All of these need skilled testing and assessment.) In more senior posts other techniques are:

Leaderless groups Command exercises Group problem solving

(These are some common techniques - professional selection organizations often use other techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to good recruitment. Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to rate the candidates. For consistency (and as an aid to checking that) rating often consists of scoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the needs of the post). Application of the normal curve of distribution to scoring eliminates freak judgments.

RECRUITMENT “The art of choosing men is not nearly as difficult as the art of enabling

those one has chosen to attain their full worth”.

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 a sizeable 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:

     Creating an applicant pool using internal or external methods

     Evaluate candidates via selection

     Convince the candidate

     And finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and appointing personnel on the permanent rolls of an organization.

Authorization:

S.No. Authorized Signatory1 Head- Human resource2 Managing director

Amendments and deviations:

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.

Sourcing Factory

WestSouth East North 1 North 2

Rural & Health

MUMBAI

MAHARASHTRA

AP

TAMIL KARNATAKA & GOA NADU

KERALA

WEST BENGAL

NORTH EAST

BIHAR

JHARKHAND

PUNJAB

UP & UTTARANCHAL

HARAYANA

J&K

MP

CHATTISGARH

RAJASTHAN

GUJURAT

PAN India

Health Assurance

B & Health

Retail Pharmacy

Rural Agency

Rural SA

Tied Agency Direct Marketing BANCA PC

SOURCE MIX – ALL FRONTLINES

020406080

100120140160180200

AGENCY EAST

AGENCY NORTH \ A

GENCY RURAL

BANCA EAST

BANCA NORTH

BUSINESS P

ARTNER - EAST

BUSINESS P

ARTNER - NORTH

DM NORTH

Health

Ass

uranc

e - N

orth

HEALTH P

HARMACY EAST

HEALTH P

HARMACY NORTH

PRIORITY C

IRCLE

NORTH

WORKSITE E

AST

CampusDirect Application \ AdvertisementPGPMIPinnacle \ BP \ RORecruitment ConsultantTalent@hunt

RECRUITMENT PROCESSCV ScreeningCV screening checklist

Age Educational Qualification Professional Experience

Tenure Industrial Type Is the company from the certified list Nature of role

Domicile

Judgmental Scoring Model (JSM)Focuses on screening the job fit of a prospective candidate with past demographic analysis:

Age Educational Qualification Experience (tenure) Experience (industry) Source of recruitment

Agency Manager profile – JSM qualifying criteria : >7 (on a max. score of 20)

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 bonus 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:

     HR & Branch Manager

     Functional Head

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the company’s budgeting activity. The respective Functional heads would submit the manpower requirements of their respective functions/ departments to the board of Directors as part of the annual business plan after detailed discussion  with the head of human Resource Function along with detailed notes in support of the projected numbers assumptions regarding the direct and indirect salary costs for each position.

B. A copy of the duly approved manpower plan would be forwarded by the HR department for their further actions during the course of the year. The annual budget would specify the manpower requirement of the entire organization, at different levels, in various functions/departments, at different geographical locations and the timing of the individual requirements. It would also specify the requirement budget, which is the cost allotted towards the recruitment of the budgeted staff and the replacement of the existing employees. The manpower plan would also clearly indicate the exact time at which the incumbent should be on board in such a way that the Regional HR has adequate notice for the time lapses involved in sourcing any other activities.

C. The Regional HR’s would undertake the planning activity and necessary preparations in advance of the anticipated requirements, as monthly and quarterly activities on the basis of the approved budget, estimated separations and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the approved annual manpower budget and no recruitment process shall be initiated without the formal concurrence of the Head of the Regional HR under any circumstance. Head of the Regional HR shall also have the responsibility to monitor the appointments being considered at any point of time with specific respect to the duly approved manpower budgets.

Review of Manpower Plans and Additional Manpower

Review of manpower budgets shall take place on a quarterly basis. In the event of any new position or any deviations to the original plans, details of the positions maybe forwarded to the VP-HR along with the adequate supporting information. The recommendations would normally require a formal approval of the Managing Director. Alternately, VP-HR may record the summary of his discussion with the Managing Director and the MD’s approval on the recommendations, to signify the final decision taken regarding the recommendations.

SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right candidate. Depending on the nature of the position/grade, volumes of recruitment and any other relevant factors, the Regional HR would use any one multiple sources such as:

     Existing database (active application data bank);

     Employee referral as per any company scheme that may be approved from time to time;

     Advertisement in the internet/newspapers/magazines/company’s sites/job sites or any other media;

     Placement Agencies (particularly for positions of Managers and above);

     Headhunting firms particularly for senior positions, specialist positions and critical positions;

     Direct recruitment from campuses/academic institutes;

     Job websites and

     Any other appropriate sources.

The norms for using any of the sources are not water tight. Number of positions, criticality of positions and the urgency of the positions, confidentiality requirements, relative efficacy and cost considerations would play a role in the choice of the appropriate sourcing mechanism.

ADVERTISEMENTS

     All recruitment advertisements (in any form and any medium) shall always conform to the KLI compliance norms and would not be released by any department or branch without the approval of the VP-HR. depending on the specifics of each position for which recruitment advertisements are to be released, Regional HR may obtain assistance from the company’s marketing department and/or any external advertising agencies for the preparation of the contents. Key features of the positions as notified by the Functional Heads would normally form a part of the advertisement text.

     The media for releasing advertisement would depend on the level of the position being considered and the urgency of the requirements.

     The advertisement mode that could be broadly specified as newspapers (local or mainline depending on requirements), internet sites and business magazines.

Placement Agencies/Headhunting Agencies

     Depending upon the vacancies, fresher fitting different description listed above may be recruited from time to time, from academic institutes of appropriate standards/reputation/grade, in the requisite numbers and at the compensation/stipend amounts to be formally approved of the VP-HR. Plans for such recruitment need specific special approval of VP-HR. norms regarding the identification of the appropriate institutes, constitution of the selection panels, timings of the recruitment, number of candidates to be recruited into different positions, choice of the appropriate selection process and the tools thereof shall be decided by the Head of the Regional HR in consultation with the VP-HR, depending on the specific features of the position.

Screening the candidates

First level screening

The Candidates would be screened by the HR Manager/Branch Manager for the respective locations. Screening would be on the basis of the profile of the candidate and the departmental requirements.

This assessment will be with respect to:

a. The general profile of the candidate,b. Personality fit of the candidate into the profile,

c. Aptitude/attitude of the candidate,

d. Motives of the person to join the company and whether focus is in the short term or is a long term player,

e. Basic skill level on our set of requirements, say numerically ability, networking ability, etc

f. Establish the annual guaranteed cash compensation of the individual and check whether the person would fit into the system.

g. Explain the role of Sales manager to the applicant and check the acceptance of the candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for further assessment process.

Tied Agency Sales Manager candidates short listed by the BM appear for the final selection. The regional Manager (Business Heads for HO) will meet the candidates short listed by the branch manager/VP. The chart specifying the Minimum approval level for each level of recruitment is specified below:

Category Branch Manager/Chief Manager

Area Manager/AVP/VP

Business Heads

Managing Director

CSE/ADVISORS Yes No No No

BIC Yes Yes No NoBM/CM Yes Yes Yes NoSM Yes Yes Yes Yes

General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate either through the formal CV or otherwise before coming to a conclusion about the candidate. They may insist on seeing the proof of the claims made by the candidate regarding qualifications, experience and other achievements. They may, at their discretion, decide to meet the candidate on more than one occasion or to refer the candidate to another panel.

B. Ratings on various attributes of the candidates shall be recorded in the interview evaluation sheet, soon after the interview is over. Along with these numerical ratings, qualitative observations about the candidate and overall decision regarding selection or otherwise (including a decision to defer the induction, referral to another panel, considering for another position) shall be forwarded to the associated Recruitment Manager/ Head of Regional HR. Individual panel members have the option of appending their additional remarks/observations. No selection will be treated as final unless the IES form is filled comprehensively. Suitably appropriate IES formats may be created for specific positions.

C. Any discrepancies noticed by the panel members regarding the authenticity of the data provided by the candidate should be specifically and formally recorded on the IES form and suitably high lightened.

D. Specific points to be probed during the reference check process, if any, must also be clearly recorded and high lightened on the IES forms.

Administrative Actions Regarding Interviews

A. Scheduling and the venue of the interviews would be handled by the recruitment team in consultation with the short listed candidate and the selection panel members, after taking mutual convenience into account. For field positions, respective branch/regional heads would undertake this co-ordination.

