A PROJECT REPORT

ON
Recruitment and Selection at AVIVA LIFE INSURANCE
SUBITTE! TO
UNIVERSIT" OF PUNE
B"
SAU"A E#TA
$P$$ % IIIrd Seme&ter
'())*+),-
CERTIFICATE
This is to certify that Saum.a e/ta student of SIN#0A! INSTITUTE OF
BUSINESS A!INISTRATION 1 RESEARC#2 Pune has completed her field work
report at AVIVA Life Insurance on the topic of Recruitment and Selection and has
submitted the field work report in partial fulfillment of MASTE I! "ES#!!EL
MA!A$EME!T of the %!IVESIT& #' "%!E for the academic year ())*+),
She has worked under our -uidance and direction. The said report is based on bonafide
information.
r$ Anil
C/and
Pro3$ R
0ane&an
Pro4ect 0uide !irector
!ate5+
Place5+
SI!/$A0 I!STIT%TE #' 1%SI!ESS A0MI!ISTAATI#!
A!0
ESEA2/3 4#!0/5A 6147
!ECLARATION
I hereby declare that the pro8ect titled ecruitment and Selection is an ori-inal piece of
research work carried out by me under the -uidance and super9ision of Mr. Anil 2hand.
The information has been collected from -enuine : authentic sources. The work has been
submitted in partial fulfillment of MASTE I! "ES#!!EL MA!A$EME!T of "une
%ni9ersity$
Place5
!ate5 Saum.a e/ta
AC6NO7LE!0EENT
The 8oy of in-enuity;;; This is doubtlessly what this pro8ect is about. 1efore -ettin- to
brass tacks of thin-s. I would like to add a heartfelt word for the people who ha9e helped
me in brin-in- out the creati9eness of this pro8ect.
To commence with thin-s I would like to take this opportunity to -ratefully and humbly
thank to Mr. Vishal 2haddha3 "ro8ect -uide3 AVIVA life insurance3 4anpur3 for bein-
appreciati9e enou-h by -i9in- me an opportunity to undertake this pro8ect in AVIVA Life
insurance
espected -uide r Anil C/and2 'aculty3 Sin/8ad In&titute o3 Bu&ine&&
Admini&tration and Re&earc/2 "une for his undeterred -uidance for the completion of
the report.
a4$ 0en$ 'Retd$- #ar&/ C$ 0an8oli Senior !irector and Pro3$ R$ 0ane&an2 !irector2
Sin/8ad In&titute o3 Bu&ine&& Admini&tration and Re&earc/2 "une3 for his
continuous support3 encoura-ement and support.
My parent s need special mentions here for their constant support and love in my life.
I also thank my friends and well wishers3 who ha9e pro9ided their whole hearted support
to me in this e<ercise. I belie9e that this Endea9or has prepared me for takin- up new
challen-in- opportunities in future.
E9ecuti:e Summar.
The project titled RECRUITMENT AND SELECTION Undertaken in AVIVA lie
insurance.
AVIVA is a %4 based insurance -roup. It has a lon- history datin- back to =,>? and has a
8oint 9enture with 0A1% -roups. A:i:a /old& a (* ;er cent &ta<e in the 8oint 9enture
and the !a=ur 8rou; /old& t/e =alance >? per cent share.
It is one of the leadin- pro9iders of life and pensions products to Europe and has
substantial businesses elsewhere around the world.
The project report is about recruitment and selection process that s an important part of
any or-ani@ation. 5hich is considered as a necessary asset of a companyA In fact3
recruitment and selection -i9es a home -round to the or-ani@ation acumen that is needed
for proper functionin- of the or-ani@ation. It -i9es a or-ani@ational structure of the
company. It s a methodology in which the particular organization wor ks
and how a new candidate could be recruited in such a way that heBshe would be fitted for
the ri-ht kind of career.
There are two types of factors that affect the ecruitment of candidates for the company
=CInternal factors
(CE<ternal factors
The ob8ecti9e of selection decision is to choose the indi9idual who can most successfully
perform the 8ob from the pool of Dualified candidates. Selection process or acti9ities
typically follow a standard patter3 be-innin- with an initial screenin- inter9iew and
concludin- with final employment decision.
IN!E@
To;ic Pa8e num=er
Introduction (+>
#b8ecti9e E
esearch Methodolo-y *+F
2ompany "rofile =)+(?
Literature Sur9ey (*+EE
My 8ob at AVIVA EF+E,
0ata Analysis *)+*E
'indin-s *F
2onclusion *G
Su--estions F=
1iblio-raphy F>
+
Anne<ure
INTRO!UCTION
INTRO!UCTION
/uman esource is a basic need of any work to be done. Accordin- to ARTHUR
LEWIS:
There are great differences in development between
countries which seem to have roughly equal resources, so it is
necessary to enquire into the difference in human behaviors
The project report i! all a"o#t recr#it$ent and !election proce!! that ! an i$portant part
of any or-ani@ation.
ecruitment hi-hli-ht! each applicant ! !kill!% talent! and e&perience'
Their selection in9ol9es de9elopin- a list of Dualified candidates3 definin- a selection
strate-y3 identifyin- Dualified candidates3 thorou-hly e9aluatin- Dualified candidates and
selectin- the most Dualified candidate.
It is said if ri-ht person is appointed at ri-ht place the half work has been done. In this
pro8ect I ha9e tried to co9er all the important point that should be kept in mind while
recruitment and selection process and ha9e conducted a research study throu-h a
Duestionnaire that I -ot it filled with all the sales mana-ers of the AVIVA life insurance
4anpur and tried to find out which methods and 9arious other information related to
recruitment and selection and tries to come to a conclusion at what time mostly the
manpower planning is don t , what the various method used for recruiting the candidates
and on what basic the selections is done.
A9i9a India has a well+articulated eDual opportunity policy3 which lays stron- emphasis
on hirin- of indi9iduals irrespecti9e of a-e3 race3 caste or -ender. As a best practice in
recruitment.
OBJECTIVE
OBJECTIVE
=. To study the recruitment and selection procedure followed in AVIVA LI'E
I!S%A!2E
(H To study the 9arious sources of recruitment followed in AVIVA.
>H To learn what is the process of recruitment and selection that should be followed.
?H To search or headhunt people whose skill fits into the company s values.
RESEARC#
ET#O!OLO0"
REASERC# ET#O!OLO0"
In e9eryday life human bein- has to face many problems 9i@. social3 economical3
financial problems. These problems in life call for acceptable and effecti9e solutions and
for this purpose3 research is reDuired and a methodolo-y applied for the solutions can be
found out.
esearch was carried out at AVIVA LI'E I!S%A!2E "9t .Ltd to find out the
ecruitment and selection process.
!ATA COLLECTION5
Primar. !ata5
"rimary data was collected throu-h sur9ey method by distributin- Duestionnaires to
branch mana-er and other sales mana-er. The Duestionnaires were carefully desi-ned by
takin- into account the parameters of my study.
