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I S.AMUDHA,(Reg.No 212414631001) a bonafide student of Department of Management Studies, Sree
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I would like to thank Prof. J.KARTHIKEYAN, Chairman of SREE SASTHA INSTITUTE

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  1. 1. A STUDY ON RECRUITMENT AND SELECTION AT IDBI FEDERAL LIFE INSURANCE Submitted by S.AMUDHA (Reg. No.:212414631001) Of SREE SASTHA INSTITUTE OF ENGINEERING AND TECHNOLOGY A FinalSemester Project report submitted in partialfulfillment of the requirements For the award of the degree of MASTER OF BUSINESS ADMINISTRATION IN (HUMAN RESOURCES) ANNA UNIVERSITY CHENNAI – 600025 JUNE – 2016
  2. 2. DECLARATION I S.AMUDHA,(Reg.No 212414631001) a bonafide student of Department of Management Studies, Sree Sastha Institute of Engineering and Technology, Chennai would like to declare that the project entitled, “ A STUDY ON RECRUITMENT AND SELECTION AT IDBI FEDERAL LIFE INSURANCE ” in partial fulfillment of Master of Business Administration course of the Anna University is my original work. Place: Chennai Date: S.AMUDHA
  3. 3. ACKNOWLEDGEMENT I would like to thank Prof. J.KARTHIKEYAN, Chairman of SREE SASTHA INSTITUTE OF ENGINEERING AND TECHNOLOGY, Chennai for providing an excellent learning ambience. I would like to thank Principal Dr.V.R.SAMPATH, SREE SASTHA INSTITUTE OF ENGINEERING AND TECHNOLOGY, Chennai for his invaluable inputs, encouragement knowledge facilitation. I am ineffably indebted to HOD/MBA Dr.N. BHUVANA DEVI for conscientious guidance and encouragement to accomplish this assignment. I am highly indebted to Mr.PRAKESH, (BRANCH MANAGER) AND Mr.SAKTHIVEL, (TEAM LEADER), IDBI FEDERAL LIFE INSURANCE, CHENNAI for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project. I take this opportunity to express my deep sense of gratefulness to my faculty supervisor Mrs.KALAIVANI, for her constant assistance and guidance to compile this project report. I also acknowledge with a deep sense of reverence, my gratitude towards my parents and member of my family, who has always supported me morally as well as economically. At last but not least gratitude goes to all of my friends who directly or indirectly helped me to complete this project report.
  4. 4. ABSTRACT This project report includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process, Recruitment Tips. Sources of Recruitment through which an Organization gets suitable application. Scientific Recruitment and Selection, which an Organization should follow for, right manpower. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. Approaches to Selection, Scientific Selection Policy, Selection in India and problems. The objective of the study is to help the organization to know the recruitment and selection process. The questionnaire was prepared and response was notes for 157 employees in IDBI Federal Life Insurance Company limited. The data was tabulated and analyzed using simple statistical tools like  Percentage analysis  Chi-Square test  Anova
  5. 5. BONAFIDE CERTIFICATE Certified that this project report titled “ A STUDYON RECRUITMENTAND SELECTIONAT IDBI FEDERAL LIFE INSURANCE” is the bonafide work of “ S.AMUDHA (Reg.No)212414631001” who carried out the project work under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate. KALAIVANI Dr.N. BHUVANA DEVI SUPERVISOR HEAD OF THE DEPARTMENT ___________________________ ___________________________ INTERNAL EXAMINER EXTERNAL EXAMINER
  6. 6. TABLE OF CONTENTS Chapter No. Description Page No. Title Page i Bonafide certificate ii Organization certificate iii Declaration iv Acknowledgement v Abstract vi Table of Contents vii List of Tables viii List of Figures ix Abbreviations x I Introduction 1.1 Introduction of the topic 1.2 Company Profile 1.3 Industry profile 1.4 Need for the study 1.5 Objectives of the study 1.6 Scope of the study II Literature Review III Research Methodology 3.1 Research Design 3.2 Sources of Data collection
  7. 7. 3.3 Sampling Design 3.4 Tools for Data Analysis 3.5 Limitations of the study IV Data Analysis and Interpretation V Summary and Findings 5.1 Findings 5.2 Suggestions 5.3 Conclusions Appendices Questionnaire / Balance Sheet References(Bibliography)
  9. 9. 1.1 INTRODUCTION ABOUT THE TITLE RECURITMENT AND SELECTION RECURITMENT The process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner. The recruitment process includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to the organization. MEANING Recruitment is a positive process of searching for prospective employees and stimulating them to apply for the jobs in the organisation. When more persons apply for jobs then there will be a scope for recruiting better persons. The job-seekers too, on the other hand, are in search of organisations offering them employment. Recruitment is a linkage activity bringing together those with jobs and those seeking jobs. In simple words, the term recruitment refers to discovering the source from where potential employees may be