Documents.mx Summer Internship Report 558448ff2d136

7/25/2019 Documents.mx Summer Internship Report 558448ff2d136

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A PROJECT REPORT

ON

AN ANALYSIS OF RECRUITMENT &

SELECTION PROCESS

AT

AVIVA LIFE INSURANCE

ACKNOWLEDGEMENT

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I am deeply indebted to Mr.Ishan taneja for his constant support, guidance

and inspiration in completion of the internship program and preparation of this

document.

My sincere thanks to for nding time out of his busy schedule and giving us

invaluable suggestions. I am also grateful to other employee of Aviva Life Insurance

for their encouragement and help.

I ould like to e!press my sincere gratitude to Aviva Life Insurance for giving

me an opportunity to complete my summer internship program in their esteemed

organi"ation.

Last but not the least# I ould like to thank my parents and friends for their

moral support throughout the project.

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Executive Summ!"

The project titled RECRUITMENT AND SELECTION Undertaken in AVIVA lie in!"rance#

AVIVA i! a U$ %a!ed in!"rance &ro"p# It ha! a lon& hi!tor' datin& %ack to ()*+ and ha! a joint,ent"re -ith DA.UR &ro"p!# A,i,a hold! a /0 per cent !take in the joint ,ent"re and the Da%"r

&ro"p hold! the %alance 1+ per cent !hare#

It i! one o the leadin& pro,ider! o lie and pen!ion! prod"ct! to E"rope and ha!S"%!tantial %"!ine!!e! el!e-here aro"nd the -orld#

The project report i! a%o"t recr"it2ent and !election proce!! that3! an i2portant part o an'or&ani4ation# 5hich i! con!idered a! a nece!!ar' a!!et o a co2pan'6 In act7 recr"it2ent and

!election &i,e! a ho2e &ro"nd to the or&ani4ation ac"2en that i! needed or proper "nctionin&

o the or&ani4ation# It &i,e! a or&ani4ational !tr"ct"re o the co2pan'# It3! a 2ethodolo&' in-hich the partic"lar or&ani4ation -ork! and ho- a ne- candidate co"ld %e recr"ited in !"ch a

-a' that he8!he -o"ld %e itted or the ri&ht kind o career#

There are t-o t'pe! o actor! that aect the Recr"it2ent o candidate! or the co2pan'internal actor!

E9ternal actor!

The o%jecti,e o !election deci!ion i! to choo!e the indi,id"al -ho can 2o!t !"cce!!"ll'

peror2 the jo% ro2 the pool o :"aliied candidate!# Selection proce!! or acti,itie! t'picall'

ollo- a !tandard patter7 %e&innin& -ith an initial !creenin& inter,ie- and concl"din& -ith inale2plo'2ent deci!ion#

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TABLE OF CONTENT

1.INTRODUCTION TO HUMAN RESOURCE..5

2.OBJECTIVE OF STUDY7.

3.SCOPE..8

4.INTRODUCTION TO RECRUITMENT AND SELECTION..0!30

;RECRUITMENT


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INTRODUCTION TO

HUMAN RESOURCE

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INTRODUCTION

B"2an Re!o"rce i! a %a!ic need o an' -ork to %e done# Accordin& to ARTHUR

LE#ISG

There are great differences in development between countries which seem to

have roughly equal resources, so it is necessary to enquire into the differencein human behaviors .

The project report i! all a%o"t recr"it2ent and !election proce!! that3! an i2portant part o an'

or&ani4ation#

Recr"it2ent hi&hli&ht! each applicant3! !kill!7 talent! and e9perience# Their !election in,ol,e!

de,elopin& a li!t o :"aliied candidate!7 deinin& a !election !trate&'7 identi'in& :"aliied

candidate!7 thoro"&hl' e,al"atin& :"aliied candidate! and !electin& the 2o!t :"aliied

candidate#

It i! !aid i ri&ht per!on i! appointed at ri&ht place the hal -ork ha! %een done# In thi! project I

ha,e tried to co,er all the i2portant point that !ho"ld %e kept in 2ind -hile recr"it2ent and

!election proce!! and ha,e cond"cted a re!earch !t"d' thro"&h a :"e!tionnaire that I &ot it illed-ith all the !ale! 2ana&er! o the AVIVA lie in!"rance Delhi and tried to ind o"t -hich

2ethod! and ,ario"! other inor2ation related to recr"it2ent and !election and trie! to co2e to a

concl"!ion at -hat ti2e 2o!tl' the 2anpo-er plannin& i! don3t 7 -hat the ,ario"! 2ethod "!edor recr"itin& the candidate! and on -hat %a!ic the !election! i! done#A,i,a India ha! a -ell;artic"lated e:"al opport"nit' polic'7 -hich la'! !tron& e2pha!i!

on hirin& o indi,id"al! irre!pecti,e o a&e7 race7 ca!te or &ender# A! a %e!t practice in

recr"it2ent#

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OBJECTIVE

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OBJECTIVE

1. *o study the recruitment and selection procedure folloed in A+I+A LI-

I/0A2-.

$3 *o study the various sources of recruitment folloed in A+I+A.

%.3 *o learn hat is the process of recruitment and selection that should be

folloed.

&3 *o search or headhunt people hose skill ts into the company4s values5

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SCOPE OF STUDY

To recr"it and retain the h"2an re!o"rce o re:"ired :"antit' and :"alit'#

To ore!ee the i2pact o technolo&' on -ork7 e9i!tin& e2plo'ee and "rther h"2an

re!o"rce re:"ire2ent#

To 2ini2i4e i2%alance! ca"!ed d"e to non;a,aila%ilit' o h"2an re!o"rce! o ri&ht kind7

ri&ht n"2%er in ri&ht ti2e and ri&ht place#

To identi' and !ati!' indi,id"al and &ro"p need!#

To pro,ide o acilitie! and condition o -ork and creation o a,ora%le or 2aintain&

!ta%ilit' o e2plo'2ent#

To create acilitie! and opport"nitie! or indi,id"al or &ro"p de,elop2ent#

To con!ider and contri%"te to 2ini2i4ation o !ocio econo2ic e,il and to i2pro,e the

-elare o !ociet'#

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Recr"it2ent o ri&ht per!onnel po!!in& re:"i!ition !kill!7 kno-led&e and co2petence#

INTRODUCTION

OF

RECRUITMENT

ANDSELECTION

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RECRUITMENT

Recr"it2ent and !election are the 2o!t i2portant "nction! in an or&ani4ation %eca"!e -ith the

help o the!e "nction! the 2ana&e2ent !elect! the %e!t a,aila%le candidate ro2 a %atch o the2#

The or&ani4ation!7 in thi! &ro-in& co2petiti,e -orld7 need to ha,e the %e!t o the 2anpo-er !o

a! to ha,e an ed&e o,er it! co2petiti,e#

Accordin& to >lippo7 "Recruitment is the process of searching for prospective employees and

stimulating and encouraging them to apply for jobs in an organiation."

In the -ord! o oder7"Recruitment is a process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measured for attracting that

manpower in adequate numbers to facilitate effective selection of an efficient wor!ing force."

