Coalescent Final
Transcript of Coalescent Final
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SUMMER INTERNSHIP PROJECT
TO UNDERSTAND THE INTERNAL RECRUITMENT PROCESS
AT INSURANCE COMPANY (AVIVA LIFE INSURANCE)In Partial Fulfillment of Requirement of Degree of
Project Guide: Submitted By:
GURPAL SINGH
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COMPANY PROFILE
Coalescent was launched to provide quality consultancy in the field of Human
Resource. Coalescent boasts of having top professionals from the field of HR to
cater to requirements of customers who prefer quality. Our greatest assets are our
people at all levels led by experienced and well qualified leaders. Our
specialization includes placements of senior, middle and entry level professionals
in the field ofPharmaceutical, Healthcare & Life-Sciences; Engineering, Process
& Infrastructure; Fast Moving Consumer Goods (FMCG); Banking, Finance,
Insurance, Engineering, Research & Development; Entertainment ,Media &
Communication; I.T Enabled Services (ITES); Retail; Hospitality; Information
Technology (I.T); Telecommunication; Automobile & Auto
Components.Coalescent uses innovative selection methods/tools to help get
candidates with better fitment for the specified roles. Our employees are specially
handpicked from the industry so that they understand the requirements of the
customer better and we are able to provide better customer satisfaction. Our
biggest strength is our strong referral program. We do not solely rely on the
commercial databases but have strong alternate channels to get referrals. We have
career guidance program which we offer complimentary to individuals.
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VISION
To be a company of standards offering business value through innovative and cost-
efficient service delivery models to customers worldwide. We want to sustain our
position as a premier staffing provider in India & North America. We are
committed to maintain & build the sense of ethics & integrity by our culture &
services with our clients, team members and partners.
MISSION
We want to take care of our customers and employees and then profits will follow.
We look forward to meet our strategic corporate objectives by way of maintaining
our growth by at-least 60%.
It is our endeavor to create the largest placement company in the country with a
global presence. We want to grow along with our partners and create a truly world
class organization.
BELIEF
Quality, integrity, transparency, compliance, customer satisfaction, giving value
for money to our customers, wealth creation for our partners, team work, employee
satisfaction, wealth creation for our employees, process orientation and working
for the social cause
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OURPEOPLE
Having worked with companies like Wipro, IBM, Convergys and Genpact, our
management teams have a proven track record. They amalgamate cross functional
leadership with profound understanding, vision, strategic thinking, analytical skills
& hands on experience of the business landscape in India & US.
GLOBAL SERVICE DELIVERY MODEL
Its the quality of people on which the success of any enterprise is placed. People
are undoubtedly the most valuable asset to any enterprise. We understand that
people shape an organization, sustain it and ensure its place in the corporate world.
Our services aim at providing our clients with the greatest return on its staffing
investment to help a company grow and manage change. We take the time to learn
a client's specific hiring needs and corporate culture so that we can provide the
most qualified talent ready to make a meaningful difference to their organization.
Here we are demonstrating one of the effective workflow which will guide us
through the full life cycle from receiving a request for assistance to being selected.
We deliver prompt professional high-quality hiring solutions every time by
obtaining leading edge talent that matches our clients' business goals and work
environment.
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ROADMAP TO PRECISION STAFFING MECHANISM
Requirement: Upon initial request for hiring solutions, we spend time with clients
to understand the hiring solutions required. The time spent upfront defining the
responsibilities, requirements, organizational goals and culture help attract the right
talent and determine the best candidates based on prior experience and personality
fit.
Prescreen: We evaluate job-fit Index based on applicant's job compatibility and
turnover risk. We evaluate success rate based on match of applicant and client's
core values and corporate environment. We conduct personal interviews to gauge
intellectual level, behavioral pattern, stability, thought-process, interpersonal &
communication skills. We also run a confidential background check which is
administered & carried-out by our internal team of professionals.
Evaluate: Target job is simulated and potential job candidate is required to
demonstrate the ability to perform critical job skills. By working on this practice,
the applicants get a realistic preview of the job. Our clients get a realistic preview
of applicants' skills and abilities. Accurate forecasting can be done of each
applicant's potential for success.
Verify: Structured and streamlined interview processes with standardized rating
criteria and skills-based questions resulting in interaction between our client and
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applicant. It helps in evaluating job-related skills, experience, and abilities. We can
easily verify which applicants have the greatest potential for success.
