49053614 Talent Management of Agency Managers in BHARTI AXA

8/4/2019 49053614 Talent Management of Agency Managers in BHARTI AXA

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JASPRIT SINGH BAMRAHPGDM-HR

1

A PROJECT REPORT

ON

TALENT MANAGEMENT OF AGENCYMANAGER

BYJASPRIT SINGH BAMRAH

PGDM-HR

SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION & RESEARCH

(SIBAR)

KONDHWA BUDRUK, PUNE


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SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION AND

RESEARCH, KONDHWA (BK)

DECLARATION

I herby declare that the project titled TALENT MANAGEMENT OF AGENCY MANAGERis an

original piece of research work carried out by me under the guidance and supervision of Mrs.

Archana Earnest . The information has been collected from genuine & authentic sources. The work

has been submitted in partial fulfillment of the requirement of Post Graduate Diploma in Management

(Approved by AICTE).

Place: Signature:

Date: Jasprit Singh Bamrah

PGDM(HR)

Sinhgad Institute Of BusinessAdministration & Research, Pune


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ACKNOWLEDGEMENT

As a requirement during the two years fulltime Post Graduate Diploma in Management, I feel to

be greatly honored for having done my project work at Bharti Axa life insurance company. The sole

efforts of any individual are not sufficient enough to complete the Project. The completion of a project

involves the effort and interest of many people. The guidance and co-operation received during my

training have left a indelible imprint in my mind and after giving a final shape to my project report, I

think it would be unwise if I dont acknowledge the help of rendered to me by several members of

Bharti Axa life family, with whom I came across during my stay here.

First, I thankfully acknowledge the continuous support and inspiration given to me by my project guide

Mrs Archana Ernest who was always there to give my spirits a boost.

I am also indebted to Mrs.Deepa Madhusudan(adm) and for giving me the opportunity to carry out my

project work at Bharti Axa life.

I wish to express my gratitude to my respected teachers for their dedicated support and rich source of

information which made my work much easier and understandable.

Ultimately I am grateful to my family members, friends and all my well wishers whose blessings

constantly guide me through all spheres of my life.

Place: Signature:

Date: Jasprit Singh Bamrah

PGDM(HR)

Sinhgad Institute Of Business

Administration & Research, Pune


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THE EXECUTIVE SUMMARY

This Report is an attempt to provide a detailed analysis of the process of talent

management done by Bharti Axa Life Insurance for agency manger.

In my complete student internship program I met more than 30 agency

managers. During this student internship program I came to know that, Talent

management is the single biggest challenge faced by a high-growth industry.

And, if a company is growing at double the industrys rate of growth, theres the

additional problem of getting good quality people in large numbers.

I realize that management needs to be competent and competitive;

performance management has to be transparent and HR operations have to be

brilliant. But, of course, all of those things are obvious. This is the price of entry

into the game. If the organization is not doing any of these, it is not in the game

at all.

To my mind, all these aspects need to be done and done well. However,

they will not give you the differentiation that you need differentiation in terms

of talent management, which should be the goal today and on which Bharti Axa

life insurance is focusing strongly. The crucial differentiation between

organizations that do well and those that dont is talent management.


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TABLE OF CONTENTS

1. Introduction...6

2. Objectives & Scope of Project....17

3. Research Design.18

4. Company Profile.20

5. Analysis of Project..31

6. Questionnaire Analysis51

7. Conclusions.55

8. Limitations .56

9. Recommendations...57

10. Bibliography & References58

11. Annexure59


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AN INTRODUCTIONSome Major Milestones in Insurance sector

1818: Establishment of the Oriental Life Insurance Company in Calcutta

1870: The first Indian Life Insurance Company- The Bombay Mutual Life Assurance Societywas set

up.

1912: The Indian Life Assurance Companies Act enacted as the first statute to regulate the life insurance

business.

1928: the Indian Life insurance Companies act enact to enable the government to collect statisticalinformation about both the life and non- life insurance business.

1938: earlier legislation amended by the insurance Act with the objective of protecting the interests of

the insuring public

1956: 245 Indian and foreign insurers and provident societies taken over by the central government and

nationalized.LIC formed by an act of parliament, with a capital contribution of Rs 5 crores from the

government.

1993: appointment of the Malhotra committee to make recommendations to make changes to the sector.

1999: insurance regulatory and development authority act passed

2000: licenses issued to private sector players, marble floors, chandeliers, and uniformed doormen

greeted the customer on entering a department store .Countless services and amenities were available

to all. Saleswoman helped shoppers select merchandise; items could be personalized; parcels carefully

wrapped and delivered. Tired shoppers could rest in sumptuous lounges, reading rooms and restaurants

and leave their children in nurseries and entertain them in playgrounds and fairylands.


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Departments stores provided the public with fantastic entertainment and spectacle, fashion

shows and parades were important store highlights. While part of the new customer culture,

department stores also offered recreation. Shopping seemed to be a new form of social and cultural

activity.

SECTOR INTRODUCTION

INSURANCE IN INDIA

The insurance sector in India has come a full circle from being an open competitive market to

nationalization and back to a liberalized market again. Tracing the development in the insurance sector

release the 360 degree turn witnessed over a period of almost two centuries.

A BRIEF HISTORY OF THE LIFE INSURANCE SECTOR

INSURANCE SECTOR REFORMS

In 1993, Malhotra committee, headed by former finance secretary and RBI governor R.N Malhotra was

formed to evaluate the Indian insurance industry and recommended its future directions. The Malhotra

committee was set up with the objective of complementing the reforms initiated in the financial sector.

The reforms were aimed at creating a more efficient and competitive financial system suitable for the

requirements of the economy keeping in mind the structural changes currently underway and

recognizing that insurance is a important part of overall financial system were it was necessary to

address the need for similar reforms.In 1994, the committee submitted the report and some of the

key recommendation included:

I) STRUCTURE

Government is stake in the insurance Companies to be brought down to 50%.

Government should take over the holding of GIC and its subsidiaries so that these subsidiaries can act as

Independent Corporation.

All the insurance companies should be given greater freedom to operate


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II) COMPETITION

Private companies with a minimum paid up capital of Rs 1bn should be allowed to enter the industry.

No Company should deal in both life and general insurance through a single entity.

Foreign companies may be allowed to enter the industry in collaboration with the domestic companies.

Postal life insurance should be allowed to operate in the rural market.

Only one state level life insurance company should be allowed to operate in each state.

III) REGULATORY BODY

The insurance act should be changed

An insurance regulatory body should be setup.

Controller of insurance currently a part from the finance ministry. Should be made independent.