The recr"it2ent need! can %e cla!!iied into;

@lanned#

Anticipated#

Une9pected#

@lanned need ari!e ro2 chan&e! in the or&ani4ation and retire2ent polic'# The!e occ"r d"e the

e9pected chan&e! in the or&ani4ation !o the 2ana&e2ent can 2ake a proper polic' or it#

Anticipated need reer to the 2o,e2ent! in per!onnel -hich an or&ani4ation can predict %'

!t"d'in& the trend! in the internal and e9ternal en,iron2ent!#

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Re!i&nation!7 death!7 accident! and illne!! re!"lt in to the "ne9pected need!#

FEATURES&

Recr"it2ent i! a proce!! or a !erie! o acti,itie! rather than a !in&le e,ent#

It i! a linkin& acti,it' a! it %rin&! to&ether the e2plo'er! and e2plo'ee!#

It i! po!iti,e proce!! %eca"!e in thi! acti,it' the e2plo'er! -ant to ha,e the

2a9i2"2 n"2%er o jo% !eeker! !o a! to ha,e a -ider !cope or choice "lti2atel'

leadin& in !pottin& ri&ht per!on! or jo%#

It i! an i2portant "nction a! it 2ake! it po!!i%le to ac:"ire the n"2%er and t'pe o

per!on! re:"ired or the eecti,e "nctionin& o the or&ani4ation#

It i! an on &oin& "nction in all the or&ani4ation!7 %"t the ,ol"2e and nat"re o

recr"it2ent ,arie! -ith the !i4e7 nat"re and en,iron2ent o the or&ani4ation#

It i! a co2ple9 proce!! %eca"!e a n"2%er o actor! aect it ;;the nat"re o the

jo% oered7 i2a&e o the or&ani4ation7 or&ani4ational policie!7 -orkin& condition!

etc#

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O'()*+,-) / )*,+)+

13 *o attract ith multi dimensional skills and e!perience that suite the

present and future organi"ation strategies.

$3 *o induct outsider ith ne perspective to lead the company.

%3 *o infuse fresh blood at all levels of organi"ation.

&3 *o develop an organi"ational culture that attracts competent people to the

company.

'3 *o search or headhunt people hose skill t the company4s values.

(3 *o seek out non9conventional development grounds of talent

)3 *o devise methodology for assessing psychological traits.

63 *o search for talent globally not just ithin the company.

73 *o design entry pay that competes on :uality but not on :uantum.

183 *o anticipate and nd people for position that doesn4t e!ists yet.

ecruitment represents the rst contact that a company makes ith

potential employees. It is through recruitment that many individuals come to

kno about the company and eventually decide hether they ish to ork

for it.

*he recruitment process should inform :ualied individuals about the job so

that applicant can make comparison ith their :ualication and interest.

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SELECTION

election is the process of choosing the best candidate out of the all the applicants. #n this

process, relevant information about the applicants is collected through a series of steps so as to

evaluate their suitability for the job to be filled.

It i! the proce!! o 2atchin& the :"aliication! -ith tho!e re:"ired or the jo% !o that the

candidate can %e entr"!ted -ith the ta!k that 2atche! -ith hi! credi%ilit'#

It i! a proce!! o -eedin& o"t "n!"ita%le candidate! and inall' identi'in& the 2o!t !"ita%le

candidate!#

Thi! proce!! di,ide! the candidate! into t-o cate&orie!;the !"ita%le one! and the "n!"ita%le one!#

The !"ita%le people pro,e to %e the a!!et or the or&ani4ation# Selection i! a ne&ati,e proce!!

%eca"!e in thi! proce!! the 2ana&e2ent trie! to 2ini2i4e the n"2%er o people at each !tep !o

that the inal deci!ion can %e in the li&ht o all the actor! and at the end o it %e!t candidate i!

!elected# Selected candidate the ha! to pa!! thro"&h the ollo-in& !ta&e!;

@reli2inar' Inter,ie-#

Application >or2#

Selection Te!t#

Selection Inter,ie-#

@h'!ical E9a2ination#

Reerence Check#

>inal Appro,al#

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E2plo'2ent#

PROCESS

$reliminary #nterviewi! the initial !creenin& done to -eed o"t the "nde!ira%le candidate!#

Thi! i! 2ainl' a !ortin& proce!! in -hich the pro!pecti,e candidate! are &i,en the nece!!ar'

inor2ation a%o"t the nat"re o the jo% and the or&ani4ation# Nece!!ar' inor2ation a%o"t the

candidate i! al!o taken# I the candidate i! o"nd !"ita%le then he i! !elected or "rther

!creenin& el!e he i! dropped# Thi! !ta&e !a,e! the ti2e and eort o %oth the co2pan' and

the candidate# It a,oid! "nnece!!ar' -aitin& or the candidate and -a!te o 2one' or "rther

proce!!in& o an "n!"ita%le candidate#

%pplication &ormi! a traditional and -idel' "!ed de,ice or collectin& inor2ation ro2

candidate!# Thi! or2 a!k! the candidate! to ill "p the nece!!ar' inor2ation re&ardin& their

%a!ic inor2ation like na2e7 addre!!7 reerence!7 date o %irth7 2arital !tat"!7 ed"cational

:"aliication!7 e9perience7 !alar' !tr"ct"re in pre,io"! or&ani4ation and other !"ch

inor2ation# Thi! or2 i! o &reat help %eca"!e the !cr"tin' o thi! or2 help! to -eed o"t

candidate -ho are lackin& in ed"cation7 e9perience or an' other criterion pro,ided %' the

or&ani4ation# It al!o help! in or2"lation o :"e!tion!7 -hich -ill %e a!ked in the inter,ie-#

The!e or2! can al!o %e !tored or "t"re reerence! th"! 2aintainin& a data%ank o the

applicant!#

election Testsare %ein& increa!in&l' "!ed in e2plo'ee !election# Te!t! are !a2ple o !o2e

a!pect o an indi,id"alH! attit"de!7 %eha,ior and peror2ance# It al!o pro,ide! a !'!te2atic

%a!i! or co2parin& t-o or 2ore per!on!# The te!t! help to red"ce %ia! in !election %' !er,in&

a! a !"pple2entar' !creenin& de,ice# The!e are al!o help"l in %etter 2atchin& o candidate

and the jo%# The!e re,eal the :"aliication!7 -hich re2ain co,ered in application or2 and

inter,ie-#

election #nterviewin,ol,e! the interaction o the e2plo'er and the e2plo'ee# Selection

in,ol,e! a per!onal7 o%!er,ational and ace;to;ace apprai!al o candidate! or e2plo'2ent#

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It i! an e!!ential ele2ent o the !election proced"re# The inor2ation o%tained thro"&h

application or2 and te!t can %e cro!!checked in the inter,ie-#

The applicant! -ho ha,e cro!!ed the a%o,e !ta&e! ha,e to &o thro"&h$hysical '(amination

either %' the co2pan'H! ph'!ician or the 2edical oicer appro,ed or the p"rpo!e# The 2ain

ai2 i! to en!"re that the candidate i! ph'!icall' it to peror2 the jo%# Tho!e -ho are o"nd

ph'!icall' "nit are rejected#

The ne9t !ta&e 2ark! o chec!ing the references# The applicant i! a!ked to 2ention in hi!

application or2 the na2e! and addre!!e! o t-o or three per!on -ho kno- hi2 -ell# The

or&ani4ation contact! the2 %' 2ail or telephone# The' are re:"e!ted to pro,ide their rank

opinion a%o"t the candidate -itho"t inc"rrin& an' ia%ilit'# The opinion o the reerence! can

%e "!e"l in j"d&in& the "t"re %eha,ior and peror2ance o a candidate#

The e9ec"ti,e! o the concerned depart2ent! thenfinally approvethe candidate! !hort;li!ted

%' the h"2an re!o"rce depart2ent# E2plo'2ent i! oered in the or2 o an appoint2ent

letter 2entionin& the po!t7 the rank7 the !alar' &rade7 the date %' -hich the candidate !ho"ld

join and other ter2! and condition! in %rie# Appoint2ent i! &enerall' 2ade on a pro%ation o

one or t-o 'ear!# Ater !ati!actor' peror2ance d"rin& thi! period the candidate i! inall'

conir2ed in the jo% on per2anent %a!i! or re&"lari4ed#

Selection i! an i2portant "nction a! no or&ani4ation can achie,e it! &oal! -itho"t !electin&

ri&ht per!on! or the re:"ired jo%# >a"lt' !election lead! to -a!ta&e o ti2e and 2one' and

!poil! the en,iron2ent o an or&ani4ation# Scientiic !election and place2ent o per!onnel

can &o a lon& -a' in %"ildin& "p a !ta%le -orkorce# It help! to red"ce a%!enteei!2 and

la%o"r t"rno,er# @roper !election i! help"l in increa!in& the eicienc' and prod"cti,it' o

the enterpri!e#

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COMPANY PROFILE

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HISTORY

Aviva is 0;ith a history dating back to 1(7(,

Aviva has a &8 million customer base orldide. It has more than ?%))

billion of assets under management.