Hire: Detailed & written references for selected candidates are provided. Once the
choice is made, we help our clients throughout the offer negotiation process
ensuring the needs of both parties are decently met. We continue to follow up for
the next year of the candidate's employment. We help with the transition to the new
position and stay in close-touch with our clients and the candidate to ensure
satisfaction in the placement.
PROVIDE HR SOLUTIONS FOR
Engineering I.T Pharma FMCG R&D
Hospitality
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Media ITES Telecom BFSI Automobile
OUR CLIENTS
We are proud to associate as premier staffing partners to prominent companies in
different verticals. Our diverse coverage on domains includes Pharmaceutical,
Healthcare & Life-Sciences; Engineering, Process & Infrastructure; Fast Moving
Consumer Goods (FMCG); Banking, Finance, Securities and Insurance (BFSI);
Engineering, Research & Development; Entertainment ,Media & Communication;
I.T Enabled Services (ITES); Retail; Hospitality; Information Technology (I.T);
Telecommunication; Automobile & Auto Components. etc.
CLIENT TESTIMONIALS
Coalescent HR has a very competent and talented management team. They are
aware of our business requirements and can help us differentiate in the marketplace
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with a focus on our needs. We look forward to successfully continue this relation.
ICICI PRUDENTIAL
Coalescent has effectively & dedicatedly worked on our requirements. We were
able to staff adequate staff within a month to start a new project with our
demanding client. STEEL INDIA
Coalescent has helped us realize significant cost reductions in our staffing &
recruiting costs and at the same time considerably improved the quality of the
services we were providing to our clients at multiple locations. HONEYWELL
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QUALITY THROUGH SIX SIGMA
Methodical Selection
Coalescent HR has a solution that meets that challenge better than its competitors.
Weve created an innovative approach that applies the proven principles of Six-
Sigma to the candidate screening process. Our data-driven approach helps reduce
costs and speed up the hiring-cycle while improving the quality of hires and the
experience of our clients.
Technological Experience
Coalescent HR is a full service staffing and recruiting provider offering full-time
employee placement services as well as contract staffing for businesses in need of
short term help. Coalescent works with medium-sized companies, many auto
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suppliers as well as Fortune 1000 companies representing engineering, BPO/ITES,
IT, healthcare, financial and sales industries. The company concentrates on
technical positions utilizing an extensive network of contacts in the engineering
community.
Established and Verified Track Record
To be a company of standards offering business value through innovative and cost-
efficient service delivery models to customers worldwide.
While most recruiting companies use human resource practitioners, Coalescent has
professionals with technical and engineering backgrounds doing the recruiting. Our
patent-pending process for candidate screening incorporates a multi-stage method
that includes behavioral-based interview questions and technical criteria about the
client.
With this customer-focused process, Coalescent eliminates most of the common
technical hiring mistakes and saves its clients hours of precious time.
We want to sustain our position as a premier staffing provider in India & North
America. We are committed to maintain & build the sense of ethics & integrity by
our culture & services with our clients, team members and partners.
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LOCATIONS OF COALESCENT HR CONSULTANTS
IndiaSCO-5 IInd floor,Gurgoan, Haryana,Ph: +91 124 3277151Fax: +91 124 4141754
USA65 Saxony DriveTrumbull,Connecticut06611-1123Ph:+1 - 203 -4523160
India,
15-B A/C, Gandhi Nagar,
Jammu, J&K 18004Ph: +91 191-2431177
India Achla Tal,
G.T Road, Aligarh,U.P
India
H-10, 1st Floor, South Ex. Part -1,New Delhi - 1100049.Phone - 011-41002782,
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41002781
INSURANCE SECTOR AND COALESCENT.
Insurance Domain is one of the main domains of Coalescent.The various clients of
Coalescent in Insurance Sector are-
Aviva Life Insurance
Max New York Life Insurance
ICICI Prudential
Insurance Limited,Delhi
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:
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To understand the internal Recruitment process at an Insurance
Company(AVIVA Life Insurance)
To identify areas where there can be scope for improvement
To give suitable recommendation to streamline the hiring process
EXECUTIVE SUMMARY
RECRUITMENT AND SELECTION
The art of choosing men is not nearly so 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
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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 .
The insurance sector is marked with a high level of attrition and therefore
recruitment process becomes a crucial function of the organization. At AVIVA
Life Insurance, recruitment is all time high during May-June and Oct-Nov. 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.
Since my summer training was in the months of May-June, it gave me the
opportunity of involving myself directly with the recruitment process and
analyzing the process so that suitable recommendations can be given. This project
is centered on identifying best hiring practices in the insurance industries when
they outsource their hiring to a consultancy. It therefore requires great amount of
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research work. The methodology adopted was planned in advance so as to collect
data in the most organized way.