B. After the final round, if the candidate is selected, the complete set of papers Personal Data Form, CV, job requisition no., Interview evaluation sheet, reference check details, educational details, along with the interviewer’s recommendations and Reference check form should be forwarded by the recruitment managers to recruitment head. Fitment of the candidate into a grade and compensation fitment shall be on the assumption of authenticity of the information provided in the CV/application form.

C. An appropriate formal communication shall be sent to the candidate whose candidature is not being taken forward, or details of the verbal/telephonic communications provided to the candidate shall be recorded on the candidates papers, by the recruitment team/associated line managers. In the case of interviews taking place at the branch/regional levels, similar noting should be recorded on the individual candidate’s papers.

Negotiations of the terms and conditions and other pre-appointment formalities

A. In the case of sales-Tied Agency functions, the branch managers will be allowed to fix the salary and grade of the incoming sales manager, provided the compensation does not exceed 20% of the candidates current cash salary. Any fitment beyond this norms will need the approval of Head-HR. HR will forward a worksheet to support  the BM’s to evaluate the appropriate cash CTC of the incumbent. For all other functions, the compensation and grade would be fixed post a discussion between the Head of the Regional HR and the associated AVP/VP. Any candidate being offered a CTC of more than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the discretion of the VP-HR, a deviation may be referred to the Managing Director, for the MD’s formal approval.

B. Responsibility for negotiations and finalization of the terms shall rest with the best Branch Manager/Associated Manager. They may seek the assistance of the recruitment managers, whenever required. Reference checks process should not normally be initiated unless the candidate has indicated his firm acceptance of the offer being made by us.

Reference checks

A. Normal, reference checks should be undertaken with at least one reference. A second reference check will be done if considered necessary. Responsible officials from the former employers, academic institutes and/or any other eminent personalities can be considered as appropriate references. Close relatives and friends cannot be considered as references. Wherever feasible and considered appropriate, a reference should be made with a senior official of the candidate’s current employer. In case the candidate is currently un-employed, reference should be made with the latest employer. The format of reference check is to be used as a framework for conducting the process.

B.     Where the minimum two reference checks are not possible (particularly with the current employer) or where there is a mixed response from different sources, the matter may be to the VP-HR for a final decision. Depending on the seniority and any other considerations about the positions, VP-HR would normally consult the functional head concerned, before coming to conclusions. Any candidate whose credentials are doubtful shall not be recruited.

C.     In case of recruitment of Management trainees, fresher and life advisors as sales Managers no reference checks will be required.

Employment offer letter

A. When a recruitment Manager is fully satisfied about the selection of the right candidate and about completion of all the formalities connected with the appointment of candidate including requisite documentation, satisfactory reference check reports and medical fitness, he/she would forward the relevant papers listed below to the head of recruitment.

      Personal Data form

      Employee requisition form duly filled by the regional Head/Branch  Manager

      Interview evaluation sheet filled by the regional head/Branch manager/interviewer with his/her comments.

      Latest and updated resume of the candidate

      Photocopy of the appointment letter of the last employer or latest salary slip.

      Employment details.

      Two Professional references.

      Language Proficiency.

B. Document check list for every grade is as follows:

Authorization Release Form. Background check Form. Highest Education certificates. Highest Education marksheets. 12 Months Salary Slip of Current Employer. 2 Month Salary Slip of Last Employer. Relieving Letter of last Employment. Proof of Residence Photo Identification Proof 2 Passport Size Photograph.

C. Regional HR manager will take the signature of Head-HR on the employee requisition form and forward the papers to the employee service team for issuance of the offer letter.

D. Employee services team will issue offer letter, to be signed by the National Recruitment Manager or Chief Manager-HR, and send the same to the concerned Branch Manager/ HR Manager.

E. It would be the responsibility of the Branch Manager/HR Manager to ensure that the accepted copy of the offer letter is forwarded to the employee service team within a week of receipt of the offer letter. Till this letter is issued, the ‘offer’ has not taken place in formal sense. A copy of the offer letter shall be duly signed and returned to the candidate. Candidate would be expected to fulfil various joining formalities, which are also formally communicated to him/her in the form of a checklist that is attached to the letter of offer. The Regional HR head shall have the overall responsibility and accountability to maintain the templates of the offer letters and also for drafting of suitable non-standard terms to any specific candidate.