IV) INVESTMENTS

Mandatory investments of LIC life fund in government security to be reduced from 75% to 50%.

GIC and its subsidiaries are not to hold more than 5%in any company (There current holdings to be

brought down to this level over a period of time).


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V) CUSTOMER SERVICE

LIC should pay interest in delays in payments beyond 30 days.

Insurance company should be encouraged to setup unit linked pension plans.

Computerization of operations and updating of technologies to be carried out in the insurance industry.

The committee emphasized that in order to improve the customer services and increase the coverage of

the insurance industry should be opened up to competition.

But at the same time, the committee felt the need to exercise caution as any failure on the part of new

players could ruin the public confidence in the industry. Hence, it was decide to allow competition in a

limited way stipulating the minimum capital requirement of Rs 100 crores. The committee felt the need

to provide greater autonomy to insurance company in order to improve there performance and enable

them to act as independent companies with economic motives. For this purpose, it had proposed setting

up an independent regulatory body.


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Opportunities in Insurance sector

The varieties of constraints put on it by its owner, viz the government, was both a reason as well as analibi for the under performance of the nationalized insurance sector. Now that restrictive government

policies are being given up and public sector units are being empowered to make independent decisions,

they should be more free to decide their own grown path. it should also be possible for them to prove

their potential strength by exploiting the tremendous opportunities such as the followingsubstantial

potential for growth; exploring untapped niche areas; and forming limited joint ventures with suitable

partners .Easy access to developments in the more advanced markets provide further opportunities to

upgrade their working .Technological, financial or specific areas-based avenues of absorbing improved

systems are also now more easily available.

The expectation that private sector entrants would necessarily take time to secure a foothold in

the market was in itself an opportunity. In practice,Insurance undergone rapid and massive changes

in all aspects of their business: product and services, sectoral structure, market segmentation,

competitive environment. It is believed that the information sharing has not taken its expected shape in

the insurance industry for the purposes of practices, research and education. However, data is one of the

most needed ingredients in the insurance business development as well as for research and consultancy.

There have been regular efforts by IRDA for collection and sharing of the data and other information of

public interest. The industry is facing problems in terms of data review as parliament need to register

this beforehand. We believe that progress of the industry should not be constrained by any extraneous

conditions in the interest of research and development in the area.

Manpower India today released the Manpower Employment Outlook Survey for the first quarter of

2008 revealing sustained positive hiring intentions of employers in India. India continues to lead all 23

countries surveyed this quarter, with a positive overall Net Employment Outlook of +27%. Even though

this figure represents a decrease of 13 percentage points from the fourth quarter of 2007, the

employment outlook remains extremely healthy.For the first time since the Survey was launched in

India, the Finance, Insurance and Retail industry sector emerged as the most optimistic sector for a

quarter with a Net Employment Outlook of +32%, surpassing the Services sector.


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Privatization of insurance sector has allowed insurance companies to work in the market by depositing

100 crore rupees in the reserve of government. This has encouraged many overseas insurance

companies, having a required amount in their reserve, to open their branch in our country. Introduction

of the sector has changed the employment pattern, but people must know how to make profit from it. To

be in the global market and have advantage of it, capital and skill as per the demand and knowledge of

market is the requirement. It is necessary that institutions, which form a part of this financial system,

have internal management, governance and accountability structures, which measure up to the highest

standards.


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Threats in insurance sector

These opportunities will of course be accompanied by some threats in the competitive market, and

maybe of the following nature.Private entrants are naturally targeting the more profitable and the more lucrative segments,

by providing better service, new products and flexibility .They are targeting the bigger corporate and

other clients in the well established metropolitan centers. These new entrants have succeeded in eating

into share of the existing entities. This share will increase substantially, if not in the immediate future,

but in the long run, if the existing incumbents do not radically alter marketing structure and practices.

No doubt complaints have been voiced that the means followed by atleast some of them been less

than fair.Some of these may well be true, but such practices can produce only short term gains

.Ultimately, the services provided will decide whether the threat of losing the market share will come

true, and in a competitive market, mere complaining does not help.

Managing Talent is Key HR challenge in Indian Insurance companies

The competition for critical talent continues to intensify and many companies are re-evaluating their

talent management practices. As private business objectives continue to focus on growth in emerging

and other non-traditional markets and companies search globally for new workforces, the global

mobility function has become a critical tool to develop and deploy key talent. The organizations that

master global talent mobility will dominate markets in the 21st century. In response to this imperative,

the global mobility function must redefine itself from a transaction-based employee service provider to a

strategic and innovative business partner.


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THE INSURANCE REGULATORY AND DEVELOPMENT

AUTHORITY (IRDA)

Reforms in the insurance sector were initiated with the passage of the IRDA bill in parliament in

December 1999.The IRDA since its incorporation as a statuary body in April 2000 has fastidiously

stuck to its schedule of framing regulation and registering the private sector insurance companies.

The other decisions taken simultaneously to provide the supporting systems to the insurance sector and

in particular the life insurance companies were the launch of IRDAs online service for issue and

renewal of licenses to agents. The approval of institutions for imparting training to agents has also

insured that the insurance companies would have a trained workforce of trained insurance agents in

place to sell there products, which are expected to introduce by early next year.

Since being setup as an independent statutory body the IRDA has put in a framework of globally

compatible regulations. In the private sector 13 life insurance and 9 general insurance companies have

been registered.

Composition of Authority under IRDA Act, 1999

As per the section 4 of IRDA Act' 1999, Insurance Regulatory and Development Authority (IRDA,

which was constituted by an act of parliament) specify the composition of Authority. The Authority is a

ten member team consisting of:-

(a) A Chairman

(b) five whole-time members

(c) four part-time members

(all appointed by the Government of India)


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DUTIES, POWER AND FUNCTIONS OF IRDA

Section 14 of IRDA act 1999 lays down the duties, powers and functions of IRDA

Issue to the applicant a certificate of registration, renew, modify, withdraw, suspend or cancel such

registration.

Protection of the interest of the policy holder in matters concerning assigning of policy , nomination

by policy holder , insurable interest , settlement of insurance claim , surrender value of policy and

other terms and conditions of contract of insurance.

Specifying requisite qualifications, code of conduct and practical training for intermediary or insurance

intermediary and agents.

Specify the code of conduct for surveyors and loss assessors.

Promoting efficiency in the conduct of insurance business.

Promoting and regulating professional organization connected with insurance and reinsurance business.

Levying fees and other charges for carrying out the purpose of this Act.

Calling for information from, undertaking inspection of, conducting enquiries and investigationincluding audit of insurers, intermediaries, insurance intermediaries and other organizations connected

with insurance business.