selected. The scientific recruitment process leads to higher productivity, better wages, high morale, reduction in labour turnover and enhanced reputation. It stimulates people to apply for jobs; hence it is a positive process. Recruitment is concerned with reaching out, attracting, and ensuring a supply of qualified personnel and making out selection of requisite manpower both in their quantitative and qualitative aspect. It is the development and maintenance of adequate man- power resources. This is the first stage of the process of selection and is completed with placement. DEFINITION According to Edwin B. Flippo, “It is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organisation.” He further elaborates it, terming it both negative and positive. He says, “It is often termed positive in that it stimulates people to apply for jobs, to increase the hiring ratio, i.e. the number of applicants for a job. Selection, on the other hand, tends to be negative because it rejects a good number of those who apply, leaving only the best to be hired. ” In the words of Dale Yoder, Recruitment is the process to “discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.”
  10. 10. Kempner writes, “Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidates.” In personnel recruitment, management tries to do far more than merely fill job openings. As a routine the formula for personnel recruitment would be simple i.e., just fill the job with any applicant who comes along. RECRUITMENT PROCESS 1. Recruitment Planning: The first step involved in the recruitment process is planning. Here, planning involves to draft a comprehensive job specification for the vacant position, outlining its major and minor responsibilities; the skills, experience and qualifications needed; grade and level of pay; starting date; whether temporary or permanent; and mention of special conditions, if any, attached to the job to be filled ” 2. Strategy Development: Once it is known how many with what qualifications of candidates are required, the next step involved in this regard is to devise a suitable strategy for recruiting the candidates in the organisation. The strategic considerations to be considered may include issues like whether to prepare the required candidates themselves or hire it from outside, what type of recruitment method to be used, what geographical area be considered for searching the candidates, which source of recruitment to be practiced, and what sequence of activities to be followed in recruiting candidates in the organisation. 3. Searching: This step involves attracting job seekers to the organisation. There are broadly two sources used to attract candidates. These are: 1. Internal Sources, and 2. External Sources 4. Screening: Though some view screening as the starting point of selection, we have considered it as an integral part of recruitment. The reason being the selection process starts only after the applications have been screened and shortlisted. Let it be exemplified with an example.
  11. 11. In the Universities, applications are invited for filling the post of Professors. Applications re- ceived in response to invitation, i.e., advertisement are screened and shortlisted on the basis of eligibility and suitability. Then, only the screened applicants are invited for seminar presentation and personal interview. The selection process starts from here, i.e., seminar presentation or interview. Job specification is invaluable in screening. Applications are screened against the qualification, knowledge, skills, abilities, interest and experience mentioned in the job specification. Those who do not qualify are straightway eliminated from the selection process. The techniques used for screening candidates vary depending on the source of supply and method used for recruiting. Preliminary applications, de-selection tests and screening interviews are common techniques used for screening the candidates. 5. Evaluation and Control: Given the considerable cost involved in the recruitment process, its evaluation and control is, therefore, imperative. The costs generally incurred in a recruitment process include: (i) Salary of recruiters (ii) Cost of time spent for preparing job analysis, advertisement (iii) Administrative expenses (iv) Cost of outsourcing or overtime while vacancies remain unfilled (v) Cost incurred in recruiting unsuitable candidates In view of above, it is necessary for a prudent employer to try to answer certain questions like: whether the recruitment methods are appropriate and valid? And whether the recruitment process followed in the organisation is effective at all or not? In case the answers to these questions are in negative, the appropriate control measures need to be evolved and exercised to tide over the situation. However, such an exercise seems to be only rarely carried out in practice by the organisations employers. Having discussed recruitment process, it will be now relevant to have an idea about recruitment practices in India. The following section delineates the same.
