CHAPTER: I

INTRODUCTION ABOUT THE STUDY

Recruitment and Selection

Introduction:
Recruitment and Selection system in Insurance sector had become vital for maximum output and
effective business results.
This study will provide sufficient information about Recruitment and Selection systems carried
out in Royal Sundaram Alliance Insurance Company Ltd.

Meaning:

Recruitment and Selection system refers to sourcing and building efficient Human
Resource to the organization to attain its objectives.

This policy complies with, and supports, the Company’s Equal Opportunities Policy by:
• Ensuring that every stage of the recruitment and selection process is carried out in a
systematic way, based on pre-agreed criteria, to eliminate the potential for personal bias
affecting the decision making process.
• Ensuring that all decision points are fully documented to assist with subsequent
monitoring.
• Making the whole procedure as open as possible, to ensure that all candidates understand
why decisions have been taken and, where they wish, to obtain meaningful feedback.
• Enabling demonstration of robust, transparent processes and thereby providing a basis for
defense in the event of challenge.

There are seven main stages to the procedure:

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  Pre-advertisement
 placing advertisements and dealing with enquiries and applicants
 short-listing
 interviewing and selection
 Post-selection procedures
 Induction
 monitoring

Analyzing Your Workplace:

To assist you analyze your workplace to identify recruitment or selection issues for women, we
suggest you:
• revisit your workforce profile to find where your female employees are.
• consult with your employees.
• examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures

• Put in place a policy requiring recruitment and selection processes to select the best
person for the job.
• Develop a quality, consistent process for recruitment that delivers diverse recruits.
• Have a recruitment strategy that links to your business plan, and to a strategy to retain
employees.

Reviewing Recruitment and Selection Opportunities

• Monitor each stage of the recruitment process to identify any practice that may
disadvantage some candidates.
• Investigate whether women have equal opportunity in the recruitment and selection
process by collecting information on the numbers of men and women:
 applying for positions
 being short-listed
 being interviewed
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  being appointed, and
 Survey staff about their perception of equity in recruitment procedures.
• Consider collecting diversity information as part of the process. There could be a pool of
diverse candidates you’re not reaching or unnecessarily excluding.

Reviewing Job Descriptions:

• Ensure all job profiles/descriptions reflect the real requirements of the job, rather than
describing the person who filled that job previously.
• Write job profiles in language that encourages both men and women to apply – including
women of and Differing backgrounds. For example, avoid use of jargon and acronyms
that tend to be exclusive.

CHAPTER: II

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 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

 To find the Recruitment and Selection System in the organization.

 To study the process of intake of employees with relation to Experience, Communication
skills and Qualification in the organization

LIMITATIONS OF THE STUDY

 The study is focused only in Royal Sundaram Alliance Insurance Company Ltd
 Thus the respondents are not come forward to provide their feedback regarding their
organization than the result is bias.
 In this study the sample size is 20. The result might vary when the sample size values
changes it.

METHODOLOGY

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INTRODUCTION

Research in common parlance refers to a search for knowledge. The advanced learner’s
dictionary of current English lays down the meaning of research as “a careful investigation of
enquiry specially through search for new facts in any branch of knowledge.”

The systematic approach concerning generalization and the formulation of a theory is

also research. The purpose of research is to discover answers to questions through the application
of scientific procedures.

RESEARCH DESIGN

“A research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure.”
- JOHN.W.BEST

Research may be defined as “any organized inquiry designed and carried out to provide
information for solving a problem”.

- EMORY

“Research is essentially an investigation, a recording and an analysis of evidence for the purpose
of gaining knowledge”.

- ROBERT ROSS

DESCRIPTIVE RESEARCH DESIGN

 Descriptive research design studies are those studies, which are concerned with
describing the character of a group.
The researcher makes a plan of the study his research work. That will enable the researcher to
save and resources such a plan of study or blue print or study is called a research design.

DATA COLLECTION

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The study was based on questionnaire method. The study was about the Recruitment and
Selection System.

There are two types of data collection:

 Primary data
 Secondary data
Primary data

The primary data are those, which are collected a fresh and for the first time happen to be
original in character. It has been collected through a

Questionnaire and personal interview

Secondary data

Secondary data are those which have already been collected by someone else and which
have already been passed through the stratified process. It has collected through the books,
journals & Internet.

RESEARCH INSTRUMENT

 Questionnaire containing both closed and open ended questions.

SAMPLE DESIGN:

Population

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  It covers the 30 employees working in RSA Insurance Company Ltd, Chennai.

SAMPLE UNIT

 Sample unit is 30 RSA Insurance Company Ltd, Chennai.

 Total Employee strength of the particular branch is above eighty.

SAMPLE PROCEDURES

 In this study convenient sampling method was adopted. First the each
organization was divided into different departments like Operations, Customer
Services, Human Resources, Internet Marketing and under writing departments.
From this department, the respondents were selected on the basis of convenience.

CONTACT METHOD

 Respondents were contacted personally.

INTERVEIW SCHEDULE

 The interview schedule has been used to collect the data. Information can be
gathered even when the respondents happen to be literate or illiterate.