Secondar. !ata5
0ata was collected from books3 ma-a@ines3 web sites3 -oin- throu-h the records of the
or-anisation3 etc. It is the data which has been collected by indi9idual or someone else for
the purpose of other than those of our particular research study. #r in other words we can
say that secondary data is the data used pre9iously for the analysis and the results are
undertaken for the ne<t process.
COPAN" PROFILE
#ISTOR"
Aviva is ! s largest and the world s fifth lar-est insurance $roup. It is one of the
leadin- pro9iders of life and pensions products to Europe and has substantial businesses
elsewhere around the world. 5ith a history datin- back to =*G*3 A9i9a has a ?) million+
customer base worldwide. It has more than I>FF billion of assets under mana-ement.
In India3 A9i9a has a lon- history datin- back to =,>?. At the time of nationali@ation it
was the lar-est forei-n insurer in India in terms of the compensation paid by the
$o9ernment of India. A9i9a was also the first forei-n insurance company in India to set
up its representati9e office in =GGE.
In India3 A:i:a /a& a 4oint :enture Ait/ !a=ur3 one of IndiaJs oldest3 and lar-est $roup
of companies. A professionally mana-ed company3 !a=ur i& t/e countr.B& leadin8
;roducer o3 traditional /ealt/ care ;roduct&$
In accordance with the -o9ernment re-ulations A:i:a /old& a (* ;er cent &ta<e in the
8oint 9enture and the !a=ur 8rou; /old& t/e =alance >? per cent share.
26%
DABUR
AVIVA
74%
5ith a stron- sales force of o9er (,3))) 'inancial "lannin- Ad9isers 6'"As73 A9i9a has
initiated an inno9ati9e and differentiated sales approach to the business. Throu-h the
(inancial )ealth Check *()C+ A,i,a ! !ale! orce ha! "een a"le to e!ta"li!h it!
credibility in the market. The '/2 is a free ser9ice administered by the '"As for a need+
"a!ed anal-!i! o the c#!to$er ! lon-+term sa9in-s and insurance needs.
0ependin- on the life sta-e and earnin-s of the customer3 the '/2 assesses and
recommends the ri-ht insurance product for them.
A9i9a pioneered the concept of 1ancassurance in India3 and has le9era-ed its -lobal
e<pertise in 1ancassurance successfully in India. 2urrently3 A9i9a has 1ancassurance tie+
ups with A1! Amro 1ank3 American E<press 1ank3 IndusInd 1ank3 2enturion 1ank of
"un8ab3 The Lakshmi Vilas 1ank Ltd. and "un8ab : Sind 1ank3 2o+operati9e 1anks in
$u8arat3 a8asthan3 Kammu : 4ashmir3 1ihar3 5est 1en-al3 Andhra "radesh and
Maharashtra and re-ional 1anks.
5hen A9i9a entered the market3 most companies were offerin- traditional life products.
A9i9a started by offerin- the more modern %nit Linked and %nitised 5ith "rofit
products to the customers, creating a uni"ue differentiation. Aviva s products have been
desi-ned in a manner to pro9ide customers fle<ibility3 transparency and 9alue for money.
It has been amon- the first companies to introduce the more modern %nit Linked
products in the market. Its products includeH whole life 6LifeLon-73 endowment
6LifeSa9er3 EasyLife "lus3 LifeSa9er "lus73 child policy 6&oun- Achie9er3 Sa9e$uard
Kunior3 A9i9a Little Master7 sin-le premium 6Life1ond and Life1ond "lus73 "ension
6"ension"lus73 Term 6LifeShield73 fi<ed term protection plan 6'reedom Life"lan7 and a
ta< efficient in9estment plan with limited premium payment term 6Life1ondE7. A9i9a
products are modern and contemporary unitised products that offer uniDue customer
benefits like fle<ibility to choose co9er le9els3 inde<ation and partial withdrawals.
Aviva s #und management operation is one of its key differentiators. $perating from
Mumbai3 A9i9a has an e<perienced team of fund mana-ers and the ran-e of fund options
includes %nitised 5ith+"rofits 'und and four %nit Linked fundsH + "rotector 'und3 secure
'und3 balanced 'und and $rowth 'und.
A9i9a has =F* 1ranches in India 6includin- rural branches7 supportin- its distribution
network. Throu-h its 1ancassurance partner locations3 A9i9a products are a9ailable
in close to E)) towns and cities across India
A9i9a is also keen to reach out to the underpri9ile-ed that ha9e not had access to
insurance so far. Throu-h its association with 1asi< 6a micro financial institution7 and
other !$#s3 it has been able to reach the weaker sections of the society and pro9ide life
insurance to them.
A9i9a has been felicitated with the L1ron@e Award for E<cellence in "eople
Mana-ementL by $row Talent 2ompany Limited and 1usinessworld. This honour is
-i9en to A9i9a based on the ranks recei9ed in top (E list of the $reat "lace to 5ork India
studies conducted in the last four years. A9i9a was ranked =(th in ())>3 =?th in ())? and
=>th in the year ())E.
JOIN VENTURE
!a=ur
'ounded in =,,?3 0abur is one of IndiaJs oldest and lar-est -roup of companies with
consolidated annual turno9er in e<cess of s =3,GG crores. A professionally mana-ed
company3 it is the countryJs leadin- producer of traditional healthcare products.
A:i:a
A,i,a i! U. ! lar/e!t and the 0orld ! fifth lar-est insurance $roup. It is one of the
leadin- pro9iders of life and pensions products to Europe and has substantial businesses
elsewhere around the world. 5ith a history datin- back to =*G*3 A9i9a has a ?) million
customer base worldwide. It has more than I>FF billion of assets under mana-ement.
Com;etitor& o3 AVIVA LIFE INSURANCE
=CLI2
(CI2I2I "%0E!TIAL.
>C1ILA S%! LI'E
?C1AKAK.ALLIA!ME
ECS.1.I LI'E I!S%A!2E
*C/0'2 STA!0A0 LI'E
FCTATA AI$
,CMAN !E5&#4
GCMET LI'E
Com;ari&on =etAeen t/e &/are o3 LIC and ot/er Pri:ate
Pla.er& in Indian ar<et
22%
LIC
Private Players
78%
ana8ement team
Bert Pater&on
Mana-in- 0irector
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0irector3 Acturial Appointed Actuary
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0irector3 Marketin- 0irector3 Sales
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0irector3 Strate-y and 2hief In9estment 0irector3 Transformation and Ser9ices
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0irector3 'inance and Acturial 0irector3 #perations
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Associate 0irector3 Associate 0irector3 /uman esources
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Associate 0irector3 'und Mana-ement Associate 0irector3 Information
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A%I%A s %ision
A:i:a + A/ere e9ceedin8 e9;ectation& t/rou8/ inno:ati:e
&olution& i& CourC Aa. o3 li3e
This is the compellin- 9ision that A9i9a India has created throu-h the acti9e contribution
of its employees. These lines not only define the way they li9e and work but also ser9e as
a reminder to deli9er the best to their customers3 shareholders3 collea-ues3 partners :
employees at all times.