In India, Aviva has a long history dating back to 16%&. At the time of

nationali"ation it as the largest foreign insurer in India in terms of the

compensation paid by the =overnment of India. Aviva as also the rst

foreign insurance company in India to set up its representative o@ce in

177'.

In India, Aviva has a joint venture ith abur, one of IndiaBs oldest, and

largest =roup of companies. A professionally managed company, abur is

the countryBs leading producer of traditional health care products.

In accordance ith the government regulations Aviva holds a $( per cent

stake in the joint venture and the abur group holds the balance )& per cent

share.

>ith a strong sales force of over $6,888 inancial Clanning Advisers DCAsE,

Aviva has initiated an innovative and diFerentiated sales approach to the

business. *hrough the Ginancial Health 2heck DH2E Aviva4s sales force has

been able to establish its credibility in the market. *he H2 is a free service

administered by the CAs for a need based analysis of the customer4s long9

term savings and insurance needs. epending on the life stage and earnings

of the customer, the H2 assesses and recommends the right insurance

product for them.

Aviva pioneered the concept of Jancassurance in India, and has leveraged itsglobal e!pertise in Jancassurance successfully in India. 2urrently, Aviva has

Jancassurance tie ups ith AJ Amro Jank, American -!press Jank,

IndusInd Jank, 2enturion Jank of Cunjab, *he Lakshmi +ilas Jank Ltd. and

Cunjab K /ind Jank, 2o9operative Janks in =ujarat, ajasthan, ammu K

;ashmir, Jihar, >est Jengal, Andhra Cradesh and Maharashtra and regional

Janks.

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>hen Aviva entered the market, most companies ere oFering traditional

life products.

Aviva started by oFering the more modern 0nit Linked and 0niti"ed ith

Crot products to the customers, creating a uni:ue diFerentiation. Aviva4s

products have been designed in a manner to provide customers e!ibility,transparency and value for money.

It has been among the rst companies to introduce the more modern 0nitLinkedproducts in the market. Its products include3 hole life DLifelongE, endomentDLifesaver, -asy Life Clus, Lifesaver ClusE, child policy DNoung Achiever, /ave=uardunior, Aviva Little MasterE single premium DLife Jond and Life Jond ClusE,CensionDCension ClusE, *erm DLife /hieldE, !ed term protection plan Dreedom Life

ClanE and a *a! e@cient investment plan ith limited premium payment termDLifeJond'E. Aviva Croducts are modern and contemporary uniti"ed productsthat oFer uni:ue customer Jenets like e!ibility to choose cover levels,inde!ation and partial ithdraals.

Aviva4s und management operation is one of its key diFerentiators.Operating from Mumbai, Aviva has an e!perienced team of fund managersand the range of fund options includes 0niti"ed >ith9Crots und and four0nit Linked funds3 9 Crotector und, secure und, balanced und and =rothund.

Aviva has 1)( Jranches in India Dincluding rural branchesE supporting itsdistribution netork. *hrough its Jancassurance partner locations, Avivaproducts are available in close to '88 tons and cities across India.

Aviva is also keen to reach out to the underprivileged that have not hadaccess toInsurance so far. *hrough its association ith Jasi! Da micro nancialinstitutionE and other =Os, it has been able to reach the eaker sections ofthe society and provide life insurance to them.

A-,- I,-in! the6O+!/!+) ' PR ,)9 a-ard at theI, PR : C;+)

C,*+,< A=< 2012. The a-ard reco&ni4e! theA-,- $)+ #>> / E*+, a!

the 2o!t inno,ati,e concept"ali4ation and i2ple2entation o a @R initiati,e that enhance! %rand

recall#

A-,- $)+ #>> / E*+,ha! %een reco&ni4ed 'et a&ain or the o"t!tandin& -ork that it

ha! %een doin& to-ard! the ed"cation o "nderpri,ile&ed children# The B?=>>-on a S,>-) +

E//,)< 2011Eecti,e Ad,erti!in& A-ard!J -here it collected 2ore than F7 =7=== %ook!

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i2pactin& the li,e! o clo!e to ==7=== children acro!! the co"ntr'# Thi! i! the !econd

con!ec"ti,e ti2e that the 2e&a %ook donation dri,e ha! -on an Eie!; one o the top a-ard

plator2! or the ad,erti!in& co22"nit' in India and -orld-ide#

Aviva has been felicitated ith the PJron"e Aard for -!cellence in Ceople

ManagementP by =ro *alent 2ompany Limited and Jusiness orld. *hishonour is given to Aviva based on the ranks received in top $' lists of the=reat Clace to >ork India studies conducted in the last four years.

JOIN VENTURE

D#u!

ounded in 166&, abur is one of IndiaBs oldest and largest groups of

companies ith consolidated annual turnover in e!cess of s 1,677 crores. A

professionally managed company, it is the countryBs leading producer of

traditional healthcare products.

Aviv

Aviva is 0;ith a history dating

back to 1(7(, Aviva has a &8 million customer base orldide. It has more

than ?%)) billion of assets under management.

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C$m%etit$! $' Aviv (i'e i)u!)ce

1.L,/) I L,/) I


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5. SBI L,/) I


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Thi! i! the co2pellin& ,i!ion that A,i,a India ha! created thro"&h the acti,e contri%"tion o it!

e2plo'ee!# The!e line! not onl' deine the -a' the' li,e and -ork %"t al!o !er,e a! a re2inderto deli,er the %e!t to their c"!to2er!7 !hareholder!7 collea&"e!7 partner! e2plo'ee! at all ti2e!#

E2%edded in thi! ,i!ion are the core ,al"e! o Inte&rit'7 C"!to2er centricit'7 @a!!ion or-innin&7 Inno,ation and E2po-ered tea2 that the' ha,e collecti,el' deined and co22itted to

-orkin& to-ard!#

VALUES

O"r ,al"e! are inte&ral to the -a' -e cond"ct o"r %"!ine!! and !hape theE9perience! o o"r client! and e2plo'ee!#

5e ,al"e inte&rit'7 tea2-ork7 inno,ation and peror2ance# Inte&rit' i! the

Corner!tone o o"r %"!ine!!# Thro"&h &lo%al and local tea2! -e inno,ate7

And thro"&h o"r peror2ance -e deli,er re!"lt!*

PARTNERS

A,i,a ha! co22itted to help it! c"!to2er! &et > ; C+>and 2ake the 2o!t o"t o their

li,e!# It i! their con!tant endea,or to en!"re that their c"!to2er! ha,e ea!' acce!! to AVIVA

prod"ct! and !er,ice! at all ti2e!#

A,i,a ha! pioneered %anca!!"rance in the co"ntr' thro"&h it! tie;"p! -ith // leadin& pri,ate and

nationali4ed .ank! in the co"ntr'# A,i,a al!o oc"!e! on %anca!!"rance -orld-ide and ha! a

pro,en track record o !"cce!!"l %anca!!"rance relation!hip!# It ha! += 2ajor partner!hip! -ith

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leadin& %ank! acro!! the &lo%e# A,i,a i! a leadin& %anca!!"rer in co"ntrie! !"ch a! >rance7 Ital'7

Spain7 A"!tralia and Ne- ealand#

A.N AMRO i! a pro2inent international %ank -ith E"ropean root! and a clear oc"! on

con!"2er and co22ercial %ankin& &ainin& a co2petiti,e ed&e on the cho!en 2arket! and client