TABULATION

 It is the arrangement of classified data in an orderly manner. This involves

creating table for recording the filled in interview schedule. These tables are of
immense help to analysis by using the statistics tools help to analysis by using the
statistical tools.

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SCALING TECHNIQUES

 Questionnaire was framed on attitude scale having 5-point scales and two point
scale.
PERIOD OF STUDY

 The study was conducted for period of 60 days.

TOOLS USED FOR ANALYSIS

Simple percentage analysis

 It is simple analysis tool. In this method, based on the opinions of the respondents,
percentage and bar chart is calculated for the respective scales of each factor.
Formula:

Simple percentage = No of Respondents

Total No of Sample Size

CHI- SQUARE TEST:

As a non parametric test chi-square can be used be to determine if categorical data

shows dependency or the two classifications are independent. It is generally used to test the
significance of association between two variables.

In chi-square test first a null hypothesis is formed that there is no significance

relation between the two given attributes. The calculated chi-square value is less than the
theoretical value. We accept the null hypothesis as valid. Otherwise reject the null hypothesis and
accept the alternative hypothesis.

Ho: Null Hypothesis

Ha: Alternative Hypothesis

Chi- square is a measure for comparing variance studies.

Formula:

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Where,

O = is the observed frequency, and

E = is the expected frequency

Expected frequency (E) = Row Total *Column Total/Grand Total.

Degree of freedom = (R – 1)*(c -1)

Where,

R = Number of Rows

C = Number of Columns

CHAPTER: III
ABOUT THE INDUSTRY

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 developments in the Indian
insurance sector reveals the 360-degree turn witnessed over a period of almost two centuries.

A brief history of the Insurance sector

The business of life insurance in India in its existing form started in India in the year 1818 with
the establishment of the Oriental Life Insurance Company in Calcutta.

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Some of the important milestones in the life insurance business in India are:

• 1912: The Indian Life Assurance Companies Act enacted as the first statute to regulate
the life insurance business.
• 1928: The Indian Insurance Companies Act enacted to enable the government to collect
statistical information about both life and non-life insurance businesses.
• 1938: Earlier legislation consolidated and amended to 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, viz. LIC Act, 1956,
with a capital contribution of Rs. 5 crore from the Government of India.

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

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

• 1907: The Indian Mercantile Insurance Ltd. set up, the first company to transact all
classes of general insurance business.
• 1957: General Insurance Council, a wing of the Insurance Association of India, frames a
code of conduct for ensuring fair conduct and sound business practices.
• 1968: The Insurance Act amended to regulate investments and set minimum solvency
margins and the Tariff Advisory Committee set up.
• 1972: The General Insurance Business (Nationalization) Act, 1972 nationalized the
general insurance business in India with effect from 1st January 1973.
• 107 insurers amalgamated and grouped into four companies’ viz. the National Insurance
Company Ltd., the New India Assurance Company Ltd., the Oriental Insurance Company
Ltd. and the United India Insurance Company Ltd. GIC incorporated as a company.

Indian Insurance Industry:

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Insurance may be described as a social device to reduce or eliminate risk of life and property.
Under the plan of insurance, a large number of people associate themselves by sharing risk,
attached to individual.
The risk, which can be insured against include fire, the peril of sea, death, incident, & burglary.
Any risk contingent upon these may be insured against at a premium commensurate with the risk
involved.
Insurance is actually a contract between 2 parties whereby one party called insurer undertakes in
exchange for a fixed sum called premium to pay the other party happening of a certain event.
Insurance is a contract whereby, in return for the payment of premium by the insured, the
insurers pay the financial losses suffered by the insured as a result of the occurrence of
unforeseen events.
With the help of Insurance, large number of people exposed to a similar risk makes contributions
to a common fund out of which the losses suffered by the unfortunate few, due to accidental
events, are made good.

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 recommend its future
direction.

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 an important part of the overall
financial system where it was necessary to address the need for similar reforms…"

In 1994, the committee submitted the report and some of the key recommendations included:

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1) Structure

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

• Government should take over the holdings of GIC and its subsidiaries so that these
subsidiaries can act as independent corporations.
• All the insurance companies should be given greater freedom to operate.

2) 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.

3) Regulatory Body

• The Insurance Act should be changed.

• An Insurance Regulatory body should be set up.
• Controller of Insurance (Currently a part from the Finance Ministry) should be made
independent.

4) Investments

• Mandatory Investments of LIC Life Fund in government securities 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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5) Customer Service

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

• Insurance companies must be encouraged to set up unit linked pension plans.
• Computerization of operations and updating of technology 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 decided to allow
competition in a limited way by stipulating the minimum capital requirement of Rs.100 crores.
The committee felt the need to provide greater autonomy to insurance companies in order to
improve their performance and enable them to act as independent companies with economic
motives. For this purpose, it had proposed setting up an independent regulatory body.