Embedded in this 9ision are the core 9alues of Inte-rity3 2ustomer centricity3 "assion for
winnin-3 Inno9ation and Empowered team that they ha9e collecti9ely defined and
committed to workin- towards.
Partner&
A9i9a has committed to help its customers -et B6al ;ar ControlJ and make the most out
of their li9es. It is their constant endea9or to ensure that their customers ha9e easy access
to AVIVA products and ser9ices at all times.
.A9i9a has pioneered bancassurance in the country throu-h its tie+ups with (( leadin-
pri9ate and nationalised 1anks in the country. A9i9a also focuses on bancassurance
worldwide and has a pro9en track record of successful bancassurance relationships. It has
?) ma8or partnerships with leadin- banks across the -lobe. A9i9a is a leadin- bancassurer
in countries such as 'rance3 Italy3 Spain3 Australia and !ew Mealand.
=CABN ARO Ban<
(CAmerican E9;re&& Ban<
>CT/e La<&/mi Vila& Ban< Ltd
?CCanara Ban<
ECPun4a= 1 Sind Ban<
*CCenturion Ban< o3 Pun4a=
FCIndu&Ind Ban<
Location&
EAST % (>
7EST+ (D
NORT# % (*
SOUT# % (E
AVIVA 0UI!IN0 PRINCIPLES
=C ecruit the best
(C Accept personal responsibility
>C 1uild an empowered team
?C 1uildin- a shared 9ision and purpose
EC Leadership 0e9elopment
*C eward and eco-nition
Recruit t/e =e&t
A9i9a India has a well+articulated eDual opportunity policy3 which lays stron- emphasis
on hirin- of indi9iduals irrespecti9e of a-e3 race3 caste or -ender. As a best practice in
recruitment3 they deploy identified ;&.c/ometric tool& such as S/L and 1elbin and
desi-nate a=ilit. te&t& to eliminate any biases in the resourcin- process and facilitate
hirin- of di9erse profiles 69is+P+9is -ender3 back-round3 e<perience le9els and
competencies7. The focus is on competence+based credentials rather than past e<perience
or len-th of ser9ice.
AVIVA does not follow a very descriptive hierarchy you have
transparency at each level, unlie most other organi!ations, where managers
and senior management dont "loo after their subordinates# $ere you feel
comfortable taling with your seniors
At A9i9a they ha9e an Em;lo.ee Re3erral Pro8ramme3 which seeks to encoura-e
employees to be brand ambassadors of the 2ompany and acti9ely contribute to the
resourcin- process by recommendin- candidates with rele9ant competencies and
potential3 thereby facilitatin- in stren-thenin- domain e<pertise within the #r-ani@ation.
They ha9e a robust Cam;u& Pro8ramme3 which is aimed at hirin- students fresh from
key 1+Schools and pro9idin- them with structured inputs and an en9ironment for their
personal and professional -rowth. The Summer Trainee "ro-ram is desi-ned to e<pose
people to the 9ibrancy of a comple< and competiti9e business en9ironment3 challen-e
you intellectually and encoura-e people to find inno9ati9e solutions.
They aim at pro9idin- a business perspecti9e and Summer Trainees work on li9e pro8ects3
which form the core of our business strate-y. !ot only do they -et the freedom to
e<periment and make decisions3 but also spend Duality time with their "ro8ect $uide or
mentor3 who pro9ides them the perspecti9e of the Jbi--er pictureJ. The pro-ramme thus
-i9es them a uniDue opportunity to inte-rate their classroom learnin- with the realities of
real business3 in a li9e yet safe en9ironment.
Acce;t Per&onal Re&;on&i=ilit.
Apart from professional development, AVIVA also loos after the personal
development of employees
They belie9e that dealin- with di9ersity is an on-oin- phenomenon that facilitates the
process for a 2ompany to adapt to and capitali@e on todayJs increasin-ly comple<
marketplace. Specific action plans ha9e been formulated to ensure the mandated -ender
ratio is achie9ed at the recruitment sta-e for a new position or throu-h 8ob enhancementB
8ob rotation opportunities for e<istin- roles.
The organi!ation has tremendous respect for the individual % which
it
demonstrates by doing what it says
Build an Empowered Team
To institutionali@e an open and honest en9ironment with shared -oals and participati9e
decision+makin-3 they ha9e 9arious open forums3 one such initiati9e bein- the Town
/all6s7. These are conducted on a monthly basis by the Mana-in- 0irector and desi-nate
leadership team members.
To share information on celebrations3 e9ents and people across locations3 a Duarterly
ne0!letter 1#22 i! circ#lated to all $e$"er! o the A,i,a tea$' It eat#re! a $e!!a/e
from the Mana-in- 0irector3 celebrates achie9ements and
Milestones of indi9iduals and teams and updates employees on new and on-oin-
initiati9es and hi-hli-htin- news of past and futures e9ents
&mployees are not woring with AVIVA, they are living in AVIVA
In line with their vision statement and one of Aviva s key values +
Innovation, the &ompany introduced the popular Ideas ' Aviva scheme. This is an
enrichin- pro-ramme in which e9ery member of A9i9a has an open in9itation to
influence any aspect of business by -i9in- su--estions and ideas on how to work smarter
and better.
Build S/ared Vi&ion and Pur;o&e
'ou feel as if you are part of the system when you are included in all the
decisions being made for your function#
As a 2ompany3 they encoura-e self+starters. $i9en their dynamic en9ironment3 one is
e<pected to deli9er from day one. Somewhere between ad8ustin- to the new en9ironment
and pro9in- their worth they for-et to AS4. Ask basic Duestions
About the facilities3 infrastructure3 processes3 key people and dynamics of the
#r-ani@ation etc. Information3 which if pro9ided on time can be 9ery useful. This is how
the (uddy )rogramme was en9isa-ed. Launched in Kuly ())>3 it addresses the need
of a new employee in terms of e<tendin- a friendly hand apart from the support pro9ided
by the Line and / mana-ers. The ob8ecti9e is simpleH To facilitate a semless transition
of the new hire into the A9i9a family.
Career ana8ement
Cam;u& Pro8ramme
They ha9e a robust 2ampus "ro-ramme3 which is aimed at hirin- students fresh from key
1+Schools and pro9idin- them with structured inputs and an en9ironment for their
personal and professional -rowth. The Summer Trainee "ro-ramme is desi-ned to e<pose
them to the 9ibrancy of a comple< and competiti9e business en9ironment3 challen-e
intellectually and encoura-e them to find inno9ati9e solutions.