Specifying the form and manner in which books of account shall be maintained.

Regulating investment of funds by Insurance Companies.

Regulating maintenance of margin of solvency.

Adjudication of disputes between insurers and intermediaries or insurance intermediaries.

Supervising the functioning of tariff advisory committee.


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Specifying the percentage of premium income of the insurer to finance schemes for promoting and

regulating professional organizations refer to in clause (f).

Specifying the percentage of life insurance business and general insurance business to be undertaken by

the insurer in the rural or social sector.

THE INSURANCE SECTOR IN INDIA: ITS POTENTIAL ATTRACTIVENESS

India at a glance

Population: 1 Billion

Economy: 5th largest in the world in terms of Purchasing Power Parity (PPP)

GDP growth Rate: Over 6% per year on an average for the last decade

Savings Rate: Around 26% of GDP

Estimated middle class population: 300 Million

Insured population: 70 million only

The Life Insurance Scenario in India

As is typical with monopolies, the premium rates charged by LIC are among the highest in the world,

and its track record in customer service can, at best, be called shabby. With a huge unionized, rigid

workforce mostly in the clerical category, LIC runs the risk of high fixed cost, which will be the

deciding factor in productivity in the competitive scenario. While boasting full-scale automation of itsoperation, the truth is that its technology is outdated. The new players, with the state-of-the-art

technology under their belt, will be in an advantageous position. 80% of LIC's business is procured by

20% of its ill-trained agent force. The foreign player, with the domestic partner's strong brand value, can

test the unconventional distribution channels like brokers, the Internet, the banking distribution system,

etc. Although foreign players may be tempted to keep their operation in the big cities for the 'creamy


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layer' of the society, the real market lies in rural India, which accounts for the lion's share of LIC's

present business. The foreign player must learn to adapt to Indian realities. The well-publicized failures

of world famous consumer goods companies like Electrolux, Whirlpool, Reebok, Nike etc. to gauge the

Indian psyche and sentiments demonstrate the concept. They failed in the areas of realistic pricing,

product promotion and reaching to the consumer. The foreign companies need to know the "ground

realities" to the details.


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Objectives and Scope of project

The talent in an organization refers to the current employees and their valuable knowledge, skills and

competencies. Talent management (or succession management) is the ongoing process of analyzing,developing and effectively utilizing talent to meet business needs. It involves a specific process that

compares current talent in a department to the strategic business needs of that department.

The insurance industry is one of the basic service industries in Indian economy, whose prospect is

reflective of the economic resilience of the economy. With the globalization of the economy, India has

become the playground of major global insurance players.

As whole insurance industry is a very large field for research we have chosen Talent management of

Agency Manager in Bharti Axa life insurance, for research purpose.

The major objectives of the study are as below:

To find out how HR-team for a growing company like Bharti Axa life, getting

talent or retaining it?

To find out what is the differentiation that Bharti Axa offer to attract talent to the

insurance sector?

To analyze driving forces and key success factors of the company.

To analyze agency mangers view on opportunities offered by the company.

To analyze working environment of the company.


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RESEARCH DESIGN

The Research and Methodology adopted for the present study has been systematic and was done

in accordance to the objectives set which has been detailed as below.

Research Definition

Research is a process in which the researcher wishes to find out the end result for a given

problem and thus the solution helps in future course of action.

According to Redman & Mory research is defined as a Systemized effort to gain new

knowledge.

Research Design:

According to Claire Seltiz, a research design is the arrangement of condition and analysis of

data in manner that aims to combine relevance to the research purpose with economy in procedure.

Nature of Research:

Research is basically of two types.

1. Descriptive research

2. Explorative research

1. Descriptive Research: These studies are concerned with describing the characteristic of a particular

individual or a group.

Determining sources of Data:

There are two main sources of data

1. Primary data

2. Secondary data

Primary Data: It consists of original information collected for specific research. Primary data for this

research study was collected through a direct survey to obtain this primary data a well structured

questionnaire was prepared by the researcher.

Secondary Data: It consists of information that already exists somewhere and has been collected for

some specific purpose in the study. The secondary data for this study is collected from internet.


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Questionnaire: A set of questions containing a few Technical questions and more number of

opinionated questions are prepared for the employees of both Centralized and Decentralized sections of

HR Department.

Sample Size: Total sample size is 30

Questionnaire Development:

Questionnaire is the most common instrument in collecting primary data. In order to

gather primary data from viewers.

The present questionnaire consists of following type of questions.

Open ended questions

Closed ended questions

Dichotomous questions

Multiple choice questions

Ranking question.

Open ended questions: It has no fixed alternatives to which the answer must conform. Thus,

respondent answer in his/her own words at any length they choose.

Closed ended questions: Closed ended questions have no other options other than the selecting the one

that close matches the respondents opinion or attitude.

Dichotomous questions: A dichotomous questions refers to one, which offers the respondents a choice

between only two alternatives.

Multiple Questions: A multiple choice question refers to one, which provides several sets of

alternatives for the respondents choice.

Ranking questions: These questions are given when there are many points to be considered and to be

ranked in priority.


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Company Profile

Bharti AXA Life Insurance is a joint venture between Bharti, one of Indias leading business groups

with interests in telecom, agri business and retail, and AXA, world leader in financial protection and

wealth management. The joint venture company has a 74% stake from Bharti and 26% stake of AXA.

The company launched national operations in December 2006. Today, we have over 5200 employees

across over 12 states in the country. Our business philosophy is built around the promise of making

people "Life Confident".

As its expanding presence across the country to cater to your insurance and wealth management needs

with our product and service offerings, we continue to bring 'life confidence' to customers spread across

India. Whatever your plans in life, you can be confident that Bharti AXA Life will offer the right

financial solutions to help you achieve them.

Bharti Enterpriseses

Bharti Enterprises is one of Indias leading business groups with interests in telecom,

retail, manufacturing, agri business and financial services.


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A brief introduction to each of companies is given below:

Bharti Airtel Ltd

Bharti Airtel Ltd is one of Asia's leading telecommunications service provider. The Company is Indias

largest integrated telecom company in terms of customer base and offers Mobile Services, Fixed Line

services, Broadband & IPTV, DTH, Long Distance and Enterprise services. Airtel also offers mobile

services in Sri Lanka on a state-of-the art 3.5 G network.

Bharti TeleTech Ltd

Bharti Teletech is Indias leading telecom & allied products company. It is one of the largest

manufacturers of landline telephones in the world. With a strong distribution network across the country,

the company is also the primary distributor of IT and Telecom products from interntional brands such as

Motorola, Blackberry, Thomson, Polycom, Transcend, and Logitech.