  12. 12. SOURCES OF RECRUITMENT OF EMPLOYEES: INTERNAL AND EXTERNAL The searching of suitable candidates and informing them about the openings in the Insurance Company is the most important aspect of recruitment process. The candidates may be available inside or outside the Company. Basically, there are two sources of recruitment i.e., internal and external sources. (A) INTERNAL SOURCES Best employees can be found within the organisation… When a vacancy arises in the organisation, it may be given to an employee who is already on the pay-roll. Internal sources include promotion, transfer and in certain cases demotion. When a higher post is given to a deserving employee, it motivates all other employees of the organisation to work hard. The employees can be informed of such a vacancy by internal advertisement. Methods of Internal Sources: The Internal Sources Are Given Below: 1. Transfers: Transfer involves shifting of persons from present jobs to other similar jobs. These do not involve any change in rank, responsibility or prestige. The numbers of persons do not increase with transfers. 2. Promotions: Promotions refer to shifting of persons to positions carrying better prestige, higher responsibilities and more pay. The higher positions falling vacant may be filled up from within the organisation. A promotion does not increase the number of persons in the organisation.
  13. 13. A person going to get a higher position will vacate his present position. Promotion will motivate employees to improve their performance so that they can also get promotion. 3. Present Employees: The present employees of a concern are informed about likely vacant positions. The employees recommend their relations or persons intimately known to them. Management is relieved of looking out prospective candidates. The persons recommended by the employees may be generally suitable for the jobs because they know the requirements of various positions. The existing employees take full responsibility of those recommended by them and also ensure of their proper behaviour and performance. Advantages of Internal Sources 1. Improves morale: When an employee from inside the organisation is given the higher post, it helps in increasing the morale of all employees. Generally every employee expects promotion to a higher post carrying more status and pay (if he fulfills the other requirements). 2. No Error in Selection: When an employee is selected from inside, there is a least possibility of errors in selection since every company maintains complete record of its employees and can judge them in a better manner. 3. Promotes Loyalty: It promotes loyalty among the employees as they feel secured on account of chances of advancement. 4. No Hasty Decision: The chances of hasty decisions are completely eliminated as the existing employees are well tried and can be relied upon. 5. Economy in Training Costs: The existing employees are fully aware of the operating procedures and policies of the organisation. The existing employees require little training and it brings economy in training costs. 6. Self-Development: It encourages self-development among the employees as they can look forward to occupy higher posts.