MAJOR POLICY CHANGES

Insurance sector has been opened up for competition from Indian private insurance companies
with the enactment of Insurance Regulatory and Development Authority Act, 1999 (IRDA Act).
As per the provisions of IRDA Act, 1999, Insurance Regulatory and Development Authority
(IRDA) was established on 19th April 2000 to protect the interests of holder of insurance policy
and to regulate, promote and ensure orderly growth of the insurance industry. IRDA Act 1999
paved the way for the entry of private players into the insurance market which was hitherto the
exclusive privilege of public sector insurance companies/ corporations. Under the new
dispensation Indian insurance companies in private sector were permitted to operate in India with
the following conditions:

• Company is formed and registered under the Companies Act, 1956;

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 • The aggregate holdings of equity shares by a foreign company, either by itself or through
its subsidiary companies or its nominees, do not exceed 26%, paid up equity capital of
such Indian insurance company;
• The company's sole purpose is to carry on life insurance business or general insurance
business or reinsurance business.
• The minimum paid up equity capital for life or general insurance business is Rs.100
crores.
• The minimum paid up equity capital for carrying on reinsurance business has been
prescribed as Rs.200 crores.

The Authority has notified 27 Regulations on various issues which include Registration of
Insurers, Regulation on insurance agents, Solvency Margin, Re-insurance, Obligation of Insurers
to Rural and Social sector, Investment and Accounting Procedure, Protection of policy holders'
interest etc. Applications were invited by the Authority with effect from 15th August, 2000 for
issue of the Certificate of Registration to both life and non-life insurers. The Authority has its
Head Quarter at Hyderabad.

Insurance companies:

IRDA has so far granted registration to 12 private life insurance companies and 9 general
insurance companies. If the existing public sector insurance companies are included, there are
currently 13 insurance companies in the life side and 13 companies operating in general
insurance business. General Insurance Corporation has been approved as the "Indian reinsurer"
for underwriting only reinsurance business. Particulars of the life insurance companies and
general insurance companies including their web address is given below

Indian Insurance sector touted to record a 18% growth

According to K N Bhandari, the Secretary General of General Insurance Council, India's general
insurance sector is slated to grow at a 18% rate in 2008. The comparable figure for 2007 was
13%. As per Mr. Bhandari, the present market value of the Indian general insurance sector is Rs
30,000-crore. The current penetration level of the Indian insurance sector is 0.65 %.

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The Indian urban sector is a significant contributor to the general insurance market. In
comparison, contribution from rural India is small. Efforts are afoot to capture the dormant rural
market via strategies like awareness generation, institutional marketing and e-marketing.

LIFE INSURERS Websites

Public Sector
Life Insurance Corporation of India www.licindia.com
Private Sector
Allianz Bajaj Life Insurance Company Limited www.allianzbajaj.co.in
Birla Sun-Life Insurance Company Limited www.birlasunlife.com
HDFC Standard Life Insurance Co. Limited www.hdfcinsurance.com
ICICI Prudential Life Insurance Co. Limited www.iciciprulife.com
ING Vysya Life Insurance Company Limited www.ingvysayalife.com
Max New York Life Insurance Co. Limited www.maxnewyorklife.com
MetLife Insurance Company Limited www.metlife.com
Om Kotak Mahindra Life Insurance Co. Ltd. www.omkotakmahnidra.com
SBI Life Insurance Company Limited www.sbilife.co.in
TATA AIG Life Insurance Company Limited www.tata-aig.com
AMP Sanmar Assurance Company Limited www.ampsanmar.com
Dabur CGU Life Insurance Co. Pvt. Limited www.avivaindia.com
GENERAL INSURERS
Public Sector
National Insurance Company Limited www.nationalinsuranceindia.com
New India Assurance Company Limited www.niacl.com
Oriental Insurance Company Limited www.orientalinsurance.nic.in
United India Insurance Company Limited www.uiic.co.in
Private Sector
Bajaj Allianz General Insurance Co. Limited www.bajajallianz.co.in
ICICI Lombard General Insurance Co. Ltd. www.icicilombard.com
IFFCO-Tokyo General Insurance Co. Ltd. www.itgi.co.in
Reliance General Insurance Co. Limited www.ril.com
Royal Sundaram Alliance Insurance Co. Ltd. www.royalsun.com
TATA AIG General Insurance Co. Limited www.tata-aig.com
Cholamandalam General Insurance Co. Ltd. www.cholainsurance.com
Export Credit Guarantee Corporation www.ecgcindia.com
HDFC Chubb General Insurance Co. Ltd.
REINSURER
General Insurance Corporation of India www.gicindia.com

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Protection of the interest of policy holders:

IRDA has the responsibility of protecting the interest of insurance policyholders. Towards
achieving this objective, the Authority has taken the following steps:

• IRDA has notified Protection of Policyholders Interest Regulations 2001 to provide for
policy proposal documents in easily understandable language; claims procedure in both
life and non-life; setting up of grievance redressal machinery; speedy settlement of
claims; and policyholders' servicing. The Regulation also provides for payment of interest
by insurers for the delay in settlement of claim.
• The insurers are required to maintain solvency margins so that they are in a position to
meet their obligations towards policyholders with regard to payment of claims.
• It is obligatory on the part of the insurance companies to disclose clearly the benefits,
terms and conditions under the policy. The advertisements issued by the insurers should
not mislead the insuring public.
• All insurers are required to set up proper grievance redress machinery in their head office
and at their other offices.
• The Authority takes up with the insurers any complaint received from the policyholders
in connection with services provided by them under the insurance contract.