F. The employee service team will follow up Branch Manager/Regional HR Manager for the joining of the candidate and will collect all relevant documents from the candidate including the joining report, before issuing the appointment letter. The employee service team may enlist the help of the Branch Manager to ensure that all necessary documents within ten days o the person joining. After the of all necessary documents, the employee service team will send the appointment letter to the new joinee.

G. Once the documentation is complete for the new joinee (including the accepted appointment letter), people who may have joined before 20th  of the month but have not been included in the payroll for the month because of delay in receipt of papers will be given ad-hoc salary advance (up to maximum of 65% of the pro rated salary). This advance will be adjusted once the person gets included in the subsequent month’s payroll.

H. If the person does not submit the relieving letter from the previous organization, where required to be submitted as per the table given above, within three months of joining, the employee service manager can put their salary on hold till such time as the said documents are received.

Key tasks of Regional HR Head

Regional HR Head will have the authority and responsibility to administer/implement the recruitment and selection process as outlined. An illustrative list of the key deliverables of these incumbents is listed below.

     Ensuring inductions as per quality, numbers, time and cost consideration of the company in accordance with the approved manpower budget.

     Creation of appropriate sourcing mechanism along with tracking the performance of these mechanisms.

     Creation of quarterly and monthly recruitment plans

     Effective coordination with external parties such as candidates, placement agencies, consultants, academic/professional institutes and any other including the custody of the formal agreements , tracking timely payments and adjusted thereto

     Creation of comprehensive and appropriate tools, linkages, documents, templates and any other mechanisms to ensure smooth execution of the process requirement, along with timely improvements thereto

     Assistance to user department and line managers including in interviewing/selection support, scheduling etc.

     Effective internal communication with user departments and line managers including making the standard recruitment formats and other templates easily available to such users and notifying the modifications to such formats and templates.

     Creation and maintenance of qualitative information base regarding candidates, placement agencies, campuses, institutes, and any other employment-market information.

     Creation and maintenance of appropriate and high-quality MIS for current and future needs of the organization, including publication/circulation of appropriate reports there from to the relevant users within the company.

     Monitoring recruitment costs

     Complete documentation for the entire recruitment and selection process for easy and quick retrieval in a readily auditable format

     Timely and effective communication with all internal and external parties including the candidates

     Tracking the progress of the selected candidates including resignation, extensions of probation periods/training period, etc for the purpose of improvement to recruitment and selection process.

     Effective coordination with the post recruitment arm of the Human Resource function

     Documentation and creating MIS regarding waiver, deviation, etc and identifying the key areas for improvement in the formal recruitment and selection process document.

SELECTION

Common selection problemsAchieving the three goals- accuracy, equity, buy -in –hinges on your ability to overcome the following selection problems. Review these problems: 

Interviewers miss important information. Interviewers focus only a few of the areas of critical to job success, overlooking many others. Therefore, they fail to develop a complete picture of an applicant.

Interviewers overlook job fit and organization fit.  Interviewers tend to focus on the skill aspects of the job and overlook candidates’ likes and dislikes. Failure to job fit and organization fit can lead to poor performance and early turnover   . 

Interviewers ask illegal non -job related questions. These questions expose the organization to lawsuits and might good candidates from protected groups of disadvantage.

Interviewers’ coverage overlaps. Too much overlap is a waste of valuable time. As a result, candidates here the same question repeatedly, and the important areas receive no coverage.

Interviewers have not organized selection elements into a system. Without an organized approach, different selection elements often are used in different applicants, putting some at disadvantage.

Candidates are turned off by the selection process. When interviewers talk too much or are redundant, rude, or disorganized, there job offers are rejected, candidates seek employment elsewhere, and this effects the reputation of an organization.

Biases and stereotypes affect judgment. Some interviewers classify people into “stereotypes” . Because they often are unaware of these prejudicial tendencies, interviewers fail to realize the effect these have on the decisions.

Interviewers take insufficient notes. Many interviewers never write down anything, on their memory, which can be inaccurate.

Interviewers misinterpret applicant information. Interviewers often   misinterpret data when they play ‘amateur psychologist’ by guessing at the meaning behind an applicant’s response. This leads them to attribute incorrect characteristics to candidates.

Interviewers make snap decisions about applicants. Some interviewers make selection decisions on the basis of hand shake on the initial meeting or after asking only a few questions. Here a problem is, these early decisions influence subsequent data gathering. Research indicates that organizations make better decisions when they delay selection decisions while continuing to collect data.