Leader&/i; !e:elo;ment
To stren-then entrepreneurial capabilities reDuired to operate in a fiercely competiti9e
and dynamic insurance market en9ironment and plan effecti9e succession plannin- by
buildin- futuristic leadership competencies3 9arious initiati9es are taken by the A9i9a
$roup
ReAard and reco8niFe ;er3ormance
To build a meritocratic en9ironment3 they ha9e implemented a robust 9alue based
performance mana-ement process wherein they reco-ni@e si-nificant contributions made
by their employees in an ob8ecti9e and transparent manner and on demonstrated
competence le9els. 'urther3 they also reco-ni@e people who Jwalk that e<tra mileJ in
li9in- the A9i9a 9alues.
Product& 1 Ser:ice&
They ha9e a full ran-e of transparent3 fle<ible and 9alue for money products that include
whole life 6LifeLon-73 endowment 6LifeSa9er3 EasyLife "lus3 LifeSa9er "lus73 child
policy 6&oun- Achie9er3 Sa9e$uard Kunior3 A9i9a Little Master7 sin-le premium
6Life1ond3 Life1ond "lus73 "ension 6"ension"lus73 Term 6LifeShield73 fi<ed term
protection plan 6'reedom Life"lan7 and a E year recurrin- premium in9estment cum
protection plan 6Life1ondE7. A9i9a products are modern and contemporary unitised
products that offer uniDue customer benefits like fle<ibility to choose co9er le9els3
inde<ation and partial withdrawals.
They also offer customer a choice of in9estment options. They can choose between their
unit linked fund or our with profit fund.
5ith "rofits 'und -uarantees that the sellin- price of the units will ne9er fall. The unit
9alue of this fund is increased by creditin- bonuses on a daily compoundin- basis. The
fund pro9ides in9estment security to the capital.
The %nit Linked 'und is desi-ned to pro9ide relati9ely more pro-ressi9e capital -rowth
wherein customer automatically recei9e the benefit related to the in9estment performance
of the fund.
%nder %nit Linked 'und3 on some of our products they offer a choice of fund optionsH
=CProtector Fund
(CSecure Fund
>C0roAt/ Fund
?CBalanced Fund
LITRATURE SURVE"
eanin8 o3 #UAN RESORCE ANA0EENT
/uman esource plays a crucial role in the de9elopment process of the modern
economics. ART#UR LE7IS o=&er:ed
There are great differences in development between
countries which seem to have roughly equal resources, so it
is necessary to enquire into the difference in human
behaviors
)#$an re!o#rce $ana/e$ent i! the $ana/e$ent o e$plo-ee ! !kill% kno0led/e
abilities3 talent3 aptitude3 creati9ity3 ability etc. different terms are used for denotin-
/uman esource Mana-ement. They are labour mana-ement3 labour administration3
labour mana-ement relationship3 employee 3employer relationship3 industrial
relationship3 human capital mana-ement3 human assent mana-ement etc. Thou-h these
terms can be used differently widely3 the basic nature of distinction lies in the scope or
co9era-e and e9olutionary sta-e. In simple sence3 human resource mana-ement means
employin- people3 de9elopin- their resources3 utili@in-3 maintainin- and compensatin-
their ser9ices in tune with the 8ob and or-ani@ational reDuirements.
Function& o3 #UAN RESOURCE ANA0EENT
Admini&tration5
Strate-ic plannin-3 or-ani@ational e9aluation3 2ounty 1oard relations3 policy
recommendations3 super9ision of department staff
Bene3it&5
/ealth insurance3 dental insurance3 life insurance3 disability insurance3
retirement benefits3 9acation3 sick lea9e3 paid holidays3 section =(E plan3 donor
pro-ram3 educational incenti9e3 uniform allowance3 and others.
Com;en&ation5
Salary and benefit sur9eys3 8ob e9aluation3 8ob descriptions e9aluation3 8ob descriptions
Em;lo.ee relation&5
0isciplinary processes3 incident in9esti-ations3
complaintB-rie9ance procedures3 labor+mana-ement relations.
Em;lo.ee &er:ice&5
Enrollment in benefits3 employee discounts for recreational spots3 resolution of
enrollment or claim problems3 employee newsletter. Educational assistance3 employee
ser9ice awards
Fi&cal5
Staffin- bud-ets3 departmental bud-et3 accounts payable3 insurance recei9ables3
insurance fund mana-ement3 total packa-e costin-. Insurance recei9ables3 insurance
fund mana-ement3 total packa-e costin-.
#ealt/ and &a3et.5
Employee assistance3 workers compensation claims3 dru- testin-3 safety compliance and
trainin-.
Lea:e& o3 a=&ence5
State andBor 'ederal 'amily and Medical Lea9e
ri-hts3 2ounty appro9ed lea9es of absence3
ri-hts upon return to work3 li-ht duty
assi-nments for temporary periods.
Pa.roll admini&tration5
2omputer+based or manual e9aluation systems3 super9isory trainin-3 compliance with
timeliness standards
Per3ormance a;;rai&al5
Employee files3 liti-ation files3 payroll records3 safety records and other
administrati9e files
Record+<ee;in85
Kob postin-3 ad9ertisin-3 testin- administration3 employment inter9iews3 back-round
in9esti-ations3 post+offer employment testin-.
Recruitment5
ecruitment is defined as a process to disco9er the sources of manpower to meet the
reDuirement of the staffin- schedule and to employ effecti9e measures fir meet the
reDuirement of the staffin- schedule and to employ to employ effecti9e measures for
attractin- the manpower in adeDuate numbers to facilitate effecti9e selection of an
effecti9e workforce.
Selection5
After identifyin- the sources of human resources3 searchin- for prospecti9e employees
and stimulation helps too apply for 8obs in an or-ani@ation3 the mana-ement has to
perform the function of selectin- the ri-ht man at ri-ht 8ob and at the ri-ht time.
Se;aration& and termination&5
i-hts upon termination of employment3 se9erance benefits3 unemployment
compensation3 e<it inter9iews.
Trainin8 and de:elo;ment5
2ounty+wide needs assessment3 de9elopment of super9isory and mana-ement
skills3 employee trainin- and workshops. 1enefits orientation for new and
transferrin- employees3 Super9isory newsletter.
Salar. and =ene3it&5
SalaryBwa-e plans3 employee benefits
Im;ortance o3 #uman Re&ource ana8ement
=H Attract hi-hly Dualified and competent people
(H En!#re that ! the selected candidate stays lon-er with the company.
>H Make sue that there is match between cost and benefit.
?H /elps the or-ani@ation to create more culturally di9erse workforce
5hereas3 the poor Duality of selection means e<tra cost on trainin- and super9ision.
'urtherionmore 3 when recruitment fails to meet or-ani@ational needs for talent3 a
typically response is to raise entry le9el pay scales . This can distort traditional wa-es and
salary relationship in or-ani@ation3 resultin- in una9oidable conseDuences. Thus the
effecti9eness of the recruitment process can play a ma8or role in determinin- the
resources that must be e<pended on other / acti9ates and their ultimate success.