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 CHAPTER: IV

ABOUT THE COMPANY

(ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY LTD.)

CORPORATE OFFICE ADDRESS

Royal Sundaram Alliance Insurance Company Limited
Tel: 91-44-28517387 / 91-44-42227373
Fax: 91-44-28517376
Email: customer.services@royalsundaram.in
Sundaram Towers 45 & 46, Whites Road, Chennai 600 014

Royal Sundaram Alliance Insurance Company Limited has been at the forefront of
providing innovative insurance solutions for you, your family and business. The Company
became the first private insurer in the country to be licensed post privatization in 2001. Since
then The Company have been innovating constantly for our customers. Like being the first to
offer cashless hospitalization, the first to offer segment specific business solutions, first to offer
cobranded credit cards, first to introduce industry-specific proposition.

Our product range is designed to provide extra cover to a varied range of customers
starting from the common man to corporate conglomerates. You can reach us directly and also
through our partners, agents, and brokers. The Company does business in over 150 cities through
a combination of our own branches and those of our partners.

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Royal Sundaram brings to you the golden heritage and reliability of Sundaram Finance
(AAA), one of the most respected non-banking financial institution in India, and RSA (Royal
&SunAlliance), one of the oldest and the second largest general insurer in the UK.
The coming together of these two financial giants allows us to offer you the best global practices
in insurance industry, innovation in terms of products and services, and unmatched, personalized
customer service.

About RSA (Royal &SunAlliance)

With an almost 300 year heritage, RSA is one of the world’s leading multinational quoted
insurance groups. It has the capability to write business in over 130 countries and with major
operations in the UK, Scandinavia, Canada, Ireland, Asia and the Middle East and Latin
America. Focusing on general insurance, it has around 22,000 employees and, in 2007,its net
written premiums were £5.8bn.

GROUP OF COMPANIES:

About Sundaram Finance

Sundaram Finance, a Triple A rated Non-Banking Finance Company, is one of the most respected
financial services companies in India. The Sundaram Finance group’s operations span Vehicle
finance, Home mortgages, Asset management, General Insurance, Business process outsourcing,
IT solutions and distribution of financial products. Sundaram Finance has a network of over 320
branches across India with over 2,500 employees.

NEWS RELEASE Thursday, August 02, 2007

PROFILE: MD Mr. AJAY BIMBHET

Royal Sundaram today announced that Ajay Bimbhet will be joining as its Managing Director.
The necessary approval from IRDA has been received.

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This move follows current Managing Director Antony Jacobs appointment as the Regional
Finance Director - Asia & Middle East, Royal & SunAlliance. Antony will continue to be a non-
Executive Director on the Board of Royal Sundaram.

GK Raman, Chairman, Royal Sundaram commented: We are delighted that Ajay is joining us at
this exciting period. We are confident that he will be able to build on the strong foundation that
has been established over the past few years and deliver profitable growth for Royal Sundaram.

For Royal & SunAlliance, Paul Whittaker, CEO of Emerging Markets said: Ajay is a great choice
for our Indian business and has an excellent track record of developing financial service
businesses in the region. I am confident he will lead the operation into the next phase of its
growth. He shares our vision of a rapidly expanding franchise in one of the world''''''''''''''''s most
exciting insurance markets

RECENT ACHIEVEMENTS by RSA:

 The FOS (fleet on street) team has covered 1500 Health Insurance policies in a span of
one week time in the month of July 2009 and set a record in this sector.
 The WRO region had acclaimed the Motor Insurance policy of RSTC (Rajasthan State
Transport Corporation) and the same has achieved revenue of Rs. 16 Cr. In the month of
July 2009.

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ORGANIZATIONAL
STRUCTURE

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DEPARTMENTS OF ROYAL SUNDARAM:
 HUMAN RESOURCES DEPARTMENT
 OPERATIONS DEPARTMENTS
 CLAIMS AND UNDERWRITERS
 CUSTOMER SERVICES DEPARTMENTS
 INTERNET MARKETING

BUSINESS REGIONS:
 WRO – Western Region
 NRO – Northern Region
 SRO – Southern Region
 ERO – Eastern Region

BUSINESS CHANNELS: (See figure)

 Open Market Channel
 Affinity Channel
 Renewal Retention Channel
 Open Market Telemarketing Channel

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FLEET ON STREET

CHAPTER: V

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 ANALYSIS AND INTERPRETATION

TABLE NO: 1

AGE OF THE RESPONDENTS

S.NO DESCRIPTION NO OF PERCENTAGE

RESPONDENTS
%

1.
Below-25 1 3.3

2.
25-30 15 50

3.
30-35 5 16.6

4.
35-40 9 30

TOTAL 30 100

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INTERPRETATION:

The above table depicts that 50% of the respondents are below the age group of 25-30

years age`, 30% of the respondents are comes under the category of 35-40 years age group,

16.6% of the respondents are between the age group of 30-35 years and 1% of the respondents

are comes under category of above below-25 years of age group.