Organizations rely exclusively on interviews. Interviews are excellent tool in selection system interviewers can obtain other critical information from sources such as “Paper and Pencil test, Simulations, and Reference check”. 

Interviewers’ hiring discussions are not systematic. Interviewers who meet to make the final decisions often share candidate data randomly critical information for decision making is lost, relationships between information never surface, and gaps in information about the person are never discovered.

Interviewers allow one characteristics to influence their judgment. Interviewers occasionally fall victim to the “Hallo Effect”. This is when one particularly strong or weak candidate characteristic can influence an interviewer’s judgment about the person as whole.

Pressure to fill the position affects judgment. As there are many pressures on interviewer s to make selection decisions too often result in lower standards. They rationalize their decisions by saying they can train people or offset their limitation through close supervision.

The accuracy and fairness of the targeted Selection systems are based on six components. They are as follows:

1. Focus interviews and selection procedures on job related information.

2. Organize the elements of your selection process into an efficient system.

3. Obtain specific Behavioural Information that can be used accurately to predict future behaviour

.

4. Assess the motivational fit of candidates.

5. Systematically share information about candidates in an organized data integration session.

6. Make Legally Credible hiring decision.

 

1. Dimensions.

Dimensions describe the knowledge, motivations, and Behaviors associated with success or failure in a job.

The responsibility as targeted Selection Interviewer is to collect information about a candidate’s:

1. Knowledge2. Behaviors3. Motivations

During Interviews these three dimensions help in collecting data. A dimension –based

Interviewing format focuses Questions on a particular knowledge, motivation and behaviors important in the target job and eliminates unrelated questions. 

Sales o Sales ability/persuasivenesso Communicationo Job Fito Planning and Organizingo Energyo Decision Makingo Tenacityo Negotiationo Initiating Actiono Impact

Team Member Building strategic Working Relationships Job Fit Applied Learning Decision Making Quality Orientation Initiating Action Contributing to Team Success Stress Tolerance Communication Work Standards

Professional/Knowledge

Worker

 Technical/Professional Knowledge and Skills

Planning and Organizing Adaptability Initiating Action Job Fit Gaining Commitment Decision Making Applied Learning Building Strategic Working

Relationship Continous Learning

Leadero Gaining Commitmento Planning and Organizingo Decision Makingo Aligning Performance for Successo Job Fito Stress Toleranceo Communicationo Delegating Responsibilityo Meeting Leadershipo Information Monitoringo Building Successful Teamo Leading Through Vision and Values

2. The Selection System

A Structured approach of the Information collected from interviews, simulations, and reference checks leads to an accurate hiring decision .The missing ingredient is a Selection System, a set of rules and procedures for taking applicant through the selection process.

In targeted selection, “system” refers to the uniformly applied, step by step procedure for collecting and evaluating information and making hiring decisions. This system provides an efficient method of collecting the necessary information about an applicant. It also ensures that hiring and rejection decision are fair for all applicants.  

The Selection Funnel

The figure represents a situation common in hiring organizations. The no. of applicants will exceed the no. of job openings. A good selection system—one that uses less expensive and faster methods early in the selection process and

in depth , more expensive methods later when only the most promising candidate remains –allows an organization to evaluate a large no. of applicants efficiently and economically. Using this selection funnel maximizes the time spent and ensures fairness to all applicants. The selection system “flow “for the position “BANK ACCOUNT OFFICER”.   

Campus Interview (recruiter)

Targeted selection Interview (HR department)

Targeted selection Interview (Regional mgr.)

Targeted selection Interview (Branch mgr.)

Targeted simulation

Data integration and decision making

Reference check

Job offer

Selection Funnel

 

DATA ANALYSISTable 1.1 For most liking of your job

S.No. Training Programs Percentage (%)

1 Growth 50%

2 Job environment 20%

3 Compensation 20%

4 Empowerment 10%

50%

20%

20%

10%

Growth Job environment Compensation Empowerment

INTRPRETATION:

Growth for most of the employees is 50%, Job environment for most of the employees 20%, Compensation for the employees is 20% and Empowerment for the employees is 10%

Table 1.2 : For the answer of Is there is any freedom given in decision making and problem solving

S.No. Training Programs Percentage (%)

1 Yes 20%

2 No 10%

3 Sometimes 50%

4 Just as formality 20%

20%

10%

50%

20%

Yes No Sometimes Just as formality

INTRPRETATION:

Training programs freedom for decision making and problem solving for most of the employees is yes 20% no is 10%, sometimes is 50% and just a formality 20%.