Sco;e o3 #R at or8ani&ational le:el
#uman Re&ource de;artment at
AVIVA LIFE INSURANCE
#uman re&ource
de;artment
Recruitment and
Trainin8 and
&election Re&ource allocation de:elo;ment
#uman re&ource de:elo;ment
This department looks after the needs and eDuirement the present employees. This
0epartment includes number of function which are as
'ollowsH
=. Trainin- and 0e9elopment Qit includes technical3 soft skills and process related to
trainin-
(. "rocess and policies Qit contains all the rule and re-ulations that need to be followed
by the employees.
>H Appraisal and increment+ it is in the formal feedback to the employees about their
performance and the conduct of work.
?H Induction+in9ol9es the information to the new employees about the company3 8ob3
departments etc
EH Moti9ational acti9ities and entertainment+ in9ol9es moti9atin- the employees to
impro9e their producti9ity.
*H oles and responsibilities+that e9ery indi9idual employee needs to fulfil
FH 4ey esult Area 64A7 Qit is the measurement Duantifiable of output for the roles of
responsibilities.
,H Employee separation+includes resi-nation and dismissal.
GH Koinin- formalities+ take place when a new employee 8oins the company.
=)H 2omputeri@ation
=(H /elpdesk
=>H Employee 9erification+take place at the time of 8oinin- of the new employee.
=?H Sur9eys
=EH "ro8ect trainees
=*H 2ounsellin- and -rie9ance handlin-+both are different as counsellin- is basically
helpin- out in personal problems whereas3 -rie9ances /andlin- in9ol9es the handlin- of
complains that the employees has towards the mana-ement.
All the abo9e head are included in the human resource de9elopment and in9ol9es the
o9er all de9elopment of indi9idual employees which in turn increases the o9er all profit
of the company.
RecruitmentProcedure
overview
Manpower eDuisition 'orm
ecruitment "lan
1ud-et
Sourcin-
Selection "rocess
Koinin-
"ost ecruitment 0ata %pdatin-
RECRUITENT
RECRUITENT
Recr#it$ent i! hirin/ o e$plo-ee! ro$ o#t!ide' Recr#it$ent ha! "een re/arded a! the
most important function of the / department 3 because unless the ri-ht type of people
are hired3 e9en the best plans3 or-ani@ation chart and control system would not do much
-ood.
ecruitment is the disco9erin- of potential applicant for actual or anticipated
or-ani@ational 9acancies. Accordin-ly the purpose of recruitment is to locate sources of
manpower to meet the 8ob reDuirements and 8ob specification.
It i! deined a! a proce!! to di!co,er the !o#rce! o $anpo0er to $eet the re4#ire$ent!
of staffin- schedule and to apply effecti9e measures for attractin- the manpower to
ade4#ate n#$"er to acilitate eecti,e !election o an eecti,e 0orkorce
"oder points out that recruitment is a process to disco9er the sources of manpower to
meet the reDuirement of the staffin- schedule and to employee effecti9e measures to
attractin- that manpower in adeDuate number to facilitate effecti9e selection of an
effecti9e workforce.
Edwin B Flippo defines recr#it$ent a! the proce!! o !earchin/ or pro!pecti,e
e$plo-ee! and !ti$#latin/ the$ to appl- or the jo"! in the or/ani2ation'
It i! the proce!! o indin/ and attractin/ capa"le applicant! or e$plo-$ent' The
process be-ins when new recruits are sou-ht and ends when their application are
!#"$itted' The re!#lt i! a pool o applicant! ro$ 0hich ne0 e$plo-ee! are !elected'
et/od& o3 Recruitment
0unn and Stephens summaries the possible recruitin- methods into three cate-ories3
namely
=H 0irect method
(H Indirect method
>H Third party method
!IRECT ET#O!
The direct method includes sendin- of the recruiters to different educational and
professional institutions3 employees contact with public3 and mannered e<hibits. #ne of
the widely used methods is sendin- the recruiters to different colle-es and technical
schools. This is mainly done with the cooperation of the placement office of the colle-e.
Sometimes3 firms directly solicit information form the concerned professors about
student with an outstandin- records.
#ther direct methods include sendin- recruiters to con9entions and seminars3 settin- up
e<hibits at fairs3 and usin- mobile offices to -o the desired centers.
IN!IRECT ET#O!
Indirect method in9ol9es mainly ad9ertisin-
in newspapers3 on the radios3 in trade and
professional 8ournals3 technical ma-a@ines
and brochures.
Ad9ertisements in newspapers and or trade 8ournals and ma-a@ines are the most
freDuently used methods. Senior post is lar-ely filled with such methods. Ad9ertisin- is a
9ery useful for recruitin- blue color and hourly worker3 as well as scientific3 professional3
and technical employees.
Local newspaper can be -ood sources of blue collar workers3 clerical employees3 and
lower le9el administrati9e employees.
The main point is that the hi-her the position in the or-ani@ation the more dispersed
ad9ertisement is likely to be. The search for the top e<ecuti9e mi-ht include
ad9ertisement in a national periodical3 whereas the ad9ertisement of the blue color 8obs
usually confine to the daily newspaper.
Accordin- to the Ad:erti&ement tactic and &trate8. in ;er&onnel Recruitment3 three
main points need to be borne in the mind before an ad9ertisement in inserted.
'irst3 to 9isuali@e the type of applicants one is tryin- to recruit.
Second3 to write out a list of ad9anta-es the company offers3 or why should the reader
8oin the company.
Third3 to decide where to run the ad9ertisement 3 not only in which area3 but also in
which newspaper ha9in- a local3 state or a nation+ wide circulation.
T#RI! PART"
These include the use of commercial or pri9ate employment a-encies3 state a-encies3 and
placement offices of schools colle-es and professional associations recruitin- firms3
mana-ement consultin- firms3 indoctrination seminars for colle-e professors3 and friends
and relati9es.
"ri9ate employment a-encies are the most widely used sources. They char-e a small fee
from the applicant. They speciali@e in specific occupationR -eneral office help3 salesmen3
technical workers3 accountant3 computer staff3 en-ineers and e<ecuti9es.
State or public employment a-encies are also known as the employment or labour
e<chan-es3 are the main a-encies for the public employment. Employers inform them of
their personnel reDuirement3 while 8ob seekers -et information for them about the type of
8ob are referred by the employer.
Schools and colle-es offer opportunities for recruitin- their student. They operate
placement ser9ices where complete biodata and other particular of the student are
a9ailable.
"rofessional or-ani@ation or recruitin- firms maintain complete information records about
employed e<ecuti9e. These firms maintain complete information records about employed
e<ecuti9es. These firms are looked upon as the head h#nter! % raider! % and
pirate! "- or/ani2ation 0hich loo!e their per!onnel thro#/h their eort!'