CHART NO: 1

AGE OF THE RESPONDENTS

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S.NO DESCRIPTION NO OF PERCENTAGE
RESPONDENTS
%

1.
Male 18 60

2.
Female 12 40

TOTAL 30 100

TABLE NO: 2

GENDER OF THE RESPONDENTS

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INTERPRETATION:

The above table reveals that 50% of the respondents are male and 50% of the

respondents are female.

CHART NO: 2

GENDER OF THE RESPONDENTS

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 TABLE NO: 3

SALARY PARTICULARS OF RESPONDENTS

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 S.NO DESCRIPTION NO OF PERCENTAGE
RESPONDENTS
%

1.
5000 1 3.3

2.
5000-10000 13 43.3

3.
10000-15000 11 36.6

4.
Above 15000 5 16.6

TOTAL 30 100

INTERPRETATION:

The above table depicts that 43.3% of respondents are earned comes the salary of 5000-

10000, 36.6% of the respondents have got RS 10000-15000 per month, 16.6% are fall in the

income group of above 15000 and 3.3% of the respondents comes under the 5000 level of

category.

CHART NO: 3

SALARY PARTICULARS OF RESPONDENTS

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 TABLE NO: 4

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

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 S.NO DESCRIPTION NO OF PERCENTAGE
RESPONDENTS
%

1.
Scale 5 19 36.33

2.
Scale 4 10 33.3

3.
Scale 3 1 3.

4.
Scale 2 0 0

5.
Scale 1 0 0

TOTAL 30 100

INTERPRETATION:

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 The above table reveals that 36.33% of the respondents are considering about the

importance of communication skills necessary for the selection from the organization.33.3% of

the respondents gave second level of importance to the same. 3. no one of the respondents says

that Communication skills are not important for the selection process. This data interprets that

Communication skills is necessary at all stage of the Recruitment and Selection Process.

CHART NO: 4

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

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S.NO DESCRIPTION NO OF PERCENTAGE
RESPONDENTS
%

1.
Scale 5 18 60

2.
Scale 4 6 20

3.
Scale 3 4 13.33

4.
Scale 2 2 6.66

5.
Scale 1 0 0

TOTAL 30 100

TABLE NO: 5

RESPONDENTS FOR LEADERSHIP QUALITIES

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INTERPRETATION:

The above table reveals that 60% of the employees state that they have proven Leadership
Qualities in them which had given the task of leading a team of members and was given high
responsibility over the job. 20% and 13% of them have given scale 3 and 2 as their priority of
having the Leadership Qualities. No respondents says that they don’t have such qualities hence
everyone has the quality of Leading from the front at different efficiency levels.

CHART NO: 5

RESPONDENTS FOR LEADERSHIP QUALITIES

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 TABLE NO: 6

PRIORITY GIVEN FOR THE QUALIFICATION

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S.NO DESCRIPTION NO OF PERCENTAGE
RESPONDENTS
%

1.
Scale 5 12 40

2.
Scale 4 9 30

3.
Scale 3 7 23.33

4.
Scale 2 2 6.66

5.
Scale 1 0 0

TOTAL 30 100

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INTERPRETATION:
Table 6 reveals that 40% and 30% of the respondents were given priority qualification as the
important aspect of the selection process. This may be due to their job profile given accordingly.
23.3 % of the respondents have given scale 3 as their priority for the qualification. For other the
considerations may be taken in account for technical qualification such as typing skills.
Operations department specifies the technical qualification required for the applicants in the job
description before the interview process.
RSA conduct an online typing test for this particular position.
CHART NO: 6

PRIORITY GIVEN FOR THE QUALIFICATION

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 TABLE NO: 7

JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

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S.NO DESCRIPTION NO OF PERCENTAGE
RESPONDENTS
%

1.
Scale 5 13 43.33

2.
Scale 4 9 30

3.
Scale 3 5 16.66

4.
Scale 2 2 6.66

5.
Scale 1 1 3.33

TOTAL 30 100

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INTERPRETATION:
Table 7 reveals that 43.33% and 30% of the respondents were given priority job knowledge is the
important aspect of the selection process. This may be due to their job profile, designation and
higher responsibility in the organization. 16.66 % of the respondents have given scale 3 as their
priority for the Job Knowledge. For other the considerations may be taken in account for position
and being a new entrant to the profile or organization.