  14. 14. Disadvantages of Internal Sources: (i) It discourages capable persons from outside to join the concern. (ii) It is possible that the requisite number of persons possessing qualifications for the vacant posts may not be available in the organisation. (iii) For posts requiring innovations and creative thinking, this method of recruitment cannot be followed. (iv) If only seniority is the criterion for promotion, then the person filling the vacant post may not be really capable. Inspite of the disadvantages, it is frequently used as a source of recruitment for lower positions. It may lead to nepotism and favouritism. The employees may be employed on the basis of their recommendation and not suitability. (B) EXTERNAL SOURCES All organisations have to use external sources for recruitment to higher positions when existing employees are not suitable. More persons are needed when expansions are undertaken. Methods of External Sources 1. Advertisement: It is a method of recruitment frequently used for skilled workers, clerical and higher staff. Advertisement can be given in newspapers and professional journals. These advertisements attract applicants in large number of highly variable quality. Preparing good advertisement is a specialised task. If a company wants to conceal its name, a ‘blind advertisement’ may be given asking the applicants to apply to Post Bag or Box Number or to some advertising agency. 2. Employment Exchanges: Employment exchanges in India are run by the Government. For unskilled, semi-skilled, skilled, clerical posts etc., it is often used as a source of recruitment. In certain cases it has been made obligatory for the business concerns to notify their vacancies to the employment exchange. In the past, employers used to turn to these agencies only as a last resort. The job-seekers and job- givers are brought into contact by the employment exchanges. 3. Schools, Colleges and Universities: Direct recruitment from educational institutions for certain jobs (i.e. placement) which require technical or professional qualification has become a common practice. A close liaison between the company and educational institutions helps in getting suitable candidates. The students are
  15. 15. spotted during the course of their studies. Junior level executives or managerial trainees may be recruited in this way. 4. Recommendation of Existing Employees: The present employees know both the company and the candidate being recommended. Hence some companies encourage their existing employees to assist them in getting applications from persons who are known to them. In certain cases rewards may also be given if candidates recommended by them are actually selected by the company. If recommendation leads to favouritism, it will impair the morale of employees. 5. Factory Gates: Certain workers present themselves at the factory gate every day for employment. This method of recruitment is very popular in India for unskilled or semi-skilled labour. The desirable candidates are selected by the first line supervisors. The major disadvantage of this system is that the person selected may not be suitable for the vacancy. 6. Casual Callers: Those personnel who casually come to the company for employment may also be considered for the vacant post. It is most economical method of recruitment. In the advanced countries, this method of recruitment is very popular. 7. Central Application File: A file of past applicants who were not selected earlier may be maintained. In order to keep the file alive, applications in the files must be checked at periodical intervals. 8. Labour Unions: In certain occupations like construction, hotels, maritime industry etc., (i.e., industries where there is instability of employment) all recruits usually come from unions. It is advantageous from the management point of view because it saves expenses of recruitment. However, in other industries, unions may be asked to recommend candidates either as a goodwill gesture or as a courtesy towards the union. 9. Labour Contractors: This method of recruitment is still prevalent in India for hiring unskilled and semi-skilled workers in brick klin industry. The contractors keep themselves in touch with the labour and bring the workers at the places where they are required. They get commission for the number of persons supplied by them.
  16. 16. 10. Former Employees: In case employees have been laid off or have left the factory at their own, they may be taken back if they are interested in joining the concern (provided their record is good). 11. Other Sources: Apart from these major sources of external recruitment, there are certain other sources which are exploited by companies from time to time. These include special lectures delivered by recruiter in different institutions, though apparently these lectures do not pertain to recruitment directly. Then there are video films which are sent to various concerns and institutions so as to show the history and development of the company. These films present the story of company to various audiences, thus creating interest in them. Various firms organise trade shows which attract many prospective employees. Many a time advertisements may be made for a special class of work force (say married ladies) who worked prior to their marriage. These ladies can also prove to be very good source of work force. Similarly there is the labour market consisting of physically handicapped. Visits to other companies also help in finding new sources of recruitment. Merits of External Sources 1. Availability of Suitable Persons: Internal sources, sometimes, may not be able to supply suitable persons from within. External sources do give a wide choice to the management. A large number of applicants may be willing to join the organisation. They will also be suitable as per the requirements of skill, training and education. 2. Brings New Ideas: The selection of persons from outside sources will have the benefit of new ideas. The persons having experience in other concerns will be able to suggest new things and methods. This will keep the organisation in a competitive position. 3. Economical: This method of recruitment can prove to be economical because new employees are already trained and experienced and do not require much training for the jobs. Demerits of External Sources 1. Demoralisation: When new persons from outside join the organisation then present employees feel demoralised because these positions should have gone to them. There can be a heart burning among old
  17. 17. employees. Some employees may even leave the enterprise and go for better avenues in other concerns. 2. Lack of Co-Operation: The old staff may not co-operate with the new employees because they feel that their right has been snatched away by them. This problem will be acute especially when persons for higher positions are recruited from outside. 3. Expensive: The process of recruiting from outside is very expensive. It starts with inserting costly advertisements in the media and then arranging written tests and conducting interviews. In spite of all this if suitable persons are not available, then the whole process will have to be repeated. 4. Problem of Maladjustment: There may be a possibility that the new entrants have not been able to adjust in the new environment. They may not temperamentally adjust with the new persons. In such cases either the persons may leave themselves or management may have to replace them. These things have adverse effect on the working of the organisation. Suitability of External Sources of Recruitment: External Sources of Recruitment are Suitable for The Following Reasons: (i) The required qualities such as will, skill, talent, knowledge etc., are available from external sources. (ii) It can help in bringing new ideas, better techniques and improved methods to the organisation. (iii) The selection of candidates will be without preconceived notions or reservations. (iv) The cost of employees will be minimum because candidates selected in this method will be placed in the minimum pay scale. (v) The entry of new persons with varied experience and talent will help in human resource mix. (vi) The existing employees will also broaden their personality. (vii) The entry of qualitative persons from outside will be in the long-run interest of the organisation.