!e&2ent!#

A,i,aH! relation!hip -ith A.N India co22enced in ?"ne /==/ "nder -hich the %ank introd"ce!

it! c"!to2er! to A,i,a or in!"rance and pro,ide! acce!! to it! al"ent c"!to2er %a!e acro!! the

co"ntr' thro"&h it! operation! in /( %ranche! at (+ location!#

A,i,a Lie In!"rance entered into a !trate&ic alliance -ith A2erican E9pre!! or di!tri%"tion

o Lie In!"rance in ?"ne /==/ to oer top;o the line !a,in&;c"2;protection plan! to

A2e9 %ank and card c"!to2er!#A,i,a oer! tailor;2ade in,e!t2ent !ol"tion! to the hi&h net -orth client! o the 5ealth

Mana&e2ent channel# The retail card !e&2ent i! %ein& tapped thro"&h o"t%o"nd callin&

to the A2e9 card holder!# The A2erican E9pre!! In%o"nd call centre al!o pitche! A,i,a

prod"ct! to it! caller!#

T) L?< B? L+

The Lak!h2i Vila! .ank Ltd7 %a!ed o"t o $ar"r7 i! a2on& the top pri,ate %ank! in India# It

ha! //( %ranche! -ith a c"!to2er %a!e o (#/ 2illion7 acro!! (= !tate!# C"rrentl' A,i,aprod"ct! are !old acro!! /=+ %ranche! o LV.#

$&


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CANARA BAN

Canara .ank i! one o the lar&e!t retail %ank! in India -ith /7(* %ranche! !pread acro!!/ State! and + Union Territorie!# The c"!to2er %a!e o Canara .ank e9ceed! /1 2illion#

5ith a net proit o INR (((= Crore!7 depo!it! o o,er INR F07F=) Crore!7 +1*)F

e2plo'ee! or the 'ear endin& Mar /==7 Canara .ank i! tr"l' a .ank to %e reckoned

-ith or the !heer 2a&nit"de o co,era&e it oer! it! client!# Canara .ank ha! tied "p-ith A,i,a a! a Corporate A&ent or it! Lie In!"rance @rod"ct!# A,i,a prod"ct! are

c"rrentl' oered in (=*= Canara .ank %ranche! in (=* Citie!#

PUNJAB AND SIND BAN

@"nja% Sind .ank -a! e!ta%li!hed in the 'ear (F=)# .a!ed on the principle! o !ocial

co22it2ent to the people7 help the ar2er!7 and the -eaker !ection! o the !ociet' torai!etheir !tandard o li,in& and pla' a !i&niicant role in the de,elop2ent o the

co"ntr'# E,en ater F0 'ear! o it! inception7 @"nja% Sind .ank !tand! co22itted tohonor the hi&h ideal! o it! o"ndin& ather!# @"nja% and Sindh .ank ha! a net-ork o1F %ranche! and (*/ e9ten!ion co"nter! all o,er the co"ntr' -ith clo!e to F710

e2plo'ee!# +/ per cent o it! %ranche! are in the r"ral and !e2i "r%an area!#

CENTURION BAN OF PUNJAB

Cent"rion .ank o @"nja% i! a ne- &eneration pri,ate !ector %ank oerin& a -ide !pectr"2

o retail and corporate %ankin& prod"ct! and !er,ice!#

It ha! %een a2on& the earlie!t %ank! to oer a technolo&';ena%led c"!to2er interace that

pro,ide! ea!' acce!! and !"perior c"!to2er !er,ice#

$'


26/85

R.I ha! appro,ed the 2er&er %et-een Cent"rion .ank and .ank o @"nja% eecti,e ro2

Octo%er (!t7 /==# The 2er&ed entit'7 na2ed Cent"rion .ank o @"nja%7 ha! a !tron&

nation-ide ranchi!e o /+( %ranche! and e9ten!ion co"nter! and *)F ATM!#

AVIVA $UIDIN$ PRINCIPLES

Recr"it the %e!t

Accept per!onal re!pon!i%ilit'

."ild an e2po-ered tea2

."ildin& a !hared ,i!ion and p"rpo!e

Leader!hip De,elop2ent

Re-ard and Reco&nition

R)*,+ +) ')


27/85

hirin& o di,er!e proile! ,i!;;,i! &ender7 %ack&ro"nd7 e9perience le,el! and

co2petencie!J# The oc"! i! on co2petence;%a!ed credential! rather than pa!t e9perience

or len&th o !er,ice#

%)#)% does not follow a very descriptive hierarchy * you have

transparency at each level, unli!e most other organiations, where managers and seniormanagement don+t loo! after their subordinates. -ere you feel comfortable tal!ing

with your seniors

At A,i,a the' ha,e an E;>)) R)/)> P)7 -hich !eek! to enco"ra&e

e2plo'ee! to %e %rand a2%a!!ador! o the Co2pan' and acti,el' contri%"te to the

re!o"rcin& proce!! %' reco22endin& candidate! -ith rele,ant co2petencie! and

potential7 there%' acilitatin& in !tren&thenin& do2ain e9perti!e -ithin the Or&ani4ation#

The' ha,e a ro%"!t C;< P)7 -hich i! ai2ed at hirin& !t"dent! re!h ro2

ke' .;School! and pro,idin& the2 -ith !tr"ct"red inp"t! and an en,iron2ent or their

per!onal and proe!!ional &ro-th# The S"22er Trainee @ro&ra2 i! de!i&ned to e9po!e

people to the ,i%ranc' o a co2ple9 and co2petiti,e %"!ine!! en,iron2ent7 challen&e

'o" intellect"all' and enco"ra&e people to ind inno,ati,e !ol"tion!#

The' ai2 at pro,idin& a %"!ine!! per!pecti,e and S"22er Trainee! -ork on li,e project!7

-hich or2 the core o o"r %"!ine!! !trate&'# Not onl' do the' &et the reedo2 to

e9peri2ent and 2ake deci!ion!7 %"t al!o !pend :"alit' ti2e -ith their @roject "ide or

2entor7 -ho pro,ide! the2 the per!pecti,e o the H%i&&er pict"reH# The pro&ra22e th"!

&i,e! the2 a "ni:"e opport"nit' to inte&rate their cla!!roo2 learnin& -ith the realitie! o

real %"!ine!!7 in a li,e 'et !ae en,iron2ent#

A**);+ P) R)


28/85

To in!tit"tionali4e an open and hone!t en,iron2ent -ith !hared &oal! and participati,e

deci!ion;2akin&7 the' ha,e ,ario"! open or"2!7 one !"ch initiati,e %ein& the To-n

Ball!J# The!e are cond"cted on a 2onthl' %a!i! %' the Mana&in& Director and de!i&nate

leader!hip tea2 2e2%er!#

To !hare inor2ation on cele%ration!7 e,ent! and people acro!! location!7 a :"arterl'

ne-!letter ."44 i! circ"lated to all 2e2%er! o the A,i,a tea2# It eat"re! a 2e!!a&e

ro2 the Mana&in& Director7 cele%rate! achie,e2ent! and Mile!tone! o indi,id"al! and

tea2! and "pdate! e2plo'ee! on ne- and on&oin& initiati,e! and hi&hli&htin& ne-! o

pa!t and "t"re! e,ent!