Telecom Seychelles Ltd

A subsidiary of Bharti, Telecom Seychelles Ltd provides comprehensive telecom services including 3G

mobile services in Seychelles, under the Airtel brand.
http://www.airtel.in/http://www.airtel.in/http://www.bharti-teletech.net/http://www.bharti-teletech.net/http://www.airtel.sc/http://www.airtel.sc/http://www.airtel.sc/http://www.bharti-teletech.net/http://www.airtel.in/http://www.airtel.sc/http://www.bharti-teletech.net/http://www.airtel.in/http://www.airtel.sc/http://www.bharti-teletech.net/http://www.airtel.in/http://www.airtel.sc/http://www.bharti-teletech.net/http://www.airtel.in/


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Comviva Technologies Ltd

Comviva is the leading provider of integrated VAS solutions for mobile operators in emerging markets.

Among the top 3 global providers of integrated VAS solutions in rapidly growing markets, Comviva has

deployed solutions for over 100 mobile operator customers in over 80 countries worldwide.

FieldFresh Foods Pvt. Ltd.

FieldFresh Foods Pvt. Ltd., is a venture between Bharti Enterprises and Del Monte Pacific Limited, to

offer fresh and processed fruits and vegetables in the domestic as well as international markets,

including Europe and the Middle East.

Bharti Retail Pvt Ltd

Bharti Retail is a wholly owned subsidiary of Bharti Enterprises. Bharti Retail operates a chain of

multiple format stores that offer consumers affordable prices, great quality and wider choice. The

companys neighbourhood format stores operate under the "Easyday" brand and the compact

hypermarket format under the Easyday market brand.
http://www.bhartitelesoft.com/http://www.fieldfreshfoods.in/http://www.fieldfreshfoods.in/http://bharti.com/ourcompanies.html#bhartiretailhttp://bharti.com/ourcompanies.html#bhartiretailhttp://bharti.com/ourcompanies.htmlhttp://www.fieldfreshfoods.in/http://www.bhartitelesoft.com/http://bharti.com/ourcompanies.htmlhttp://www.fieldfreshfoods.in/http://www.bhartitelesoft.com/http://bharti.com/ourcompanies.htmlhttp://www.fieldfreshfoods.in/http://www.bhartitelesoft.com/http://bharti.com/ourcompanies.html#bhartiretailhttp://www.fieldfreshfoods.in/http://www.bhartitelesoft.com/


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Bharti AXA General Insurance Company

Bharti AXA General Insurance is a joint venture between Bharti Enterprises and AXA, world leader in

financial protection and wealth management. The company was incorporated in July 2007 and offers a

full suite of general insurance solutions to meet the needs of businesses and individuals alike.

Bharti AXA Life Insurance Company

Bharti AXA Life Insurance Company Ltd is a joint venture between Bharti Enterprises and AXA, world

leader in financial protection and wealth management. The company offers a range of life insurance and

wealth management products with an endeavour to help customers lead a confident life.

Bharti AXA Investment Managers Pvt. Ltd.

Bharti AXA Investment Managers Pvt. Ltd., an asset management company in India, is a joint venture

between Bharti Enterprises, AXA Investment Managers (AXA IM) and AXA Asia Pacific Holdings

(AXA APH).

Centum Learning Limited

Centum Learning Limited provides end-to-end learning and skill-building solutions to several large

corporates. It provides solutions that impact business performance through enhanced employee

productivity, customer profitability and effective talent transformation.
http://www.bharti-axagi.co.in/http://www.bharti-axagi.co.in/http://www.bharti.com/http://www.bharti.com/http://www.bhartiaxa-im.com/http://www.bhartiaxa-im.com/http://www.bhartiresources.com/http://www.bhartiresources.com/http://www.bhartiresources.com/http://www.bhartiaxa-im.com/http://www.bharti.com/http://www.bharti-axagi.co.in/http://www.bhartiresources.com/http://www.bhartiaxa-im.com/http://www.bharti.com/http://www.bharti-axagi.co.in/http://www.bhartiresources.com/http://www.bhartiaxa-im.com/http://www.bharti.com/http://www.bharti-axagi.co.in/http://www.bhartiresources.com/http://www.bhartiaxa-im.com/http://www.bharti.com/http://www.bharti-axagi.co.in/http://www.bhartiresources.com/http://www.bhartiaxa-im.com/http://www.bharti.com/http://www.bharti-axagi.co.in/


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Jersey Airtel Ltd

Jersey Airtel, a subsidiary of Bharti, offers world-class mobile services in Jersey (Channel Islands) over

its full 2G, 3G and HSDPA enhanced network. The Company brings market-leading products and

services to its customers under Airtel-Vodafone brand.

Bharti Foundation

Bharti Foundation was set up in 2000, with the vision, To help underprivileged children and young

people of our country realize their potential. It aims to create and support programs that bring about

sustainable changes through education and the use of technology and information.

Bharti Realty

Bharti Realty Private Limited is the in-house Real Estate Arm for Bharti Group and facilitates by

extending support to the Group Companies for Identifying, Developing and Maintaining Quality Real

Estate in line with their Business Models. Being a seasoned player in the Real Estate Fraternity, Bharti

Realty is playing a significant role in Bharti Retails Roll out plan.

Bharti InfratelBharti Infratel, a wholly owned subsidiary of Bharti Airtel, provides passive infrastructure services on a

non-discriminatory basis to all telecom operators in India. Bharti Infratel also holds approximately 42%

stake in Indus Towers, a joint venture between Bharti, Vodafone and Idea to offer passive infrastructure

services.
http://www.bharti.com/http://www.bharti.com/http://www.bhartifoundation.org/http://www.bhartifoundation.org/http://bharti.com/ourcompanies.html#BhartiRealtyhttp://bharti.com/ourcompanies.html#BhartiRealtyhttps://www.bharti-infratel.com/https://www.bharti-infratel.com/https://www.bharti-infratel.com/http://bharti.com/ourcompanies.htmlhttp://www.bhartifoundation.org/http://www.bharti.com/https://www.bharti-infratel.com/http://bharti.com/ourcompanies.htmlhttp://www.bhartifoundation.org/http://www.bharti.com/https://www.bharti-infratel.com/http://bharti.com/ourcompanies.htmlhttp://www.bhartifoundation.org/http://www.bharti.com/https://www.bharti-infratel.com/http://bharti.com/ourcompanies.htmlhttp://www.bhartifoundation.org/http://www.bharti.com/https://www.bharti-infratel.com/http://bharti.com/ourcompanies.html#BhartiRealtyhttp://www.bhartifoundation.org/http://www.bharti.com/


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About AXA

Being AXA

AXA Group is a worldwide leader in Financial Protection. AXA's operations are diverse geographically,

with major operations in Western Europe, North America and the Asia/Pacific area. AXA had Euro

1,315 billion in assets under management as of December 31, 2006. For full year 2006, IFRS revenues

amounted to Euro 79 billion, IFRS underlying earnings amounted to Euro 4,010 million and IFRS

adjusted earnings to Euro 5,140 million.