E:aluation o3 t/e recruitment met/od
The followin- are the e9aluation of the recruitment method
=H !umber of initial enDuires recei9ed which resulted in completed application forms
(H !umber of candidates recruited.
>H !umber of candidates retained in the or-ani@ation after si< months.
?H !umber of candidates at 9arious sta-es of the recruitment and selection process3
especially those short listed.
O=4ecti:e o3 recruitment
=H To attract with multi dimensional skills and e<perience that suite the present and future
or-ani@ation strate-ies.
(H To induct outsider with new perspecti9e to lead the company.
>H To infuse fresh blood at all le9els of or-ani@ation.
?H To de9elop an or-ani@ational culture that attracts competent people to the company.
EH To !earch or headh#nt people 0ho!e !kill it the co$pan- ! ,al#e!'
*H To seek out non+con9entional de9elopment -rounds of talent
FH To de9ise methodolo-y for assessin- psycholo-ical traits.
,H To search for talent -lobally not 8ust with in the company.
GH To desi-n entry pay that competes on Duality but not on Duantum.
=)H To anticipate and ind people or po!ition that doe!n t e&i sts yet.
ecruitment represents the first contact that a company makes with potential
employees. It is throu-h recruitment that many indi9iduals come to know about the
company and e9entually decide whether they wish to work for it.
The recruitment process should inform Dualified indi9iduals about the 8ob so that
applicant can make comparison with their Dualification and interest.
Factor& a33ectin8 Recruitment
There are two types of factors that affect the ecruitment of candidates for the company.
=H Internal 3actor& H These includes
=+ Co$pan- ! pa- packa/e
(+ Suality of work life
>+ #r-ani@ational culture
?+ Co$pan- ! !i2e
E+ Co$pan- ! prod#ct
*+ $rowth rate of the company
F+ ole of trade unions
,+ 2ost of recruitment
(H E9ternal 3actor& H These include
=+ Supply and demand factors
(+ Employment rate
>+ Labour market condition
?+ "olitical3 le-al and -o9ernment factors
E+ Information system
Factor& to =e underta<en A/ile 3ormulatin8 recruitment ;olicie&
The followin- factors should be undertaken while formulatin- the policies +
=+ $o9ernment polices
(+ ecruitment sources
>+ ecruitment needs
?+ ecruitment cost
E+ #r-ani@ational and personal policies
T/eorie& Re8ardin8 Recruitment
ecruitment is two way streetH it takes a recruiter has a choice whom to recruit3 same
way the prospecti9e employee also has taken the decision whether or not to apply for
the -i9en 8ob 9acancy. The indi9idual take the decision usually on three different basicH
=H T/e o=4ecti:e 3actor&
(H T/e critical contact
>H T/e &u=4ecti:e 3actor
T/e o=4ecti:e& t/eor. 9iews that the process of or-ani@ational choice as bein- one of
wei-hin- and e9aluatin- set of measurable characteristic of employment offers3 such
pay3 benefits 3 location3 opportunity for ad9ancement3 the nature of 8ob to performed3
and education opportunities.
5hereas3 t/e critical contact t/eor. su--ests that the typical candidates is unable to
$ake a $eanin/#l dierentiation o or/ani2ation ! oer! in ter$! o o"jecti,e or
sub8ecti9e factors3 because of his limited or 9ery short contact with the or-anisation.
2hoice can be made only when applicant can readily percei9e the factors such as the
beha9iour of the recruiters3 the nature of the physical facilities3 and such as the
efficiency in processin- paper work association with the application.
#n the other hand3 t/e &u=4ecti:e t/eor. emphasi@es the con-ruence. /ere the choices
are made on hi-hly personal and emotional basis.
Recruitment Proce&&
The actual steps in9ol9ed in recruitment follow a well defined pathH
A;;lication &/ortli&t5 In this step3 we shortlist the resume recei9ed from 9arious sources
based on the suitability for the reDuirement.
Preliminar. A&&e&&ment5 The short listed candidates -o throu-h a preliminary round of
inter9iews. This inter9iew lays more emphasis on functional competencies. To ha9e more
data on the functional skills3 the candidates may be -i9en a business case for analysis and
presentation 6This is done for certain positions only7.
Final inter:ieA5 /ere the candidates who successfully clear the first round of inter9iew -o
throu-h another round of inter9iew with one or more of the functional heads.
edical E:aluationH 2andidates who are selected by 2ol-ate are asked to under-o a
medical test.
Process
Plan For #irin8
Anal.Fin8 :acancie& and recruitment&
Vacanc. due
to attrition
!ue dili8ence
1 internal
e:aluation
NeA
Po&i
tion
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e&&
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a:
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a8
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Em;lo.ee Re3erral&
indicatin8 Em;lo.ee I!2
!e&i8nation
inor de:iation& to =e
indicated in t/e
inter:ieA a&&e&&ment
&/eet comment =o9 in
BOL!$
J Salar. le&& t/an H) I
o3 minimum &alar.$
Entit. #R di&cu&&e&
Ait/ Bu&ine&& #ead
Cor;orate
#R 3or
a;;ro:al
A;;ro:al 3or
#irin85
Pre;aration &tart&
Sourcin8
S/ort+
li&tin8 o3
;ro3ile&
Preliminar.
inter:ieA circle
#R and at circle
le:el
Final inter:ieA
at
!A6C
Com;en&ation& 1
4o= o33er&
recommended =.
Circle to !A6C
Pre 4oinin8
re3erence 1 medical
c/ec<&
Time&4o=&$com
Nau<ri$com
a4or de:iation to =e
indicated &e;aratel. a&
a non+/irin8 condition
=. Kuali3ication& not
a& ;er laid norm&$
(. Salar.
e9;ected
/i8/er t/an
ma9 =and$
>. E9;erience le&&
t/an laid norm&$
Jo= o33er2 A;;ointment letter 1
Con3irmation letter
E:aluation o3 recruitment ;roce&&
The followin- are the e9aluation of the recruitment processH
=H eturn rate of application sent out.
(H !umber of suitable candidates for selection.
>H etention and performance of the candidate selection.
?H 2ost of recruitment
EH Time lapsed data.
*H 2omments on ima-e pro8ected.
P#ILSOP#IES OF RECRUITET
1asically there are two "hilosophies of recruitment. These are as followsH
E5 REALISTIC JOB PREVIE7S 'RJP-
ealistic Kob "re9iews pro9ides complete 8ob related information to the applicants so that
they can make the ri-ht decision before takin- up the 8obs. It includes positi9e and the
ne-ati9e aspects of the 8ob.