CHART NO: 7

JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

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 TABLE NO: 8

AWARE OF JOB RESPONSIBILITIES

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S.NO DESCRIPTION NO OF PERCENTAGE
RESPONDENTS
%

1.
Scale 5 15 50

2.
Scale 4 8 26.66

3.
Scale 3 5 16.66

4.
Scale 2 2 6.66

5.
Scale 1 0 0

TOTAL 30 100

CHART NO: 8

AWARE OF JOB RESPONSIBILITIES

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RECRUITMENT AND SELECTION SYSTEMS:

Working with Recruitment Providers/Agencies

• When selecting a provider, make a key selection criterion ‘Evidence of sourcing quality,
diverse applicants’.
• Hold your provider accountable for delivering female as well as male applicants.
Increasing the Pool of Applicants:

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 • Communicate vacancies throughout the organization to attract a diverse applicant pool.
• Consider partnerships with key providers (for example, schools, universities and training
companies) to find quality female and male candidates.
• Establish contacts and partnerships with organizations and networks that serve ethnic or
other communities.
• Build Intern programs into these partnerships.
• Offer both female and male employees training, shadowing or cross-skilling opportunities
to develop their skills further.
• Encourage existing staff, including women, to apply for vacancies – this can be a useful
way of encouraging women into non-traditional areas.
• Consider filling the vacancy with high-potential female and male staff eager to broaden
their experience.
• Review the job requirements for essential qualifications. Be prepared to give value to
different kinds of employment and overseas experience in lieu of formal training and
local credentials.
• Be prepared to provide a workplace that accommodates differences in terms of employee
needs and values (e.g., childcare, same-sex benefits, job-sharing, flexible work hours,
etc).
Recruiting Internally
• Advertise the position widely to attract a diverse applicant pool, for example, would
employees on maternity/parental leave have an opportunity to see the advertisement?
• Design internal job advertisements as you would an external job advertisement – to
attract a diverse applicant pool and get the best person for the job. For example, use
inclusive language and images that speak to all candidates.
• Ensure both female and male quality candidates are given equal opportunity to be short-
listed.
• Consider offering both female and male employees the position as a development
assignment.
 Prepare employees to apply for internal positions by:

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  Implementing and monitoring succession planning for both female and
male employees.
 Providing opportunities for both female and male employees to work in
different organizational areas and gain a broad range of work experience.
 Providing female and male unsuccessful candidates with feedback on the
recruitment selection process, and offering development opportunities to
position them well for the next internal recruitment opportunity.
Interviewing
• Ensure that all interviewers are provided with sensitivity/awareness training related to
diversity and gender issues.
• Ensure interview panels consist of people from a range of backgrounds and a good
understanding of the requirements of the job.
• Encourage panel Chairs to challenge and address discriminatory assumptions made by
panel members when deciding on the successful candidate.
• Consider both female and male internal candidates – you may find that their knowledge
and understanding of the business assists them to outperform the external candidates.
Communicating your Policies and Procedures:
• Publicize your recruitment and selection policy widely in the organization.
• Ensure both female and male employees, and employees on long-term leave have access
to the recruitment and selection policy and procedures information.
• Train managers on your recruitment and selection policy and procedures.
• Hold managers accountable for providing equal opportunity in recruitment and selection
by including this requirement in managers’ workplace and performance agreements.
• Encourage managers to lead by example by sourcing and selecting top female candidates.

Successful Recruitment and Selection:

Equality of opportunity can seem quite a complex area, and recruiters and employers may often
look at it from a defensive, legal compliance position. Diversity takes a wider and more positive
outlook. There is still a need to ensure discrimination and stereotyping play no part in the

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recruitment and selection process. But as important is the valuing of difference between people,
and understanding the positive benefits for the University of employing a diverse range of
talented people.

A positive approach to diversity allows you to select the best person for the job based on merit
alone and free from bias on the grounds of factors – such as age, disability, gender or race – that
are not relevant to the person’s ability to do the job.

Employers taking this approach are more likely to be seen as fair, positive and progressive places
to work by the diverse society of which they are a part.
“Everyone is different and unless employers take diversity seriously they will fail to recruit,
retain and engage the commitment of the talent needed to sustain and improve performance”

Despite a growing emphasis on positive approaches, legal issues should nevertheless be taken
seriously. An increasing number of specific areas of discrimination are now covered by
legislation. Decisions that fall foul of the law can be not only costly for the University in terms of
bad publicity and financial penalties, but also time-consuming and stressful for the individuals
involved – and that could be you!
You don’t need to be an expert on anti-discrimination legislation and case-law but you do need to
understand:
• the principles of what constitutes direct and indirect discrimination in the recruitment
process; and
• Why a positive approach to diversity is the best way to avoid problems and attract a
wider range of suitable candidates.
• Following the principles and practices outlined in this guide will help you to put this into
practice. You may also find it useful to consider some specific actions to avoid
discrimination and adopt a positive approach to diversity.

Screening Applications
• Based on qualitative or quantitative short listing
• Service record should be consulted before short listing internal candidates.

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 • Consideration may be given for gender/diversity balance
• Screening process may be conducted in accordance
• With benchmark (required skills, competencies,
• Education and experiences) for each position.