The AXA ordinary share is listed and trades under the symbol AXA on the Paris Stock Exchange. The

AXA American Depository Share is also listed on the NYSE under the ticker symbol AXA.


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Being AXA

FORTUNE GLOBAL 500

About AXA Asia Pacific Holdings

AXA Asia Pacific Holdings Ltd (AXA APH) is listed on the Australian stock exchange and is 52.3%

owned by AXA SA. AXA APH is responsible for AXA SAs life insurance and wealth management

businesses in the Asia-Pacific region. It has operations in Australia, New Zealand, Hong Kong,

Singapore, Indonesia, Philippines, Thailand, China, India and Malaysia. AXA APH had A$106.4 billion

in total funds under management and administration at 30 June 2007 and reported a profit after tax

before non-recurring items of A$374.0 million for the six months ended 30 June 2007. For more

information on AXA Asia Pacific Holdings, visitwww.axa-asiapacific.com.au

5,459.0121,201.8Fortis20

8,808.9125,346.0Allianz19

8,975.8128,481.3Crdit Agricole18

3,703.1131,636.0Sinopec17

3,449.0132,323.1Volkswagen16

6,379.9139,738.1AXA15

21,538.0146,777.0Citigroup14

9,650.8158,274.3ING Group13

-12,613.0160,126.0Ford Motor12

20,829.0168,307.0General Electric11

14,764.7168,356.7Total10

15,550.0172,451.0ConocoPhillips9

4,048.8190,191.4DaimlerChrysler8

17,138.0200,567.0Chevron7

14,055.8204,746.4Toyota Motor6

-1,978.0207,349.0General Motors5

22,000.0274,316.0BP4

25,442.0318,845.0Royal Dutch Shell3

39,500.0347,254.0Exxon Mobil2

11,284.0351,139.0Wal-Mart Stores1

Profits($ millions)

Revenues($ millions)CompanyRank

5,459.0121,201.8Fortis20

8,808.9125,346.0Allianz19

8,975.8128,481.3Crdit Agricole18

3,703.1131,636.0Sinopec17

3,449.0132,323.1Volkswagen16

6,379.9139,738.1AXA15

21,538.0146,777.0Citigroup14

9,650.8158,274.3ING Group13

-12,613.0160,126.0Ford Motor12

20,829.0168,307.0General Electric11

14,764.7168,356.7Total10

15,550.0172,451.0ConocoPhillips9

4,048.8190,191.4DaimlerChrysler8

17,138.0200,567.0Chevron7

14,055.8204,746.4Toyota Motor6

-1,978.0207,349.0General Motors5

22,000.0274,316.0BP4

25,442.0318,845.0Royal Dutch Shell3

39,500.0347,254.0Exxon Mobil2

11,284.0351,139.0Wal-Mart Stores1

Profits($ millions)

Revenues($ millions)CompanyRank


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CEO

Nitin Chopra

Director HR

Priya Ranjan

VP Staffing

Raveendra K

VP - Comp & Ben

HR Ops

Nilamber Bhatt

VP - Organization

Development

Kingshuk Ganguly

Employee Relations

VP- Regional HR

Sutanu C

CFO

V Srinivasan

Financial Control

Atul Roongta

Internal Audit

Prasanna Bharatan

Procurement

Avinash Kanaskar

Investments

Sandeep Nanda

Legal &

Compliance

C L Baradhwaj

Strategic Planning &

Corporate Finance

Alok Roongta

COO

Mark Meehan

IT

Ajay M Patil

Service Delivery &Underwriting

Jyoti Punja

PMO

Varun Tandon

Infra &

Administration

Col. Dr. R. Choudhary

Sr. VP Telcassurance

Vacant

Direct Sales

Sandeep Arora

Telesales & RetailDistribution

Mohit Chobey

CSMO

Shyamal Saxena

Agency Sales

Rohit Malik

Corporate Agent &

Brokers &Bancassurance

Sanjeev Sinha

Distribution Training

Sandeep Grover

Products & CustomerManagement (CRM)

Rishi Mathur

Marketing &Communication

Vacant

Dist Ops

Cedric Sequeira

Chief Actuary

G L N Sarma

Pricing

Rajeev Kumar

Valuation & Reporting

Roopa Bhatt

Corporate Actuarial

Vidhyadhar Sawant

Executive Assistant

Priya Lobo

Business Analyst

Siddhartha Sinharay

BEING

Bharti Axa organization chart BHARTIAXA


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BEING

BHARTI AXA

Presence

In 161 Location with 206 Branches


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Vision

To be a leader and the preferred company for financial protection and wealthmanagement in India

Values

AXA GLOBAL SET OF VALUES

PROFESSIONALISM

Takes initiative to assume new responsibilities & meetschallenges so as to take company performance to a higherlevel; takes actions to meet needs of customers andcolleagues in an efficient, accurate and reliable manner

INNOVATIONDevelops and implements better ideas or different ways toimprove processes/ practices/ services

PRAGMATISMUses minimum resources to achieve greatest results,generates and implements actionable ideas that showgood grasp of situation

TEAM SPIRIT

INTEGRITY

Creates cohesive teams within own group / across groups;offers help to and asks for help from others

Conducts self in accordance to Legal , Professional andcorporate requirements; balances the interests of

customers, staff and shareholders

Strategy

To achieve a top 5 market position in India through a multi-distribution, multi-product platform

To adapt AXA's best practice blueprints as a sound platform for profitable growth

To leverage Bharti's local knowledge, infrastructure and customer base

To deliver high levels of shareholder return

To build long term value with our business partners by enhancing the proposition to their

customers

To be the employer of choice to attract and retain the best talent in India

To be recognised as being close and qualified by our customers


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Strategic differentiators

Strong partner Bharti - provides access to customer base of more than 20 million

Multi channel execution capability

Current Asia product range which is a strong match to products sold to the mass and mass

affluent

Global scale providing cost effective and speedy re-use of systems, products and business

capability

Strong AXA and Bharti brands which can be leveraged to attract and retain a high quality

management team


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Analysis of the project

Talent management definition

A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and

abilities to meet current and future organisational needs.

Talent management involves individual and organisational development in response to a changing and

complex operating environment. It includes the creation and maintenance of a supportive, people

oriented organisation culture.