(5 JOB COPATIBILIT" KUESTIONNAIRE5 'JCK-
6o" co$pati"ilit- 7#e!tionnaire 0a! de,eloped to deter$ine 0hether an applicant !
preference for the work match the characteristic of the 8ob. The K2S is desi-ned to collect
information on all aspects of the 8ob which ha9e a bearin- in on employee performance
.absenteeism3 turno9er and 8ob satisfaction. The underlyin- assumption of K2S is that3
/reater the co$pati"ilit- "et0een an applicant ! preerence or the jo" and characteri!tic
of the 8ob as percei9ed by the 8ob seeker3 the -reater the probability of employee
effecti9eness and lon-er the tenure.
SELECTION
SELECTION
Selection is a ne-ati9e process and in9ol9es the elimination of candidates who do not
ha9e the reDuired skills and Dualification for the 8ob proposed. Also it is a process of
differentiatin- between applicants in order to identify and hire those with -rater
likelihood of success in 8ob.
The ob8ecti9e of selection decision is to choose the indi9idual who can most successfully
perform the 8ob from the pool of Dualified candidates. It is the system of function and
de,i!e adopted in a /i,en co$pan- to a!certain 0hether the candidate ! !peciication! are
matched with the 8ob specifications and recruitment or not.
Selection process or acti9ities typically follow a standard patter3 be-innin- with an initial
screenin- inter9iew and concludin- with final employment decision. The traditional
selection process includesH preliminary screenin- inter9iew3 completion of application
form3 employment test3 comprehensi9e inter9iew3 back-round in9esti-ation3 physical
e<amination and final employment decision to hire.
Or8aniFation 3or &election
%ntil recently the basic hirin- process was performed in a rather unplanned manner in
many or-ani@ations. In some companies3 each department screened and hired its own
employees. Many man-ers insisted on screenin- their own employees as they thou-ht no
one else could do that as efficiently as they themsel9es.
1ut now selection is centrali@ed and handled by the /uman esource 0epartment. This
type of arran-ement is also preferred due to some of these ad9anta-esH
=+ It is easier for the application because they can send their applications to a sin-le
centrali@ed department.
(+ It facilitates contact with applicants because issues pertainin- to employment can
be cleared throu-h one central location.
>+ It helps operatin- mana-ers to concentrate on their operatin- responsibilities. This
is especially helpful durin- the chief hirin- period.
?+ It can pro9ide for better selection because hirin- is done by specialist trained in
staffin- techniDues.
E+ The applicant is better assured of consideration for a -reater 9ariety of 8obs.
*+ /irin- cost is cut because duplication of efforts is reduced.
F+ 5ith increased -o9ernmental re-ulation on selection process3 it is important that
people who know about these rules handle a ma8or part of the selection process.
Ideally3 a selection process in9ol9es mutually decision makin-. The or-ani@ation
decides whether or not to make a 8ob offer and how attracti9e the 8ob offer should be.
BARRIERS TO EFFECTIVE SELETION
The main ob8ecti9e of selection process is to hire people ha9in- competence and
commitment towards the -i9en 8ob profile. 1ut due to some reason the main purpose of
effecti9ely selectin- candidates is defeated. These reasons areH
=H Perce;tion or t/e #alo e33ectH Many a times the inter9iewer selects a candidate
accordin- to the perception he has or he made up while talkin- or lookin- at the
indi9idual. This way he does not see throu-h the caliber or the efficiency of the
indi9idual and many times it leads to the selection of the wron- candidates.
(H Fairne&&H 0urin- the selection process the inter9iewer does not select the indi9idual
on the basis of his knowled-e and hence the ri-ht type of the candidates is not selected.
>H Pre&&ureH The people from the / department and also ha9e a lot of pressure from
the top mana-ement and from other top class people for selectin- the candidates they
want. This ways the purpose of effecti9e selection process of effecti9e selection process
is defeated as they ha9e to select that indi9idual whether or not he is capable of the 8ob.
that is bein- offered.
ESSENTIAL OF SELECTION PROCE!URE
=+ Someone should ha9e the authority to select.
(+ There must be sufficient number of applicants from whom the reDuired number of
employees to be selected.
>+ There must be some standards of personnel with which a prospecti9e employee
may be compared.
FACTORS EFFECTIN0 SELECTION !ECISION
IncludesH
=+ "rofile matchin-
(+ #r-ani@ation and social en9ironment
>+ Multi correlations
?+ Successi9e hurdles
" JOB AT AVIVA
My Job at AVIVA LIFE INSURANCE
I started my 8ob as / Trainee. My 8ob profile was to handle RECRUITENT in my
pro8ect. The senior sales mana-er narrated me the whole procedure. My 8ob profile was to
-enerate resumes from the 9arious 8ob sites such as !aukri.com3 Times8obs.com etc.
accordin- to the reDuirements of the company. After -eneratin- the resumes from the
sites the ne<t step is to shortlist the resume which best suite the reDuirements.
!ow the short+listed candidates ha9e to be -i9en a phone call in order to find out their
interests and schedule them for inter9iew. There are ( forms of inter9iew that a candidate
can appear forH
=. Per&onal Inter:ieA$
(. Tele;/onic Inter:ieA$
PERSONAL INTERVIE7
This is re-arded to be the BEST FOR of inter9iew. In such form of an inter9iew the
candidate personally appears in front of the inter9iewer and -i9es his inter9iew. This is
re-arded to be the best form of inter9iew as the inter9iewee has the best chances of
makin- his points clear in front of the inter9iewer.
TELEP#ONIC INTERVIE7
Sometimes an inter9iew is taken on the phone. A telephonic con9ersation is done between
the inter9iewer and the inter9iewee where the inter9iewer calls up the candidate 9ia
phone and conducts the inter9iew.
T/e Jo= ;ro3ile
Selling insuarance and building customer relations.
Kuali3ication
Entr. le:el o;enin8H $raduates in any stream preferred can be. =)
th
or =(
th
standard pass3 accordin- to the irda stipulation3 dependin- on re-ion of operation.
Additional communication skills and ability to interact with people will help.
iddle le:el o;enin85 "rofessional in finance or marketin- with the e<perience
in ser9ice industry. 6As asst sales mana-er7
Senior &ale& o;enin8&5 Senior professional with e<perience of handlin- 8unior
staff preferred 62E"BSenior consultant
!ATA ANAL"SIS
!ATA ANAL"SIS
KUESTION5 7/at are t/e &ource& 3or recruitment and &electionG
Internal
9%
External
18%
Bt!
7"%
About FET of the mana-er say that they prefer both internal as well as e<ternal source
for recruitment and selection where as only GT -o for internal source and =,T -o for
e<ternal sources.
Kue&tionH 7/ic/ met/od do .ou mo&tl. ;re3er 3or recruitment and &election
;re3erred Aa. o3 recruitmentG
#!ir$
%arty
"%
In$ire&t
"2%
Dire&t
6'%
About *ET of the man-ers -o for direct recruitment and selection and >(T -o for
indirect and only > T -o for third party recruitment way.