Short-listing
• Short-listing is the vital first stage in the selection process. Measuring how candidates
match up to your selection criteria at this stage is crucial to enable you to objectively
assess which of the candidates you wish to consider further in the next part of the
selection process, generally the interview stage. Careful short-listing is particularly
important when you have a large number of applicants.
• Ideally, everyone who is part of the selection panel should be involved in the short-listing
process either together or independently. However, if this is not practicable, at least two
members of the interview/final assessment panel should be involved. There are two types
of internal applicants who must be short-listed if they meet the essential criteria for the
vacancy (in both cases this will be clearly indicated by a covering letter from Personnel
Services)

Written test
• Must set questions by taking inputs from interview panel.
• Final question should prepare and write out by trusted person.
• Confidentiality must be ensured
• Type of questions will depend on the level of position,
• Generally, questions should be on core business, on management-related issues and job
specifies.

Interview panel
• May consist of 3 to 5 experience persons.

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 • Have adequate knowledge
• Have specific skills and competencies
• At least one woman may participate
• Line manager or his/her designate and HRM
• Representative’s participation is mandatory.

Recruitment of Operations Executives:

 Operations Executives are employed through various methods of Sourcing.
 RSA uses internal job postings for receiving online applications.
 The applications were generated based on their Qualification and Experience and
other skills.
 Preliminary Interviews were conducted to shortlist the candidates.
 Applications were also received from the Recruitment service agents and through
reference by word of mouth.
 The candidate has to undergo an online typing test / speed test with the company
wherein the department needs candidates who can type a maximum of 35 WPM
(words per minute).
 Finally an oral test is conducted for processing the candidates’ application.

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The legislation

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Equal Pay Act 1970
• First introduced the principle that it is unlawful for employers to discriminate between
men and women in the terms and conditions of their contract of employment.
• Applies equally to men and women.
Sex Discrimination Act 1975
• This Act is the principal legislation for gender and marital status, with some additional
provisions in later Regulations.
• The Act makes it unlawful to discriminate on the grounds of gender and marital status in
relation to access to employment, vocational training, promotion and other terms and
conditions of employment.
Any unfavorable treatment on the grounds of pregnancy, childbirth or maternity and paternity
leave would constitute sex discrimination.
• Applies equally to men and women.
• Includes some very limited circumstances where it is legal to employ only a particular
gender on the grounds of the type or circumstances of the work (termed a Genuine
Occupational Qualification) e.g. certain health or prison work providing a special service
to people of one gender.
• No qualifying period – protection begins from day one of employment and is also applied
to job applicants.

Race Relations Act 1976

Race Relations Act (Amendment) Regulations 2003
• The Act makes it unlawful to discriminate on the grounds of ethnic, racial or national
group in relation to access to employment, vocational training, promotion and other terms
and conditions of employment.
• Applies equally to all ethnic, racial or national groups Includes some very limited
circumstances where it is legal to restrict employment to those of a particular race, ethnic
or national group on the grounds of the type or circumstances of the work (termed a
Genuine Occupational Qualification)

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 • No qualifying period – protection begins from day one of employment and also applies to
job applicants.

Disability Discrimination Act 1995

Disability Discrimination (Amendment) Act 2003

• The act makes it unlawful to discriminate on the grounds of a disability in relation to

employment (although the scope of the Act is much wider than just employment).
• It covers a wide range of mental or physical conditions with a substantial or long-term
adverse effect on a person’s ability to carry out normal day-to-day activities.
• As well as direct discrimination, the Act also covers less favorable treatment – treating
a person with a disability less favourably for a reason related to their disability where
such treatment cannot be justified.
• Discrimination or less favorable treatment cannot be justified where the employer has
failed to make a reasonable adjustment to the working environment, arrangements or
conditions.
• The definition of reasonable pertains to how effective, practical and costly the adjustment
would be in relation to the resources and support available to the employer.

Thinking about your needs:

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Before embarking on the recruitment process it is vital to put some thought into what your needs
are and the best way to meet them. This should involve considering a number of questions with
colleagues in your team, your line manager or your Faculty Personnel Manager,1 such as:
• If this is a new role, what are the main job purpose and objectives, responsibilities and
tasks and what sort of experience skills and attributes will you be looking for?
• If this is an existing role, are there any changes that need to be made to the tasks and
responsibilities to ensure the job will be fully effective? Rather than recruiting a new
person, are there opportunities for developing the skills and experience, or redesigning
the jobs of, existing staff?
• Are there people in your department or related departments who are at risk of redundancy
and seeking redeployment who may be potentially suitable for the role?
• If so then they will need to be considered for the role prior to advertising.

Deciding on the most appropriate selection methods

• A well-planned and structured interview process is an adequate way of helping you to
select the most appropriate candidate. However, it is more effective if used alongside
other selection methods. Whichever selection methods are used, it is important to ensure
that:
• The methods chosen are appropriate to the job and will provide added value in assessing
the best candidate. For example, it would not be appropriate or useful to ask candidates
for a more junior clerical role to give a presentation.
• The panel is clear as to how the method used relates back to the selection criteria and how
performance will be assessed;
• The selection process is clearly defined to all the candidates in advance and consistently
applied to all.
• Remember that using a range of selection methods will increase the level of forward
planning involved and will often require someone from outside the selection panel to
coordinate the exercises during the day.

CHI-SQUARE TEST

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 TABLE NO: 9

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFIACTION:-

This tool is used to identify the significance difference between Qualification and
Communication.