Importance of talent management

like human capital, talent management is gaining increased attention. Talent management (TM) brings

together a number of important human resources (HR) and management initiatives.

Organisations that formally decide to "manage their talent" undertake a strategic analysis of their current

HR processes. This is to ensure that a co-ordinate, performance oriented approach is adopted.

Quite often, organisations adopting a TM approach will focus on co-ordinating and integrating:

Recruitment - ensuring the right people are attracted to the organisation.

Retention - developing and implementing practices that reward and support employees.

Employee development - ensuring continuous informal and formal learning and development.

Leadership and "high potential employee" development - specific development programs for

existing and future leaders.

Performance management - specific processes that nurture and support performance, including

feedback/measurement.

Workforce planning - planning for business and general changes, including the older workforce

and current/future skills shortages.

Culture - development of a positive, progressive and high performance "way of operating".


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An important step is to identify the staff or employees (people and positions) that are critical to the

organisation. They do not necessarily have to be senior staff members. Many organisations lost a lot of

"organisational knowledge" in the downsizing exercises of a few years ago. The impact of the loss was

not immediately apparent. However, it did not take long for many companies to realise their mistake

when they did not have people with the knowledge and skills to either anticipate or solve problems that

arose.

The current discussions about skill shortages and the ageing population are also helping organisations to

focus on the talent management issue. It may not be possible to simply go out and recruit new people to

meet operational needs. Many leading companies have decided to develop their own people, rather than

trying to hire fully skilled workers.

In summary, every organisation should be implementing talent management principles and approaches.


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Talent management by Bharti Axa life insurance

Job profile of agency manager

Recruitment and Team Management of life-Advisors (Recruited on Commission Basis)

Good communication skills and Excellent Track Record in Sales, Self-motivated.

Ensure product knowledge transfer and skills development of the Team

Implementing marketing strategies to build consumer preference and driving sales

Sales call planningAnalysis of Prospective Calls in Territory, Strategies for effective territory

coverage, identifying, prospecting and classifying customer on the basis of socioeconomic and

cultural factors. Interaction with clients & Understanding of clients requirements.

Achieving sales targets as per designate budgets.

Coordinate monitor and review the sales efforts of the team through the process matrix

Professional Development of the Advisor by regularly training them on product and sales

processes

Distribution of responsibility pertaining to the clients and prospective clients between advisors

The Respective Manager will work closely with the Branch Manager - Direct Sales Force to plan

and implement sales strategies in his/ her allocated region

Recruitment & Selection Policy of Bharti axa life insurance

PURPOSE:

To hire the right candidate for the right job with the right skill set, within the agreed time period, at

optimum cost while following processes and complying with the framework towards providing equal

opportunity to applicants based on merit.

POLICY:

Deriving the total resource requirement is the first step in the staffing process and comprises of the

following steps: Based on business plan for the company, function wise headcount strength required will


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be calculated for each quarter/ year, by the respective CLT. Once approved by the CEO and CLT, this

would form the Business Operating Plan (Op Plan). Based on the Op Plan and skill set available

internally, respective recruitment is planned keeping in mind the attrition rate, detailing numbers to be

recruited and the sourcing strategy.

RECRUITMENT PROCESS

HIRING NEW POSITIONS (BUDGETED)

For all planned positions, Resource Request Form (RRF) will be raised by the Hiring Manager and sent

to HR along with the JD, after the required approvals. Each RRF has to be approved by the respective

CLT.

HIRING NEW POSITIONS (NON-BUDGETED)

For any non budgeted recruitment that is over and above the Op plan, approval from CEO is required.

Resource Request Form (RRF) will be raised by the Hiring Manager and sent to HR along with the JD,

after the required approvals.

HIRING AGAINST REPLACEMENT

The same process as required for hiring new positions that are budgeted needs to be followed for hiring

against a replacement.

HIRING LEAD TIME

The normal lead time to fill up a requirement against the RRF is 8 weeks (56 Days). This is calculated

from the date of receipt of RRF by HR, with due approvals, to the date selected candidate joins Bharti

AXA Life Insurance Company Ltd.

REHIRE

Bharti AXA Life Insurance Company Ltd allows re-hiring of ex employees, subject to

availability of suitable vacancy/opening and past performance of the employee


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SELECTION PROCESS:

BASIC NORMS

QualificationMinimum graduates.

For fresher hiring- 60% and above in all exams starting from class 10th.

For any change/ modification in percentage requirement, special approval would be required from HR.

REFERECE CHECK

External reference (minimum 2) is carried out for each selected candidate. Reference check is

done with prior consent of the candidate and needs to be done with someone who the candidate

has closely worked with, is at a level of manager and above, and is not a relative.

Incase selected candidate is from the insurance industry, one internal Reference Check has to be

conducted and appropriately documented.


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Process Map- External hire


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BHR refers to the Branch Human Resources

RHR refers to Regional Human Resources

CHR refers to the Corporate Human Resources.

Employment of Relatives Policy

ELIGIBILITY:

All employees working with BHARTI AXA Life Insurance Company Ltd.

PURPOSE:

To permit employment of relatives, while ensuring that there are no situations of conflict of interest".

POLICY:

Bharti AXA Life Insurance Company Ltd will allow hiring of relatives, defined as brother,

sister, spouse etc. as long as both the relatives are not working for the same department or

process or under the same immediate supervisor and are not in a position to influence each

other's career.

All cases of hiring of relatives need to be pre-approved by HR.

Employee Referral Policy

ELIGIBILITY:

All permanent employees of Bharti AXA Life Insurance Company Ltd.


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PURPOSE:

To encourage employees to refer candidates from their professional / personal circles for

meeting our current hiring requirements.

POLICY:

Bharti AXA Life Insurance Company Ltd will allow hiring of friends & acquaintances of the employees.

Knowledge of friends & the organization would enable employees to play the role of an ambassador in

facilitating the organization to hire good candidates. However this has to be used with a lot of discretion.

Employees need to know the candidate fairly well to refer him/her to our requirements. In case an

employee refers relatives (Definition of Relative: Spouse, children and immediate brothers and sisters)

he/she is not eligible for the referral amount.

REFERRAL BONUS:

Following will be the level wise referral bonus:

If The Referred Candidate is hired in Level Referral Bonus Payment per Hire

Referral Bonus will be paid through payroll and will attract taxes as applicable.

Performance Management System

Driving high performance is a key priority for the organization. This is best done through building a

strong two-way relationship with employees in terms of clear performance expectations and returns.

This is critical to make Bharti AXA a preferred employer in line with Ambition 2012.