Kue&tionH 7/en do .ou ;re3er to 8o 3or man;oAer ;lannin8G
2
(
%
"(%
'(
%
)
e
a
r
l
y

*
+
a
t
e
r
l
y
,
-ix
e$
#i
.e
Aro
pattern the- don t
ha,e an- i&ed ti$e
0here a! 89: /o or
-earl-'
Kue&tion5 7/at are t/e &ource& 3or e9ternal recruitment are
;re3erredG
2'%
Ca.%+s
"4%
intervie/
s
Pla&e.e
nt
a0en&ies
Data
1an2
Cas+al
8%
a%%li&ant
s
""%
In AVIVA >?T of mana-er -o for campus inter9iews3 >>T -o for data bank3 (ET from the
casual application that are recei9ed and only ,T -o for any placement a-encies.
Kue&tion5 7/at 3orm o3 inter:ieA did .ou ;re3erG
1(%
Persnal
Intervie/s
2(% 4(%
#ele%!ni&
intervie/
Vi$e
Cn-ren&in
0
3t!er
"(%
Most of the mana-er "refer "ersonal inter9iews3 >)T prefer to take telephonic inter9iews
where as only ()T -o for 9ideo conferencin- and rest =)T adopt some other means of
inter9iews
Kue&tion5 #oA do .ou rate t/e #R ;ractice& o3 t/e com;an.G
1(%
"(%
2(%
Very
4$
4$
Avera0e
Ba$
4(%
E)T of the mana-ers feel that )R depart$ent i! /ood 0here and ;9:!a- that ! it! ,er-
/ood 0here a! 89: !a-! it! a,era/e and onl- <9: $ana/er eel it ! "ad'
FIN!IN0S
FIN!IN0S
In AVIVA lie in!#rance $o!t o the e$plo-ee! eel that ! the )R depa rtment
is -ood. About FET of the mana-ers says that they prefer both internal as well as e<ternal
source for recruitment and selection. About *ET of the man-ers -o for direct recruitment and
selection and less number for man-ers prefer indirect or third party. Mostly the manpower
plannin- is done Suarterly and 89 : do not ollo0 an- pattern the- don t ha9e any
fi<ed time. A9i9a prefers to -o for campus inter9iews and e9en casual application that are
recei9ed for recruitment but they hardly prefer placement a-encies.
Most of the mana-er "refer "ersonal inter9iews3 >)T prefer to take telephonic inter9iews
where as only ()T -o for 9ideo conferencin- and rest =)T adopt some other means of
inter9iews
CONCLUSION
CONCLUSION
This presents the summary of the study and sur9ey done in relation to the ecruitment
and Selection in AVIVA life insurance. The conclusion is drawn from the study and
sur9ey of the company re-ardin- the ecruitment and Selection process carried out there.
The recruitment process at AVIVA life insurance to some e<tent is not done ob8ecti9ely and
therefore lot of bias hampers the future of the employees. That is why the search or headhunt
of people should be of those whose !kill it! into the co$pan- ! ,al#e! .
Most of the employees were satisfied but chan-es are reDuired accordin- to the chan-in-
scenario as recruitment process has a -reat impact on the workin- of the company as a
fresh blood3 new idea enters in the company.
Selection process is -ood but it should also be modified accordin- to the reDuirements
and should 8ob profile so that main ob8ecti9e of selectin- the candidate could be
achie9ed.
SU00ESTION
SU00ESION
=CManpower reDuirement for each department in the company is identified well in
ad9ance.
(CIf the manpower reDuirement is hi-h and the recruitment team of the /
department alone cannot satisfy it3 then help from the placement a-encies is
needed.
>CTime mana-ement is 9ery essential and it should not be i-nored at any le9el of the
process..
?CThe recruitment and selection throu-h placement a-encies as the last resort and is
utilised only when need.
ECThe recruitment and selection procedure should not to len-thy and time
consumin-.
*CThe candidates called for inter9iew should be allotted timin-s and it should not
o9erlap with each other.
BIBLO0RAP#"
BIBLO0RAP#"
=C2.1 Mamoria and S.V. $ankar 6())?73 "ersonal Mana-ement Te<t and 2ases.
/imalaya "ublication.
(C4.Aswahthappa 6())=73/uman esource and "ersonnel Mana-ement
>C/uman esource Mana-ement3 6())E73 0r.".2. "ardeshi
?C2.1 $upta 6())E7
EC www.a9i9aindia.com
*C www.-oo-le.com
ANNE@URE
S%ESTI#!!AIE '# T/E ESEA2/
=H 5hen are the resources need and forecastedA
=CSuarterly
(CMonthly
>CAnnually
?C!ot fi<ed
(H /ow is the resource need forecastedA
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>H /ow do you rate the recruitment procedureA
=CShort
(CA9era-e
>CLon-
?CVery Lon-
EC2ant say
?H 5hat is the process you follow for recruitment and selectionA "eople e<plain the
same in briefA
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EH 5hich method do you mostly prefer from the followin- for recruitment and selectionA
=C0irect Method
(CIndirect Method
>CThird "arty
*H 5hat sources you prefer for recruitment and selectionA
=CInternal sources
(CE<ternal sources
>C1oth
FH 5hat are the sources for internal sourcin- amon- the followin- +H
=C"resent permanent employees
(C"resent temporary employees
>Cetrenched B etired B employees
?C0eceased B disabled B employees
GH 5hat are the sources for e<ternal recruitment amon- the followin-
=C2ampus inter9iews
(C"lacement a-encies
>C"ri9ate employment a-encies
?C"ublic employment a-encies
=C"rofessional associations
(C0ata bank
>C2asual applicants
?C#ther3 if any please mention
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=)H 5hich is the most successful method for recruitmentA
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=)H /ow many rounds of inter9iews are conductedA
=C=+>
(C>+E
>CMore than E
==H Are you satisfied with round of inter9iews conductedA
=C&es
(C!o
>CTo some e<tent
?C2ant say
=(H 5hat form of inter9iew did you preferA
=C"ersonal Inter9iew
(CTelephonic Inter9iew
>CVideo 2onferencin-
=CAny two 6then tick those two7
(CAll three
=?H Are you satisfied with the inter9iew processA
=C&es
(C!o
>CTo some e<tent
=EH If no then what is the reasonA And su--est the measures to be taken for
impro9ementA
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=EH Are you satisfied with the present method bein- followed by the company for
recruitment and selectionA
=C&es
(C!o
=*H If no3 what steps would you prefer3 to make impro9ementA
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=FH Are the aptitude test conductedA
=C&es
(C!o
>CTill some e<tent
?C2ant say
=GH If yes then it is for
=C'resher
(CE<ecuti9es
>C#ther 6specify7
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()H 0o you conduct any of these testA
=C"sychometric test
(CMedical test
>Ceference test check
?C#ther 6specify7
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(=H /ow do you rate the / practices of the companyA
=CVery $ood
(C$ood
A9era-e
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