  18. 18. SELECTION Finding the interested candidates who have submitted their profiles for a particular job is the process of recruitment, and choosing the best and most suitable candidates among them is the process of selection. It results in elimination of unsuitable candidates. It follows scientific techniques for the appropriate choice of a person for the job. The recruitment process has a wide coverage as it collects the applications of interested candidates, whereas the selection process narrows down the scope and becomes specific when it selects the suitable candidates. Stone defines, ‘Selection is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job’. MEANING AND DEFINITION OF SELECTION Selection is the next step after recruitment. Theos A Langlie writes, “The manager’s concern with techniques of personal selection is that they are so designed and administered that they provide the basis for effective and economical manning of jobs in the organisation.” A manager is not a technician but he must be prepared to understand selection techniques. I must be aware of the extent to which the organisational objectives are being achieved by this function and the nature of measuring individual differences. He must be capable of intelligently approving performance criteria and standards. He should be aware of the importance of the personal research function and provide essential support to it. Apart from this, it is necessary that employment policy is also realistic. The policy that calls for the employment only of those who have a potential expected to rise to high positions will be quite unrealistic. The policy must recognise the limitations of selection techniques taking into account the significance of averages, variability errors of system and attempt to leave the mass of workers with some proporation of higher expected individuals. The procedure of selection is concerned with securing of relevant information about an applicant. There are a number of steps involved in this process. At each such step some candidates are dropped and the remaining move on. This is the reason that some authors have nick named the process of selection as the process of rejection.
  19. 19. Qualified applicants go on to the next hurdle, while the unqualified are eliminated. Koontz O’Donnell and Weihrich write, “Selecting a manager is choosing logically from among the candidates the one that best meets the position requirements. In the selection approach applicants are sought to fill position with rather specific requirements.” According to Blum and Nylor “An effective selection programme is a non-random process because those selected have been chosen on the basis of the assumption that they are more likely to be better employees than those who have been rejected.” Regarding selection procedure the observations of National International Conference Board are as under: “A traditional selection process includes preliminary screening interview, completion of an application form, employment tests, comprehensive interview, background investigation, physical examination and final employment decision to hire.” SELECTION PROCEDURE MEANING The selection process starts immediately after recruitment. It is a process of eliminating (among all the candidates considered for possible employment) those who appear unpromising. Selection process requires exactness. It is essential to study job description and application blank simultaneously. Tests, interview and reference checking can provide extra information about the applicants. It is not an easy process. In fact, it is a very critical process. The selection procedure consists of a series of methods or steps or stages by which additional information is secured about an applicant. At each stage facts may come to light which may lead to the rejection of an applicant. Selection procedure may be compared to a series of barriers which an applicant is required to cross before he is finally selected. Essentials of a Selection Procedure: The selection procedure should be planned in such a way that it suits the organisation’s needs. The Procedure would be Successful if it satisfies the following Requirements: (i) There should be sufficient number of applicants from whom the required number of candidates may be selected. The selection will not be proper if number of candidates is (ii) There should be some person who is assigned the authority to select. The authority is given on the basis of type of persons to be selected and the nature of work they will take up.