'mployees are not wor!ing with %)#)%, they are living in %)#)%

In line -ith their ,i!ion !tate2ent and one o A,i,a! ke' ,al"e! ;Inno,ation7 the Co2pan' introd"ced the pop"lar Idea! + A,i,a !che2e# Thi! i! an

enrichin& pro&ra22e in -hich e,er' 2e2%er o A,i,a ha! an open in,itation to

inl"ence an' a!pect o %"!ine!! %' &i,in& !"&&e!tion! and idea! on ho- to -ork !2arterand %etter#

B,> S) V,


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LITERATURE REVIE#

$7


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31/85

H );)+

Thi! depart2ent look! ater the need! and Re:"ire2ent the pre!ent e2plo'ee!# Thi! Depart2ent

incl"de! n"2%er o "nction -hich are a! >ollo-!G

(# Trainin& and De,elop2ent Pit incl"de! technical7 !ot !kill! and proce!! related to trainin

/# @roce!! and policie! Pit contain! all the r"le and re&"lation! that need to %e ollo-ed %' the

e2plo'ee!#

*G Apprai!al and incre2ent; it i! in the or2al eed%ack to the e2plo'ee! a%o"t their

peror2ance and the cond"ct o -ork#

+G Ind"ction;in,ol,e! the inor2ation to the ne- e2plo'ee! a%o"t the co2pan'7 jo%7 depart2ent!

etc

G Moti,ational acti,itie! and entertain2ent; in,ol,e! 2oti,atin& the e2plo'ee! to

I2pro,e their prod"cti,it'#

0G Role! and re!pon!i%ilitie!;that e,er' indi,id"al e2plo'ee need! to "lill#

1G ?oinin& or2alitie!; take place -hen a ne- e2plo'ee join! the co2pan'#

)G Co2p"teri4ation

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=FG Belpde!k

(=G E2plo'ee ,eriication;take place at the ti2e o joinin& o the ne- e2plo'ee#

((G S"r,e'!

(/G @roject trainee!

(*G Co"n!elin& and &rie,ance handlin&;%oth are dierent a! co"n!elin& i! %a!icall' Belpin& o"t

in per!onal pro%le2! -herea!7 &rie,ance! handlin& in,ol,e! the handlin& o Co2plain! that the

e2plo'ee! ha! to-ard! the 2ana&e2ent#

All the a%o,e head are incl"ded in the h"2an re!o"rce de,elop2ent and in,ol,e! the o,erall

de,elop2ent o indi,id"al e2plo'ee! -hich in t"rn increa!e! the o,erall proit o the co2pan'#

@lanned need ari!e ro2 chan&e! in the or&ani4ation and retire2ent polic'# The!e occ"r d"e the

e9pected chan&e! in the or&ani4ation !o the 2ana&e2ent can 2ake a proper polic' or it#

Anticipated need reer to the 2o,e2ent! in per!onnel -hich an or&ani4ation can predict %'

!t"d'in& the trend! in the internal and e9ternal en,iron2ent!#

Re!i&nation!7 death!7 accident! and illne!! re!"lt in to the "ne9pected need!#

It i! a co2ple9 proce!! %eca"!e a n"2%er o actor! aect it ;;the nat"re o the

jo% oered7 i2a&e o the or&ani4ation7 or&ani4ational policie!7 -orkin& condition!

etc#

SOURCES OF RECRUITMENT&

E,er' or&ani4ation ha! the option o choo!in& the candidate! or it! recr"it2ent

proce!!e! ro2 t-o kind! o !o"rce!G internal and e9ternal !o"rce!# The !o"rce! -ithin

the or&ani4ation it!el like tran!er o e2plo'ee! ro2 one depart2ent to other7pro2otion!J to ill a po!ition are kno-n a! the internal !o"rce! o recr"it2ent#

Recr"it2ent candidate! ro2 all the other !o"rce! like o"t!o"rcin& a&encie! etc#J arekno-n a! the e9ternal !o"rce! o recr"it2ent#

%$


33/85

SOURCES OF RECRUITMENT

%%


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35/85

5. The dependent! and relati,e! o D)*)))< D,


36/85

e9chan&e! pro,ide jo% inor2ation to jo% !eeker! and help e2plo'er! in identi'in&

!"ita%le candidate!#

5.LABOUR CONTRACTORS

Man"al -orker! can %e recr"ited thro"&h contractor! -ho 2aintain clo!e contact! -ith

the !o"rce! o !"ch -orker!# Thi! !o"rce i! "!ed to recr"it la%o"r or con!tr"ction jo%!#

".UNSOLICITED APPLICANTS

Man' jo% !eeker! ,i!it the oice o -ell;kno-n co2panie! on their o-n# S"ch caller!

are con!idered n"i!ance to the dail' -ork ro"tine o the enterpri!e# ."t can help in

creatin& the talent pool or the data%a!e o the pro%a%le candidate! or the or&ani4ation#

7.EMPLOYEE REFERRALS G RECOMMENDATIONSMan' or&ani4ation! ha,e !tr"ct"red !'!te2 -here the c"rrent e2plo'ee! o the

or&ani4ation can reer their riend! and relati,e! or !o2e po!ition in their

or&ani4ation#

Al!o7 the oice %earer! o trade "nion! are oten a-are o the !"ita%ilit' o candidate!#

Mana&e2ent can in:"ire the!e leader! or !"ita%le jo%!# In !o2e or&ani4ation! the!e

are or2al a&ree2ent! to &i,e priorit' in recr"it2ent to the candidate! reco22ended

%' the trade "nion#

8.RECRUITMENT AT FACTORY $ATE

Un!killed -orker! 2a' %e recr"ited at the actor' &ate the!e 2a' %e e2plo'ed

-hene,er a per2anent -orker i! a%!ent# More eicient a2on& the!e 2a' %e recr"ited

to ill per2anent ,acancie!#

%(


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38/85

%6


39/85

%7


40/85

RECRUITMENT PROCESS

DETERMININ$ MANPO#ER REUIREMENT

A Recr"it2ent anal'!i! i! cond"cted dependin& on the jo% proile# A -ell; de!i&ned

and co2prehen!i,e recr"it2ent anal'!i! i! in,al"a%le to an

or&ani4ation3! -ell %ein Recr"it2ent anal'!i! %a!icall' en!"re! the a,aila%ilit' o the

ri&ht re!o"rce! in the ri&ht place to 2atch the "t"re or&ani4ational need!# Recr"it2ent

anal'!i! can %e deined a! the proce!! o en!"rin& the ri&ht n"2%er o :"aliied people7

into the ri&ht jo% at the ri&ht ti2e to deli,er the re!"lt! in an eicient and eecti,e

2anner# Recr"it2ent i! the proce!! o !earchin& or and attractin& :"aliied candidate!

to appl' or the po!ition! that are a,aila%le# 5hether 'o"r co2pan' i! hea,il'

recr"itin& or in the 2id!t o a hirin& ree4e7 'o" !ho"ld al-a'! ha,e a recr"itin& plan#

@lan! -ill ,ar' %a!ed on hirin& ,ol"2e and t'pe o po!ition7 %"t 'o" !ho"ld artic"late

a !tandard !trate&' o ho- 'o" recr"it and ill po!ition!# A -ell;deined recr"itin&

!trate&' -ill help en!"re that the ri&ht e2plo'ee! are in place -hen needed#

The o%jecti,e! areG

(# To 2aintain the re:"ired :"antit' and :"alit' o h"2an re!o"rce! re:"ired#

/# To oreca!t the t"rno,er8attrition rate!#

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3. SHORTLISTIN$ THE PROCESS&

Short li!tin& 2"!t %e carried o"t independentl' %' at lea!t

t-o people and ideall'7 a! 2an' o the inter,ie- panel a!