My area of focus was the recruitment and selection particularly at AVIVA Life
Insurance, which is a main client in Insurance Sector of Coalescent Consultancy. I
was directly involved with the recruitment for candidates for the sales profile. I
was particularly involved with the sourcing of candidates for the regions outside
Delhi such as M.P, U.P and Rajasthan.
AACCTTIIVVIITTYY FFLLOOWW
The organization philosophy should be kept in mind while formulating the
recruitment procedure.
The HR department would set the recruitment norms for the organization.
However, the onus of effective implementation and compliance with the process
rests with the heads of the respective functions and departments who are involved
in the recruitment and selection process.
The process is aimed at defining the series of activities that needs to be performed
by different persons involved in the process of recruitment, the checks and control
measures to be adopted and information that has to be captured.
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Recruitment and Selection is conducted by:
HR & Branch Manager
Functional Head
MY JOB AT COALESCENT FOR AVIVA LIFE INSURANCE-
Before any task was undertaken, we were asked to go through the HR policies of
the client company( AVIVA Life Insurance) so that we get a better understanding
of the process followed by them.
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..
A candidate matching the desired profile was then lined for the first round
of Face to Face interview in their respective cities.
When a candidate cleared his first round, he is then made to take an online
aptitude test. We created the online aptitude test.
I had the responsibility to make sure that candidates complete all
formalities and had to regularly follow up with them.
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Since we received many resumes, it was essential that a database be
maintained to keep a track. It contains all the information of a candidate
such as name, contact number, location etc.
I was also involved in maintaining and updating the tracker.
Limitations of the study
Every task is undertaken with an objective and accomplishment of this objective
determines our success.
Task:
The recruitment at AVIVA Life 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;
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Run out of database many times since most of them would have already been
contacted.
RECRUITMENT PLANNING
Recruitment planning on the basis of budget
A.The manpower planning process for the year would commence with the
companys 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
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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 HRs 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
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A. 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 MDs
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;
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Advertisement in the internet/newspapers/magazines/companys 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
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released, Regional HR may obtain assistance from the companys 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
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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,
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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.
Second Level Screening
Aptitude Test
If the first assessment is positive, the candidates will give the aptitude test, once
such test is selected approved by the company. The scoring, interpretation and the
generation of interview probes from that test will also be done at this time. People
who qualify the minimum criteria on this test will be put up on to the Functional
Head (VPs in case of HO) for functional assessment and suitability into the role.
Tied Agency Sales Manager candidates short listed by the BM have will then take
sales Aptitude test, once such a test is finalized. For the final selection, the regional
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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 No
BM/CM Yes Yes Yes No
SM 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
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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.
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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 interviewers
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 candidates papers.
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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 BMs 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 MDs 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
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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 candidates 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
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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.
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B.Document check list for every grade is as follows:
Authorization Release Form.
Background check Form.
Highest Education certificate.
Highest Education marksheet.
1 Month Salary Slip of Current Employer.
1 Month Salary Slip of Last Employer.
Relieving Letter of last Employment.
Proof of Residence.
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.
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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 fulfill 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
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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 months 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.
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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.
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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
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Documentation and creating MIS regarding waiver, deviation, etc and
identifying the key areas for improvement in the formal recruitment and
selection process document.
SWOT Analysis of AVIVA Life Insurances Recruitment Process
Strengths
Brand 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
Weaknesses
Pre assessment tests are costly.
Conversion of footfalls is low.
Lengthy pre-offer formalities.
Huge employee turnover.
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location.
Footfall MIS being maintained at
each branch locally by Admin.
Opportunities
Campus 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.
Threats
Increasing 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,
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Reduce turn around time of making
an offer.
senior level candidates hesitate to
meet HR of other companies for the
fear of grapevine.
RECOMMENDATIONS & SUGGESTIONS
Reduce the pre offer formalities:
Pre-offer documentation includes filling of a lengthy Blue form which includes all
personal, educational and professional details of candidate. This is very time
consuming and even after taking these details from candidate its 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. Blue form should be made consise.
One size doesnt fits all
An effort must be made to study local condition, education levels. Since applying
common test for all candidates across entire country can overshadow a candidates
capabilities. This factor must be given importance since Indian society is divided
on various parameters such as education, language, infrastructure etc. A test with
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high level of English and complicated sentence structure can be a hurdle in areas
where language itself is barrier. An option is to have different tests for different
regions.
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.
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
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retain its employees for a longer period of time and less burden on recruitment
staff.
CONCLUSION
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.