The Result will show whether communication or Qualification is the most considered factor
during the Recruitment and Selection Process.

Qualification (5) (4) (3) (2) (1) Row

Total
Post 5 4 1 1 0 11
Graduation
Under 4 2 1 0 0 7
Graduation
Diploma 2 1 1 0 0 4

Below 3 2 1 1 1 8
Graduation
14 9 4 2 1 30
Column Total

NULL HYPOTHESIS:-

Ho: There is no significant relationship between Communication and Qualification.

ALTERNATIVE HYPOTHESIS:-

Ha: There is significant relationship between Communication and Qualification.

CHART NO: 9

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFIACTION

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Chi-square test

Expected frequency (E) = Row Total * Column Total/ Grand Total

S.No O E (O-E) (O-E)² (O-E)²/E

1 5 5.13 0.13 0.018 0.003
2 4 3.30 0.70 0.490 0.148

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 3 1 1.47 0.47 0.218 0.148
4 1 0.73 0.27 0.071 0.097
5 0 0.37 0.37 0.134 0.367
6 4 3.27 0.73 0.538 0.165
7 2 2.10 0.10 0.010 0.005
8 1 0.93 0.07 0.004 0.005
9 0 0.47 0.47 0.221 0.473
10 0 0.23 0.23 0.053 0.227
11 2 2.33 0.33 0.109 0.047
12 1 1.50 0.50 0.250 0.167
13 1 0.67 0.33 0.111 0.167
14 0 0.33 0.33 0.109 0.327
15 0 0.17 0.17 0.029 0.173
16 3 3.73 0.73 0.533 0.143
17 2 2.40 0.40 0.160 0.067
18 1 1.07 0.07 0.005 0.005
19 1 0.53 0.47 0.218 0.408
20 1 0.27 0.73 0.538 2.017
∑ = 5.157

Calculated value ∑ = 5.157

TABLE VALUE:-

5% level of significance = 0.05

Degree of freedom = (row-1) * (coiumn-1)

= (5-1)*(4-1)

= 4*3

= 12

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Table value at degree of freedom 12 is = 21.026

INTERPRETATION:-

Hence the calculated value is less than the table value. So accept the null
hypothesis here there is no significant relationship between Communication and Qualification.

CHAPTER VI

6.1. FINDINGS
 Majority of the respondents come under the age group of 25-30.
 In the 30 respondents 50% of the respondents are male and 50% of the respondents are
female.
 50% of the respondents have got the experience of 5-10 years.
 46.3% of the respondents are getting the salary range between 8000-10000.
 100% of the respondents are getting the on the job training.
 Majority of the respondents are satisfied with their present salary.
 60% of the respondents are satisfied with the incentive scheme

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 50% of the respondents are aware with the Job responsibility.
 43.33% of the respondents have the Job knowledge before the assignment of a particular
job.
 60% of the respondents believe that they possess the Leadership qualities in them which
will be the major consideration for the selection process.
 40% of the sample size reveals that qualification is an important factor in the process of
Recruitment and Selection
 Majority of the respondents are satisfied with their relationship between the top level
management and the low level management.
 80% of the respondents feels the communication must be improved Majority of the
respondents are satisfied with the working condition.
 80% of the respondents agree that communication plays a major role in the selection
process
 56.6% of the respondents are good with their communication skills
 63.3% of the respondents have opinion saying that they are satisfied with the safety
measures provided by the organization.
 45% of the respondents have neutral opinion about the grievances handling procedure by
the organization.

RECOMMENDATIONS

• The organization should provide or set up a communication lab for the benefit of the
fresher and existing employees that makes a career development and new opportunity to
grow up in the organization.
• This increases the employee morale and helps to attain the target.
• Communication classes should be conducted timely to all employees should be followed
by organization.
• Refresher courses may organize intermittently for all employees in the rank and file
category to relive job fatigue and monotony of every day work life. So employees can
gain skills by Communication.

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 • Candidates who enter into the Job Market must make sure that their efficiency in
Communication is up to the expectation of an organization which will make them to go
through the Recruitment and Selection system of Royal Sundaram Alliance Insurance
Company.
• The respondents in the corporate exhibits that communication skills are necessary for all
the employees from different channels.
• FOS (Fleet on street) Team should be made involved to pass through more
communication classes from language experts.
• The company should allot funds to create a communication laboratory for the beneficiary
of all the employees.

CONCLUSION

In the present competitive & dynamic environment, it has become essential for
organization to build and sustainable.

In competitive advantage, the Communication skill set has assumed more importance
than even before. Dynamic and growth-oriented organization recognizes Communication as an
important aspect of the Recruitment and Selection system for managerial function in a rapidly
changing and economic environment.

Insurance industries should possess a valuable work force with good communication skill sets to
get a good deal or business from their customers. In this sector the Open Market channel is the

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main source of revenue for the company for which they should be able to communicate well with
their clients. Then the company can reach its profitability and objectives easily.

The company should take the suggestions and ideas from the employees and can conduct
and examine the communication skill set within the employees. So that they can analyze the need
and act accordingly for a better result and the growth of its own and valuable workforce

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