po!!i%le#

An' 2e2%er o !ta7 -ho 2a' prej"dice the o"tco2e7

!ho"ld %e e9cl"ded ro2 !hort li!tin

Short li!tin& !ho"ld al-a'! %e carried o"t "!in& the

per!on !peciication !o that application! can %e 2ea!"red

and a!!e!!ed a&ain!t criteria and %e 2ade on the %a!i! o

act and not a!!"2ption!# The "!e o !hort;li!tin& or2 i! reco22ended# The !hort;

li!tin& panel to record indi,id"al a!!e!!2ent o each

candidate and pro,ide eed%ack can "!e !hort;li!tin&

or2#

Short;li!tin& or2 2"!t %e "!ed at the inter,ie- !ta&e#

Short;li!tin& deci!ion! 2"!t %e %a!ed onl' on the

inor2ation contained in the application or2 and an'

other !"pportin& inor2ation !"pplied %' the candidate#

Irrele,ant inor2ation in the application or2 !ho"ld %e

di!re&arded#

The attri%"te! in the per!on !peciication 2"!t %e

con!i!tentl' applied to all candidate! irre!pecti,e o their

&ender7 ethnic ori&in7 a&e7 !ocio;econo2ic %ack&ro"nd7

di!a%ilit'7 reli&io"! or political %elie!7 a2il'

circ"2!tance!7 !e9"al orientation or other irrele,ant

actor!#

So2e inor2ation can onl' %e deter2ined at inter,ie-

!ta&e or a! &ro"p e9erci!e!7 pre!entation7 te!t!7 etc#

Ater indi,id"al a!!e!!2ent o each application7 deci!ion

&$


43/85

o -ho2 to !hort li!t 2"!t %e taken#

Once a !hort li!t ha! %een dra-n "p7 candidate! !ho"ld %e in,ited or inter,ie-# In the

!hort li!tin& o candidate! the ollo-in& thin&! !ho"ld %e kept in 2indG

o E,idence o !kill!7 a%ilitie! and achie,e2ent! that

2atch the criteria that ha,e %een !peciied a!

e!!ential or the jo% a! clo!el' a! po!!i%le#

o Con!i!tenc' o e2plo'2ent look or

"ne9plained &ap!J#

o Q"aliication! co2pati%le -ith the date! &i,en#

o E,idence o career de,elop2ent#

o E,idence o ind"!tr'kno-led&e#

o @re,io"! e2plo'er#

FILTERIN$

>ilterin& techni:"e! are "!ed to red"ce the n"2%er o applicant! and al!o &ather

rele,ant inor2ation needed %eore cond"ctin& the inter,ie-# >ilterin& techni:"e!

in,ol,e dierent 2ethod!7 !"ch a!G

$no-led&e .a!ed >ilterin&

Skill .a!ed >ilterin&

Attit"dinal8.eha,ioral >ilterin&

NO#LED$E BASED FILTERIN$&Thi! 2ethod i! "!ed

-hen the n"2%er o application! i! 2ore like in Ca2p"!

recr"it2ent# The e,al"ation i! done %a!ed on candidate3! acade2ic

:"aliication7 percenta&e o 2ark! !cored and e9perience le,el or

thro"&h !i2ple -ritten te!t!#

&%


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SILL BASED FILTERIN$& The ta!k! and !kill! that 2a'

%e a!!e!!ed "!in& !i2"lation e9erci!e! are ,aried# Dierent t'pe! o

!i2"lation e9erci!e incl"deG

I!+


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R>)!P>


46/85

appoint2ent to a !peciic ,acanc'#

An inter,ie- i! a con,er!ation %et-een t-o or 2ore people -here:"e!tion!are a!ked

to o%tain inor2ation ro2 the inter,ie-ee# Inter,ie-! can %e di,ided into t-o ro"&h

t'pe!7 inter,ie-! o a!!e!!2ent and inter,ie-! or inor2ation#

ASSESSMENT

The 2o!t co22on t'pe o inter,ie- or a!!e!!2ent i! ajo% inter,ie-%et-een an

e2plo'erand an applicant# The &oal o !"ch an inter,ie- i! to a!!e!! a potential

e2plo'ee to !ee i he8!he ha! the !ocial !kill! and intelli&ence !"ita%le or the

-orkplace# Si2ilar inter,ie-! are al!o "!ed or ad2i!!ion! to !chool!7 allot2ent o

&rant!7 and other area!# In 2o!t de,eloped co"ntrie!7 r"le! and re&"lation! &o,ern -hat

can %e a!ked in the!e inter,ie-!#

Bi&hl' per!onal :"e!tion! and tho!e "nrelated to the jo% at hand are or%idden7 a! are

:"e!tion! -hich in,ite di!cri2ination Kdo 'o" plan to !tart a a2il'6KJ# Bo-e,er !o2e

inter,ie-er! tend to a!k !"ch :"e!tion! in order to !ee ho- the inter,ie-ee react! and i

!J he i! a%le to ele&antl' a,ert the :"e!tion# S"ch inter,ie-! can %e %rie iteen;

2in"te aair! or the' can !tretch or 2an' ho"r! e,en o,er a !erie! o da'!# Another

i2portant t'pe o inter,ie- i! the p!'cholo&ical one that can %e di,ided into three

or2!G !tr"ct"red7 !e2i;!tr"ct"red and non;!tr"ct"red#

INFORMATION

The!e inter,ie-! are "!ed %' jo"rnali!t!7 la- enorce2ent7 and pri,ate in,e!ti&ator!# A

recent technolo&ical trend in jo"rnali!2 inter,ie-in& ha! %een the ri!e oe;2ail

inter,ie-!# The!e inter,ie-! dier ro2 traditionaltelephoneand ace;to;ace

inter,ie-! in that inter,ie-ee! can ha,e 2ore ti2e to or2"late a -ritten re!pon!e#

&(
http://en.wikipedia.org/wiki/Questionhttp://en.wikipedia.org/wiki/Questionhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/E-mailhttp://en.wikipedia.org/wiki/E-mailhttp://en.wikipedia.org/wiki/E-mailhttp://en.wikipedia.org/wiki/Telephonehttp://en.wikipedia.org/wiki/Telephonehttp://en.wikipedia.org/wiki/Telephonehttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/E-mailhttp://en.wikipedia.org/wiki/Telephonehttp://en.wikipedia.org/wiki/Question


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A &ood inter,ie- re!"lt! ro2

@roper preparation#

Identi'in& the candidate3! a%ilitie! %eore

di!c"!!in& the po!ition#

A!kin& a !erie! o open P ended :"e!tion!#

E,al"atin& inter,ie-in& re!"lt!#

ood inter,ie- :"e!tion! !tart -ith jo% de!cription anal'!i!J#The jo% de!cription

incl"de! ta!k!7 re!pon!i%ilitie! and re:"ire2ent!# Tho!e -ho c"rrentl' peror2 the jo%

!ho"ld create it# Thi! -ill red"ce the inacc"racie! and increa!e the inter,ie-er3!

a-arene!! o the act"al jo% d"tie!# It !ho"ld "rtherG

Deter2ine the co2petencie! needed

or !"cce!!"l peror2ance in the jo%

and then rank the2 re!pecti,el'#

@repare :"e!tion! hat 2ea!"re each

deined co2petenc'#

E!ta%li!h an e,al"ation 2ethod or the

re!"lt!#

$E INTERVIE5ER S$ILLSG

LISTENIN$

BODY LAN$UA$E SENSTIVITY

COMMUNICATION STYLE

UESTIONIN$

(# LISTENIN$& Mo!t people aren3t &ood li!tener!# A &ood li!tener enco"ra&e!

po!iti,e re!"lt!# 5e li!ten %e!t -hen there i! a pa';o or a penalt'# @er!onal

&)


48/85

li!tenin& a-arene!! i! the ke' to con!tr"cti,e chan&e# It !ho"ld %e kept in 2ind that

-ork and li!tenin& are in!epara%le and la4' li!tenin& i! hidden co!t in %"!ine!!# 5e

tend to e:"ate li!tenin& -ith hearin& and that i! !i2pl' not the ca!e# ood

li!tenin& i2plie! hei&htened a-arene!! o -hat 'o" hear7 acc"rate reception o the

inor2ation pre!ented to 'o" and inte&ration o inor2ation in !"ch a -a' that it i!

"!e"l#

>o"r ke' ele2ent! o li!tenin&G

a# >oc"!