Table1.3 of the company provide performance related incentive to employees ?

S.No. Training Programs Percentage (%)

1 Excellent 50%

2 Fair 10%

3 Average 20%

4 Good 20%

50%

10%

20%

20%

Excellent Fair Average Good

INTERPRETATION:

Company provide performance related incentives to the employees for excellent 50%, faie 10%, average 20% and good 20%.

Table 1.4 for the idea about the benefits provided by the company such as vocation, paid holidays, medical, retirement

S.No. Training Programs Percentage (%)

1 Excellent 60%

2 Good 20%

3 Fair 10%

4 Poor 10%

60%20%

10%

10%

Excellent Good Fair Poor

INTERPRETATION:

Idea for the benefits provided by the company such as vocation, paid holidays, medical and retirement is excellent for 60%, good for 20%,Fair for 10% and poor for 20%.

Table 1.5 for work load is there in your company

S.No. Training Programs Percentage (%)

1 Heavy 60%

2 Normal 20%

3 Good 10%

4 Over 10%

60%20%

10%

10%

Heavy Normal Good Over

INTERPRETATION :

The workload is heavy in your company is 60%, Normal is 20%, Good is 10% and over is 10%.

Table 1.6 for organization is sensitive to employee's need

S.No. Training Programs Percentage (%)

1 Always 10%

2 Usually 50%

3 Sometimes 30%

4 Never 10%

10%

50%

30%

10%

Always Usually Sometimes Never

INTERPRETATION :

10% Always organization is sensitive to employee's need, 50% Usually, sometimes 30% and 10% never.

Table No. 1.7 for telling you the working environment of company

S.No. Training Programs Percentage (%)

1 Excellent 15%

2 Poor 10%

3 Good 15%

4 Fair 60%

15%

10%

15%60%

Excellent Poor Good Fair

INTERPRETATION :

During the training, the working environment of company was excellent 15%, Poor 10%, Good 15% and Fair is 60%.

Table 1.8 for the growth related polices in your organization

S.No. Training Programs Percentage (%)

1 Excellent 30%

2 Poor 10%

3 Good 10%

4 Fair 50%

30%

10%50%

10%

Excellent Poor Fair Good

INTERPRETATION :

Excellent growth related polices in your organization is 30%

Poor growth related polices in your organization is 10%

Fair growth related polices in your organization is 50%

Good growth related polices in your organization is 10%

Table 1.9 for the most likely reasons for leaving the job

S.No. Training Programs Percentage (%)

1 Work Load 20%

2 Unsatisfactory Compensation 10%

3 Working environment 60%

4 Slow Growth 10%

20%

10%

60%

10%

Work load Unsatisfactory Compensation

Working environment Slow growth

INTERPRETATION :

The most likely reasons for leaving the job workload 20%, Unsatisfactory compensation is 60% and slow growth is 10%.

Table 1.10 for your views on culture of your organization

S.No. Training Programs Percentage (%)

1 Friendly 60%

2 Non Friendly 10%

3 Competitive 20%

4 Don't know 10%

60%

10%

20%

10%

Friendly Non friendly Competitive Don't know

INTERPRETATION :

Friendly culture of your organization is 60%, Non-Friendly is 10%, Competitive is 20% and Unknown 10%.

Interpretation

Insurance is confronted with high attrition rate. Therefore it makes recruitment a critical function in the organization. In order to grow and sustain in the competitive environment it is important for an organization to continuously develop and bring out innovations in all it activities. It is only when organization is recognized for its quality that it can build a stability with its customers. Thus an organization must be able to stand out in the crowd.

The first step in this direction is to ensure competitive people come in the organization. Therefore recruitment in this regard becomes an important function. The organization must constantly improvise in its recruitment process so that it is able to attract best in the industry in order to serve the best. Thus the organization must look out for methods that can enable it to adopt best recruitment practices.