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The performance management process at Bharti AXA is hence termed Passport 2012, to signify the

journey towards Ambition 2012. This process is applicable to all non-sales and managers and above in

sales functions.

SALIENT FEATURES OF PASSPORT 2012 :

Ongoing naturenot a once a year activity, but has activities round the year on a continuous

basis.

Holistichas components of objective and measurable target/goals, behavior assessment as well

as overall value framework

Takes inputs from all parties involvedself, manager and reviewer

Performance Management System is a core HR process that is linked with other HR processes

such as recruitment, compensation, leadership development, career development, and talent

identification.


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PROCESS AND TIMELINE: performance management system


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Training and Development

PURPOSE:

To build a motivated and competent workforce, Bharti AXA Life provides learning and development

opportunities to help staff members:

Develop the necessary skills and knowledge to do their jobs effectively

Grow and develop personally

Take initiative in personal development and growth

Achieve their career potential

HR also works with Managers on their people and operational performance needs to assist departments

to achieve their business goals.

Responsibility:

Responsibility for learning and development rests jointly with:

The staff member and

His/Her Supervisor/ Manager

Employees are expected to take initiative to identify their own needs and take steps to improve their

skills and knowledge. Supervisors and Managers are expected to ensure that their colleagues are

properly coached and developed. The role of Training and Development is to provide the guidance and

support needed for colleagues to develop, and departments to better meet their objectives, so hat theCompany can achieve its business goals.

TRAINING AND DEVELOPMENT SUPPORT

Apart from projects participation, on-the-job coaching and job attachments, the company provides

support for staff development in 3 main areas:

In-house Training OpportunitiesDefined as training and development programmes that

is organized internally and conducted by either internal experts and/or consultants of

external training organizations, universities and education institutes for general public.

External Course SponsorshipDefined as training and development programmes

(including education course and workshops) which organized by accredited training

organizations, /universities and education institutes for general public.


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Public ExaminationsDefined as Professional Examination recognized by the insurance

or financial institutes. It covers both Generic and Specific Professional Examinations.

Reward & Recognition

Bharti AXA Life R&R programme provides a window to recognize not just performance but values,

which are imperative to sustained performance. While on the one hand they award significant

contribution to organizational growth, they also provide an avenue to reward quick wins and initiatives

through the Spot Awards.

The Value Award aims to recognise consistent demonstration of all AXA values in employees' daily

work, in addition to team spirit and/or innovation that impacts colleagues within the team. The

Performance Award winners would have played a significant role towards improving Cost Efficiency,

Productivity & Revenue. The ongoing Spot Awards aim to recognize significant contribution to

organizational growth, by way of cross functional assistance, promoting work excellence in teams,stretching beyond expectations, achieving customer delight etc.


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Reward & Recognition


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Validation process for agency manger

Validation is the minimum performance level required to remain in the system

Validation will happen on 6 months basis

Agency managerTenure in company

Business period

0-6 months

(0-6months

business)

12

(0-12months

business)

18

Trailing 12

months

Team size 8 10 10

Collected premium for

A city

320000 1430000 1530000


B city

320000 1300000 1400000


C city

320000 1250000 1350000

Performance period calculation:-

Six months calculation:-Agency Manager code generated from

1-15th: cycle start from same month.

16th-31st: from the next month.

For example: - your colleague Mr. ABC has joined on 8 Sep 2008, his goal sheet start from Sep

itself. So, you will complete 6month in Feb.

You have joined on 23 Sep 2008, your goal sheet start from Oct onwards. He will complete in

March only.


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Agency Manager EARNER

Recruitment development allowance- for new joiners.

Activation blast : for all AM on meeting slabs

1 TOR- for all AMs, meeting the criteria

QVB- for all AM , meeting the criteria

Champion league- for AMs, developing their agents into agency managers.

RDA Slabs

New codes AM generates within six months of business code generation are eligible for RDA

and their shubharmbh qualification will decide the RDA slab.

RDA slabs for AMs9 License Rs. 1500 per shubharmbh

Number of license decided the per shubharmbh payout

For example: a new AM called Hemant has done 8 licenses in given month

Thus, he qualifies for slab # 4so; anyone in his team meeting shubharmbh criteria will

make him eligible for Rs. 1250.

Assume 4 advisor meet the criteria, so he get paid Rs 5000 for that month.

Champions League

One time reward of Rs.7500 on appointment of Life advisor to agency manager


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Business Incentives

Business Incentives : arethose incentives based on business done during the period

Business Incentives are of two types : 1Tor & QVB

1 Tor is paid on monthly basis based on collected premium issuance on meeting the slab

Products carry different weightage as mentioned below :

Product Weight

Invest Confident 10%

Wealth Confident 75%

Dream Life Pension 75%

Future Confident 100%Save Confident 100%

Secure Confident 125%

Aspire Life 125%

Bright Star 125%

Spot Suraksha 125%

In below illustration check how the actual changes by putting weights

Product name Actual collected premium Weighted collected premium

Invest Confident 0 0

Wealth Confident 10000 7500

Dream Life Pension 12000 9000

Future Confident 15000 15000

Save Confident 12000 12000

Secure Confident 1500 1875

Aspire Life 20000 25000

Bright Star 20000 25000

Spot Suraksha 10000 12500

Summary 100500 107875


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Business Incentive: 1 Tor

1 Tor SlabLevel Weighted collected premium % override

0 Up to 99999 0.00%

1 100000- 149999 2.00%

2 150000- 249999 2.50%

3 250000- 399999 3.00%

4 400000- 599999 3.50%

5 600000- 899999 4.50%

6 900000>above 5.00%

For e.g. Shree from Hyderabad does the following business in the month of June

Product name Actual collected premium Weighted collected premium

Invest Confident 0 0

Wealth Confident 12000 9000

Dream Life Pension 12000 9000

Future Confident 10000 10000

Save Confident 10000 10000

Secure Confident 2000 2500

Aspire Life 15000 18750

Bright Star 15000 18750

Spot Suraksha 20000 25000

Summary 96000 103000

Slab Qualification

Override rate

Earning

100000-149999

2%

2060

Sum of weighed collected premium = 103000*2%


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To start earning 1Tor, one should focus on

Productivity

Modal mix

Collected premium

High RDA earnings leads to early 1 Tor earnings

Sell Aspire life, Spot Suraksha & Bright star (high CREDIT products)

Focus on yearly & half yearly cases

High activisation & productivity will leads to early & consistent 1 Tor earnings

Business incentives: Quarterly Variable Bonus

Issuance period

Quarter Issuance period

JFM 1 JAN-31 MAR

AMJ 1 APR-30 JUNE

JAS 1 JULY-30 SEP

OND 1 OCT-31 DEC

Eligibility criteria to have minimum 8 life advisors by quarter end & required gross

productivity for respective quarter

Quarter Gate criteria

JFM 0.61


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Slab

Level Proposed slabs % override

0


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Main focus for Agency Manager should be on

High credit products

Increasing productivity

Balance between your advisors & cases

Top earners, earn 50% of salary from Business Incentives

10 reasons to join Bharti Axa Life as Agency Manager

1. Bharti is one of the Indias leading business groups.

2. Axa is the world leader in Financial Protection and wealth management services.

3. Be the part of the rapid growing insurance industry.

4. Excellent earning opportunity which includes handsome incentives.

5. Excellent career growth path.

6. Pre defined goal sheet.

7. Value added trainings and certifications.

8. Multi-national work environment.

9. Strong HR function for better support during the job.

10.BAL being new organization has better scope for faster growth.