%# E2path'

c# E2otionali!2 2"!t %e a,oided

d# >eed%ack

/# BODY LAN$UA$E& So2e co22on a!pect! o non P ,er%al co22"nication

.od' Lan&"a&eJ incl"de ollo-in& -hich can help in kno-in& -hat !i&nal! 'o"

are &i,in& or 'o" can deli%eratel' !end the !i&nal! 'o" -ant to#

A

B,

)


49/85

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50/85

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51/85


52/85

H

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53/85

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54/85

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n& to

!a'

the

-ord

! %"t

at the

!a2e

'&


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ti2e7

hold

the2

%ack

-ith

the

hand#

The

re!"lt

i!

incon

&r"en

ce

and

ri!in&

o

!"!pi

cion#

I the hand i! placed to the cheek7 -ith the orein&er pointin& "p7 oten acco2panied

%' a !li&ht tiltin& o the head7 thi! !"&&e!t! that the li!tener i! in act li!tenin& and

takin& acco"nt o -hat i! !aid nor2all' a &ood !i&n#

P


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ied

%'

other

non;

,er%a

l

!i&nal

!# A

or-a

rd

acin

&

po!t"

re

-ith

hand

o%,io

"!l'

place

d in

the

pocke

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58/85

deli%

eratel

'

!"&&e

!t! a

po-e

r

appro

ach#

S,++,

S,++,

P


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"!

!o2e

&ood

indic

ation!

o

their

attit"

de!#

Re,er

!in&

the

chair

and

!ittin

&7

leani

n&

o,er

the

%ack

can

indic

'7


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do-n

-ard!

on

the

de!k

and a

!tern

look

on

the

ace

2"!t

!i&ni

' an

a&&re

!!i,e

attit"

de#

Thi!

i! the

2o!t

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io"!l

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'

noted

non;

,er%a

l

!i&nal

INTERNAL FACTORS AFFECTING RECRUITMENT

The internal orce! i#e# the actor! -hich can %e controlled %' the or&ani4ation areG

(# RECRUITMENT @OLIC

The recr"it2ent polic' o an or&ani4ation !peciie! the o%jecti,e! o recr"it2ent and

pro,ide! a ra2e-ork or i2ple2entation o recr"it2ent pro&ra22ed# It 2a' in,ol,eor&ani4ational !'!te2 to %e de,eloped or i2ple2entin& recr"it2ent pro&ra22er! and

proced"re! %' illin& "p ,acancie! -ith %e!t :"aliied people#

>ACTORS A>>ECTIN RECRUITMENT @OLIC

Or&ani4ational o%jecti,e!

@er!onnel policie! o the or&ani4ation and it! co2petitor!# o,ern2ent policie! onre!er,ation!#

@reerred !o"rce! o recr"it2ent#

Need o the or&ani4ation#

Recr"it2ent co!t! and inancial i2plication!#/#BUMAN RESOURCE @LANNIN

Eecti,e h"2an re!o"rce plannin& help! in deter2inin& the &ap! pre!ent in the e9i!tin&

2anpo-er o the or&ani4ation# It al!o help! in deter2inin& the n"2%er o e2plo'ee! to %e

recr"ited and -hat :"aliication the' 2"!t po!!e!!#

(%


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*#SIE O> TBE >IRM

The !i4e o the ir2 i! an i2portant actor in recr"it2ent proce!!# I the or&ani4ation i!plannin& to increa!e it! operation! and e9pand it! %"!ine!!7 it -ill think o hirin& 2ore

per!onnel7 -hich -ill handle it! operation!#

+#COST

Recr"it2ent inc"r co!t to the e2plo'er7 thereore7 or&ani4ation! tr' to e2plo' that !o"rce

o recr"it2ent -hich -ill %ear a lo-er co!t o recr"it2ent to the or&ani4ation or eachcandidate#

#RO5TB AND E@ANSIONOr&ani4ation -ill e2plo' or think o e2plo'in& 2ore per!onnel i it i! e9pandin& it3!

operation!#

E%TERNAL FACTORS AFFECTIN$ RECRUITMENTThe e9ternal orce! are the orce! -hich cannot %e controlled %' the or&ani!ation# The 2ajor

e9ternal orce! areG

(# SUPPLY AND DEMANDThe a,aila%ilit' o 2anpo-er %oth -ithin and o"t!ide the or&ani4ation i! an i2portant

deter2inant in the recr"it2ent proce!!# I the co2pan' ha! a de2and or 2ore proe!!ional! andthere i! li2ited !"ppl' in the 2arket or the proe!!ional! de2anded %' the co2pan'7 then the

co2pan' -ill ha,e to depend "pon internal !o"rce! %' pro,idin& the2 !pecial trainin& and

de,elop2ent pro&ra2!#

/# LABOUR MARETE2plo'2ent condition! in the co22"nit' -here the or&ani4ation i! located -ill inl"ence the

recr"itin& eort! o the or&ani4ation# I there i! !"rpl"! o 2anpo-er at the ti2e o recr"it2ent7e,en inor2al atte2pt! at the ti2e o recr"itin& like notice %oard! di!pla' o the re:"i!ition or

anno"nce2ent in the 2eetin& etc -ill attract 2ore than eno"&h applicant!#

3.IMA$EG$OOD#ILLI2a&e o the e2plo'er can -ork a! a potential con!traint or recr"it2ent# An or&ani4ation -ith

po!iti,e i2a&e and &ood-ill a! an e2plo'er ind! it ea!ier to attract and retain e2plo'ee! than an

or&ani4ation -ith ne&ati,e i2a&e# I2a&e o a co2pan' i! %a!ed on -hat or&ani4ation doe! andaected %' ind"!tr'# >or e9a2ple inance -a! taken "p %' re!her M.A3! -hen 2an' inance

co2panie! -ere co2in& "p#

+#POLITICAL!SOCIAL!LE$AL!ENVIRONMENTVario"! &o,ern2ent re&"lation! prohi%itin& di!cri2ination in hirin& and e2plo'2ent ha,e directi2pact on recr"it2ent practice!# >or e9a2ple7 o,ern2ent o India ha! introd"ced le&i!lation or

(&


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re!er,ation in e2plo'2ent or !ched"led ca!te!7 !ched"led tri%e!7 ph'!icall' handicapped etc#

Al!o7 trade "nion! pla' i2portant role in recr"it2ent# Thi! re!trict! 2ana&e2ent reedo2 to

!elect tho!e indi,id"al! -ho it %elie,e! -o"ld %e the %e!t peror2er!# I the

candidate can3t 2eet criteria !tip"lated %' the "nion %"t "nion re&"lation! can re!trictrecr"it2ent !o"rce!#

5.UNEMPLOYMENT RATEOne o the actor! that inl"ence the a,aila%ilit' o applicant! i! the &ro-th o the econo2'

-hether econo2' i! &ro-in& or not and it! rateJ# 5hen the co2pan' i! not creatin& ne- jo%!7

there i! oten o,er!"ppl' o :"aliied la%o"r -hich in t"rn lead! to "ne2plo'2ent#

0#COMPETITORSThe recr"it2ent policie! o the co2petitor! al!o eect the recr"it2ent "nction o the

or&ani!ation!# To ace the co2petition7 2an' a ti2e! the or&ani!ation! ha,e to chan&e their

recr"it2ent policie! accordin& to the policie! %ein& ollo-ed %' the co2petitor!