There is an increase in percentage of hiring from consultants and direct applications and decrease in the Pinnacle hiring. The comparison of the source mix of two hiring for the months of May-June and June-July has been shown below: 

Recruitment source May-June June-JulyAdvertisement 0 21Campus 55 18Direct Applications 58 88PGPMI 9 43Pinnacle 164 129Pinnacle BP 4 5Pinnacle RO 2 5Consultants 171 264Talent@Hunt 211 200Total 674 773

0

50

100

150

200

250

300

Advert

isemen

t

Campu

s

Direct

Applic

ation

s

PGPMI

Pinnac

le

Pinnac

le BP

Pinnac

le RO

Consu

ltants

Talent@

Hunt

May-JuneJune-July

Limitations of the study

Every task is undertaken with an objective and accomplishment of this objective determines our success.

Task:

The recruitment at Metlife India Insurance Insurance involved a lot search from the database and calling up candidates to check whether they fit the job specification.

Difficulties:

     Candidates were reluctant to talk at times;

     Candidates who were contacted were not interested in Insurance on many occasions;

     Candidates who were scheduled for interview would not turn up;

o Run out of database many times since most of them would have already been contacted;

Task:

Candidates were to be searched from the job portals and called up to be scheduled for an interview.

Difficulties:

     At times many people had for couple of hours to work on the computer;

     Since STD calls had to be made, the availability of phone was limited, so there was greater coordination required with respect to its usage and maintains a time slot so that other person has a chance to use.

SWOT Analysis

StrengthsBrand equity of Kotak Mahindra Bank.

Rigorous Pre-Hiring assessment tests to understand aptitude and personality of candidates.

Proper reference checks to ensure that only bonafide candidates are appointed.

Adequate number of channel partners to generate footfalls for each location.

Footfall MIS being maintained at each branch locally by Admin.

WeaknessesPre assessment tests are costly.

Conversion of footfalls is low.

Lengthy pre-offer formalities.

Huge employee turnover.

OpportunitiesCampus recruitments have huge potential for fulfilling manpower requirements cost effectively.

Tie up with recruitment agencies on supplying fixed number of footfalls week on week.

Develop exclusive contract with channel partners to meet the manpower requirements.

Make blue form brief and to the point.

Reduce turn around time of making an offer.

ThreatsIncreasing number of private players in insurance sector creates ample choices, frequent and easy mobility for employees.

Same channel partners are handling all insurance companies. This leads to same pool of candidates being circulated to all partners.

Increasing spill over as a candidate has more than one offer at the time of making a job shift.

As the insurance industry is small, senior level candidates

hesitate to meet HR of other companies for the fear of grapevine.

LEARNINGSEvery endeavour undertaken to accomplish challenging goals, can only be successful under the experienced and encouraging guidance. I am privileged to have undergone training at Metlife India Insurance Life Insurance. As learning never stops, my learning at I.Pru has come from a lot of exposure, on the job training and close interaction with the corporate. In brief my learning and achievements can be summarized as under:

1. Understanding of person and profile fit.2. Convince people about the job profile and to sell the job to the

prospective candidate;3. Following up with the candidates during the entire selection process;4. Learned to convince candidates about the offer rolled out and making

them accept the offer through effective communication;5. Learning about salary fitments.6. Communicating with the corporate;7. Performance appraisals, its various types, implications and significance;8. Handling queries received from various quarters;9. Managing HR department in the absence of HR manager;10.Reply to official mails;11.Prioritize issues according to their importance;12.Field work exposure to tap candidates that further strengthened the

learning.

RECOMMENDATIONS & SUGGESTIONS

1. Employers should be less biased about the recruitment of employees

through employee referrals.

2 . Know what you're looking for in candidates. It is observed that the candidates sourced by placement agencies and send for further rounds of interviews are rarely found suitable by the hiring managers. Therefore, in case there is need to utilize the service of a placement agency, then it is recommended that these placement agencies be given a well drafted job description and job specification. This can also be circulated to internal employees under the employee referral scheme. This will help people to get a clearer picture and provide for most suitable candidates.

3. Reduce the pre offer formalities:

Pre-offer documentation includes filling of a lengthy Personal Detail form which includes all personal, educational and professional details of candidate. This is very time consuming and even after taking these details from candidate it’s not sure that offer will be made or not. This also becomes frustrating for the candidate sometimes. So, it is recommended that unnecessary details should not be asked before we make the final offer to the candidate. PDF should be made concise.