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Questionnaire analysis

The total number of sample were 30

The first question was about agency managers opinion about the work opportunity available

Bharti Axa life insurance. The following opinion was being observed

Majority of the agency mangers said the work opportunity available in Bharti Axa lifeinsurance company is Good, there are certain number of managers who also said that work

culture is Fair.

This helps us to understand that the work opportunity available in company satisfies majority of

the managers. The work opportunity implies the office environment which is quite favourable,

the type of products, the monthly incentives schems , performance management system etc.

which enable them to perform well.

10%

57%

30%

3%

work culture

excellent

good

fair

bad


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The next question was about the managers view on the areas they need more training

As it was described earlier that insurance industry is a high growth industry. So enabling employees skill

is very important. Same opinion is being derived from this question that a huge number of employees

(57%) think they need more of skill based training, there are certain number of employees who also

think that problem solving skills are also to developed, also there are around 27% of them ask for all

of above training i.e. training on

Company policies and procedures Skill based training

Problem solving skills

3%

57%13%

27%

Training requirement

Company policies and

procedures

Skill based training


All of the above


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The next question describes the employees view of transition from other sectors into insurance is

easy or not, considering this is a hardcore sales job

This question describes the employees view towards the marketing of insurance products as compared to

other done by them, the reply here was majority of them said No-that they believe transition from othersectors is not easy, where as some of them also said that transition is easy- this implies that all those

who have done a hard-core sales find marketing of insurance products an easy task.

The next question describes ratings done by the employees on salary and benefits offered by Bharti Axa

life insurance

In this there we have received a variety of answers

3 out of 30 rated it as 5





Here majority of the managers have rated salary and benefits of Bharti Axa life insurance as 3 this

implies that the company offer good rate of salary and benefits as compared to market conditions.

6

23

1

0

5

10

15

20

25

Yes No Can't say


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The next question describes management and employee communication in Bharti Axa

In this a majority of agency managers are satisfied between the management & employee

communication. Many of them feel the Performance management system followed by the company is

good enough to maintain a smooth relationship between management nad employee.

Finally the last question described the change the employees would like to make

In this there were many views, opinion of the agency managers, some of them are discussedbelow

1. Some of them feel that there should be more advertisements, for the products

of the company

2. Some really feel that Senior management is good and motivate more freshers.

3. Target criteria is too high which is little difficult because it is a new company, so

the target criteria should be lessen.

4. Improvement upon processes, punishment leads to de-motivation and not towards

performance, so there should be other way out

17%

13%

47%

13%

10%

management & employee

communication

excellent

very good

good

fair

poor


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Conclusions

Talent Management is an opportunity for the companies like Bharti Axa life insurance is

to Develop managers in their areas of expertise and in their careers. A strong talent

management system enables to create a strong public service.

The goal of talent management is to better understand Our people in the organization, so

it can support professional and career development and align individual needs and goals

with the business focus. So talent management is a very important to achieve vision and

mission of the organization.

Bharti Axa life insurance Company, tries to retain its talent through various entry

opportunities, also training and development for the managers at various levels,

performance management system- passport2012, quarterly variable bonuses, rewards and

recognitions, good career path, strong performance management system.

.


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Limitations

1. The survey was conducted within the company.

2. And in survey I have to interact with the employees. But the employees will

be busy their works.

3. Getting the good response from the employee will be difficult because of

their busy schedule.

4. Time to interact with employees inside the branch is not sufficient.

5. Time Period of SIP is one of the limitations.


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Recommendations

Company should focus on Campus Recruitment.

It has been seen that there has been too much of work load recently

results into stress. HR team should come up with stress management

activities.

Refreshers Training & updates regarding the products must be given

to each employee so that they can get the proper knowledge of the

products.

Front end should be there to deal with walk in customers.

Awareness of Bharti Axa life as a brand name should be increased

through adequate platforms of marketing and publicity.


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BIBLIOGRAPHY & REFERENCES

For the purpose of the preparation of the project and giving it the valuable paperform, with an intention that this information can be used by other also, a

helping hand is taken from the most precious reserve of the knowledge i.e. the

books

The books concerned for the accomplishment of the project are as below: -

Human Resource ManagementbyAswathappa, Fifth Edition - 2006

The introduction manual provided by Bharti Axa life insurance

Staff handbook 5.2 Handbook

Power pack (Jas!!)

The websites concerned are

www.google.co.in

www.citehr.com

www.altavista.com

www.bharti-axalife.com

www.bharti.com
http://www.google.co.in/http://www.google.co.in/http://www.citehr.com/http://www.citehr.com/http://www.altavista.com/http://www.altavista.com/http://www.bharti-axalife.com/http://www.bharti-axalife.com/http://www.bharti.com/http://www.bharti.com/http://www.bharti.com/http://www.bharti-axalife.com/http://www.altavista.com/http://www.citehr.com/http://www.google.co.in/


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Annexure

Questionnaire

1. Name:2. Designation:

3. What is your opinion on Work-opportunities in Bharti Axa?

Excellent Good Fair Bad

4. In which areas do you think there is need more training?

Company policies and procedures

Skill based training


All of the above

5.Is the transition from other sectors into insurance easy, considering this is ahardcore sales job?

Yes No cant Say

6. How do you rate Salary and Benefits in Bharti Axa?(on the scale of 5-1)

Excellent Very good Good Fair Poor

5-------------4------------------3------------2-------------1

7. What do you think about communication between management and employee in

Bharti Axa?

Excellent Good Fair Bad

8. If you were to have any say, what you would like to change...

__________________________________________________________________________________________

__________________________________________________________________________________________

__________________________________________________________________________________________


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49053614 Talent Management of Agency Managers in BHARTI AXA

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