('


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M J' + AVIVA LIFE INSURANCE

I !tarted 2' jo% a! BR Trainee# M' jo% proile -a! to handle RECRUITMENT in 2' project#The !enior !ale! 2ana&er narrated 2e the -hole proced"re#

# There are / or2! o inter,ie- that a candidate can appear orG(# @er!onal Inter,ie-#

/# Telephonic Inter,ie-#

PERSONAL INTERVIE#Thi! i! re&arded to %e the .EST >ORM o inter,ie-# In !"ch or2 o an inter,ie- the candidateper!onall' appear! in ront o the inter,ie-er and &i,e! hi! inter,ie-# Thi! i! re&arded to %e the

%e!t or2 o inter,ie- a! the inter,ie-ee ha! the %e!t chance! o 2akin& hi! point! clear in ront

o the inter,ie-er#

TELEPHONIC INTERVIE#So2eti2e! an inter,ie- i! taken on the phone# A telephonic con,er!ation i! done.et-een the inter,ie-er and the inter,ie-ee -here the inter,ie-er call! "p the candidate ,ia

phone and cond"ct! the inter,ie-#

The Job profileSellin& in!"arance and %"ildin& c"!to2er relation!#

>,/,*+,Entr' le,el openin&G rad"ate! in an' !trea2 preerred can %e (=thor (/th!tandard pa!!7 accordin& to the IRDA !tip"lation7 dependin& on re&ion o operation#

Additional co22"nication !kill! and a%ilit' to interact -ith people -ill help#

Middle le,el openin&G @roe!!ional in inance or 2arketin& -ith the e9periencein !er,ice ind"!tr'# A! a!!t !ale! 2ana&erJ

Senior !ale! openin&!G Senior proe!!ional -ith e9perience o handlin& j"nior!ta preerred CE@8Senior con!"ltantJ

((


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RESEARCH

METHODOLO$Y

RESEARCH DESI$N

()


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S*)< / +&

P, D+!are tho!e -hich are collected or the ir!t ti2e or a certain in,e!ti&ation# The!e

are ori&inal and e!!ential ra- data# No do"%t thi! i! ,er' ti2e con!"2in& %"t ne,erthele!!7 the

re!"lt! are acc"rate and relia%le# In the !t"d'7 the pri2ar' data i! collected thro"&h !ched"le!#

Sched"le! 2a' %e deined a! a @eror2a that contain! a !et o :"e!tion!7 -hich are a!ked and

illed %' the inter,ie-er! in ace to ace !it"ation#

S)* D+&are tho!e inor2ation or act! alread' collected# S"ch data are collected -ith

the o%jecti,eo "nder!tandin& the pa!t !tat"! o an' ,aria%le# St"d' ha,e %een "ndertaken %'

collectin& the p"%li!hed data a%o"t proile o the co2pan'7 it! recr"it2ent and Selection proce!!#

D+ C>>)*+,&

5hen plannin& -a! co2pleted7 the !"r,e' 2o,ed into the ield and "ndertook the ield-ork that

i! di!tri%"tion and collection o act!# The total n"2%er! o :"e!tionnaire! di!tri%"ted -ere 35

+ / =,* > 30 =)) *


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ANALYSIS : INTREPRETATION

OF DATA

A>


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It i! the la!t !ta&e o !"r,e'# Thro"&h &ood pre!entation7 !i&niicant act! and co2pari!on! are

hi&hli&hted# T) ;)=, ,+);)++, < ')) ) +) ') ; +)

)*,+)< / A-,- L,/) I


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DATA ANALYSIS

)$


73/85

+UESTION, W-t !e t-e $u!ce '$! !ec!uitme)t ).

e(ecti$)/

bad

average

good

About )'Q of the manager say that they prefer both internal as ell as

e!ternal sourcefor recruitment and selection here as only 7Q go for internal source and

16Q go fore!ternal sources.

+ueti$), W-ic- met-$. .$ "$u m$t(" %!e'e! '$! !ec!uitme)t ).

e(ecti$)/P!e'e!!e. 0" $' !ec!uitme)t/

)%


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1)Q

%%Q

'8Q

bad

average

good

About ('Q of the mangers go for direct recruitment and selection and %$Q

go forindirect and only % Q go for third party recruitment ay.

+ueti$), W-e) .$ "$u %!e'e! t$ 1$ '$! m)%$0e! %())i)1/

bad average good

8Q

'Q

18Q

1'Q

$8Q

$'Q

%8Q

%'Q

A!$u). 234 $' t-e m)1e! 1$ '$! +u!te!(" m)%$0e! %())i)1

). 53 4 .$ )$t'$(($0 )" %tte!) t-e" .$)6t -ve )" 7xe. time 0-e!e 534 1$

'$! "e!("

+ueti$), W-t !e t-e $u!ce '$! exte!)( !ec!uitme)t !e%!e'e!!e./

)&


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i)te!vie0

+ueti$), >$0 .$ "$u !te t-e >R %!ctice $' t-e c$m%)"/

bad

average

good

very good

234 $' t-e m)1e! 'ee( t-t >R .e%!tme)t i 1$$. 0-e!e ).

834" t-t6 it ve!"1$$. 0-e!e 534 " it ve!1e ). $)(" =34 m)1e! 'ee( it6

#.*

)(


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?I?LOGRAP>Y

BIBLO$RAPHY

C*? Mm$!i ). S*V* G);! Pe!$)( M)1eme)t

Text ). Ce*

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K*A0-t-%%:>um) Re$u!ce ). Pe!$))e(

M)1eme)t>um) Re$u!ce M)1eme)t: D!*P*C* P!.e-i

C*? Gu%t

000*vivi).i*c$m 000*1$$1(e*c$m

ANNE%URE)6
http://www.google.com/http://www.google.com/


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+UESTIONNAIRE FOR T>E RESEARC>

13 >hen are the resources need and forecasted5

Ruarterly

Monthly

Annually

ot fi!ed

)7


80/85

$3 Ho is the resource need forecasted5

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS

SSS


SSS


SSS

SSSSSSSSSSSSSSSSSSSSS.

%3 Ho do you rate the recruitment procedure5

/hort

Average

Long

+ery Long

2ant say

&3 >hat is the process you follo for recruitment and selection5

Ceople e!plain the same

in brief5


SSS


SSS

SSSSSSSSSSSSSSSSSSSS.

'3 >hich method do you mostly prefer from the folloing for

recruitment and selection5

68


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irect Method

Indirect Method

*hird Carty

(3 >hat sources you prefer for recruitment and selection5

Internal sources

-!ternal sources

Joth

)3 >hat are the sources for internal sourcing among the folloing

93

Cresent permanent employees

Cresent temporary employees

etrenched T etired T employees

eceased T disabled T employees

63 >hat are the sources for e!ternal recruitment among the

folloing

2ampus intervies

Clacement agencies

Crivate employment agencies

Cublic employment agencies Crofessional associations

ata bank

2asual applicants

Other, if any please mention

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS

61


82/85

SS

73 >hich is the most successful method for recruitment5


SS

SS

183 Ho many rounds of intervies are conducted5

19%

%9'

More than '

113 Are you satised ith round of intervies conducted5

Nes

o

*o some e!tent

2ant say

1$3 >hat form of intervie did you prefer5

Cersonal Intervie

*elephonic Intervie

+ideo 2onferencing Any to Dthen tick those toE

All three

1%3 Are you satised ith the intervie process5

Nes

o

*o some e!tent

6$


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1&3 If no then hat is the reason5 And suggest the measures to be

taken for

improvement5

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSS


SSS


SSS

SSSSSSSSSSSSSSSSSSSSS1'3 Are you satised ith the present method being folloed by

the company for

recruitment and selection5

Nes

o

1(3 If no, hat steps ould you prefer, to make improvement5


SSS


SSS

SSSSSSSSSSSSSS.

1)3 Are the aptitude test conducted5 Nes

o

*ill some e!tent

2ant say

6%


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163 If yes then it is for

resher

-!ecutives

Other DspecifyE


SSSSSSS

173 o you conduct any of these test5

Csychometric test

Medical test

eference test check

Other DspecifyE



SSSSSSSSSSSSSS

$83 Ho do you rate the H practices of the company5

+ery =ood

=ood Average

Jad

6&


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Documents.mx Summer Internship Report 558448ff2d136

Documents

Transcript of Documents.mx Summer Internship Report 558448ff2d136