4. Blend technology into every aspect of your recruiting and hiring process. Web-based technology lets you increase hiring speed and quality while reducing costs. Currently, job boards constitute the biggest use of the Web, offering access to thousands of resumes within hours. But the Web can also be a powerful tool for screening and qualifying that flood of resumes. Companies have begun to use the Web to collect and instantly match data on

candidate skills, motivations, and experiences against job criteria. Other uses of Web-based technology include online interviewing, candidate

assessment and testing, applicant self-scheduling, and tracking. Work the Web wisely and you save time for recruiters and hiring managers and nab top candidates before your competitors can.

5. It is recommended that apart from the person-job fit, method must be devised to check for person-organization fit. A person-organization helps to assess how well a candidate is suited the organization. Whether the attitude he/she carries will promote both organizational as well personal goals. This takes a great importance especially when attrition is high. It will help the organization to retain its employees for a longer period of time and less burden on recruitment staff.

6. Create winning impression even on those who are not selected

It is very important to create a favourable impression of your organization on all those who come for interview. Those who are not selected in the first round of personal interview should also carry this impression that they have missed the opportunity to work in a great company.  For this, there must a proper coordination of the interview of the candidate and greater degree of professionalism. A candidate when invited for an interview must be attended as soon as possible and should be made to wait for hours together. Interviews conducted on a scheduled time leave a good impression on the candidate. Even if he is not selected, a good impression about the will make him recommend the name to his people.

At las t , I want to say , i f we keep those point s in the mind then

we can make a sound good recru i tment & se lec t ion po l i cy .

CONCLUSION

I fi n d t h a t g e n e r a l l y a l l e m p l o y e e s o f t h e o r g a n i z a ti o n l i k e t h e R e c r u i t m e n t

a n d S e l e c ti o n p o l i c y . T h e w o r k e r s r e p r e s e n t a ti o n i n m a n a g e m e n t i n t h e

o r g a n i z a ti o n i s q u i t e g o o d . E m p l o y e e s a r e s a ti s fi e d w i t h t h e i r w o r k s o w e

c a n s a y e m p l o y e e ’ s m o r a l i s h i g h i n t h e o r g a n i z a ti o n . H i g h m o r a l a s s i s t s i n

t h e m a n a g e m e n t t o o v e r c o m e s e v e r a l p r o b l e m s s u c h a s l a b o u r t u r n o v e r , a

a b s e n t e e i s m , i n d i s c i p l i n e , g r i e v a n c e s e t c . i t a l s o h e l p s s e e k c o - o p e r a ti v e o f

t h e w o r k e r s i n t h e r u n n i n g o f t h e o r g a n i z a ti o n a n d t h u s g e tti n g h i g h e r

p r o d u c ti o n a t m i n i m u m p o s s i b l e c o s t b y r e d u c i n g t h e w a s t a g e o f ti m e , m a n ,

m a c h i n e s a n d m a t e r i a l s . I t i s i n o t h e r s e n s e , a n d i n d e x o f g o o d i n d u s t r i a l

r e l a ti o n s .

T h e r e i s p r o p e r s e l e c ti o n i n t h e o r g a n i z a ti o n , p r o p e r s e l e c ti o n o f t h e

p e r s o n n e l r e d u c e s p e r s o n n e l p r o b l e m s i n t h e o r g a n i z a ti o n a s e m p l o y e e

t u r n o v e r , a b s e n t e e i s m e t c . e m p l o y e e r e l a ti o n s a r e a l s o b e tt e r b e c a u s e

c u s t o m e r s a r e f u l l s a ti s fi e d b y t h e i r w o r k .

QUESTIONNAIRE

Name

Age

Position

1. Rules of recruitmenti . Rigid

i i . Flexible

2. Sources of recruitmenti . Advertisement

i i . Consultancyi i i . Pinnacleiv. Others

3. Rounds kept for selecting candidates?---- -- -- -- -- -- -- -- -- -

4. Types of candidates preferred by the organ?

i. Fresheri i . Experience

i i i . Both

5. Minimum qualification of candidate?i. Intermediate

i i . Graduationi i i . Below or above it .

6. Minimum age of workeri . 18 to 22

i i . 22 to 28i i i . 28 to 32

7. How much year experience is needed for grade1?i. 1 Year

i i . 1-2 Yeari i i . More Than 2 Years

8. Orientation Program.

i. Excel lenti i . Good

ii i . Average

9. Trade union involved any level in recruitment program.

i. Yesi i . No

10. How much t ime given to candidate to present her\his documents recruitment for the profile he is selected?

i. 1 Weeki i . 15 Days

i i i . 15-20 Days