  20. 20. (iii) There should be some standard with which a prospective employee may be compared (i.e. these should be available beforehand a comprehensive job specification as developed by job analysis.) Significance of Selection Procedure: The success of an organisation depends on the personnel working therein. If right persons are selected, then organisational goals can be easily achieved. The selection of wrong personnel may create many problems for the organisation. Training needs of such employees will be more, resulting into additional expenditures. The employer- employee relations may not be congenial. A right person is an asset for the organisation whereas a wrong selection makes him a liability. Selection procedure should be devised in such a way that right persons are selected and wrong ones are rejected. The selection procedure should be devised in such a manner that all relevant information concerning the applicant is made available. Whether the procedure is simple or complicated depends on the nature of the job. The candidate will be selected after he clears all the hurdles. The applicant should neither be over qualified nor under qualified for the post. In both the cases he is a misfit and may leave the organisation any time. A wrong selection means a heavy loss to an organisation in terms of expenditure incurred on selection, induction, training and subsequent poor performance of an employee. Therefore, a well planned selection procedure is of utmost importance for every organisation.
  21. 21. Eight Procedures Evolved in the Selection Process of Employees Selection process starts where recruitment ends. Selection means fitting a round peg in a round hole. This is done by comparing the requirements of a job with the qualifications and experience of a candidate. Since the basic purpose of selection is to find out right kind of people to fill the available positions, an orderly and systematic procedures is, therefore, always advisable. Past experience suggests that in most cases to select both over-qualified and under-qualified people turns to be costlier to the employer-enterprise. While selection of over- qualified people results frustration on the part of the employees, selecting under qualified people invites indignation of the employer frequently. Thus, selection is a critical function in the personnel relations in every way. Although, the selection procedure varies from place to place and enterprise to enterprise, we can discuss the more common methods used. However, no all enterprises are bound to use all the steps and techniques of selection which we are discussing. Instead, the enterprise should relate selection method to job success.
  22. 22. In other words, which methods of selection best predict job success for certain types of works? The answer can often be obtained by using statistical methods called regression analysis and correlation (Stockton 1966). To find out the best available candidate for a job, we shall now discuss some of the more common selection procedures used in small-scale enterprises in India. 1. Preliminary Interview: If the recruitment programme is non-selective (not trying to appeal to a special group of applicants, such as college-trained personnel or experienced carpenters), the preliminary interview is likely to be used in selection. This interview is short, often lasting for ten-fifteen minutes. The basic purpose of the preliminary interview is to determine an applicant’s suitability for further consideration. Basic questions such as age, present occupation, and experience are asked in this interview. The kind of work available in the enterprise is explained by the interviewer. If there is felt some chance of successful placement, the applicant is allowed to continue the rest of the selection procedure. 2. Application Blank: Application blank is commonly used in the selection process. Questions like work history, educational level, work experience and the type of work applied for are asked in the question blank. From a perusal of this record, the employer can form a broad idea about the applicant’s potential. Application blanks contain questions related to the probability of job success. The format used for this purpose varies from enterprise to enterprise. 3. Psychological Test: Most psychological tests administered in the enterprises are paper-and- pencil. The test taker is given a series of questions and a choice of two or more possible answers to each question. The candidate must then choose the answer that he/she feels correct. Psychological test generally includes the following: Aptitude Test: This is a test measuring intelligence of the applicant and his ability to learn certain skills. Performance Test: It is a test that measures one’s current knowledge of a specific subject. Personality Test: Under this test, an applicant’s personality traits such as dominance, sociability and conformity are measured.
  23. 23. Interest Test: As the name of the test itself denotes, this is a test that measures one’s interest in various fields of work. 4. References: Nowadays, almost all good enterprises ask an applicant for the names of others who can tell them something about his/her past. Frankly speaking, personal references are generally unreliable and biased. Many a times, these reference persons are not well qualified to judge one’s past work performance. Therefore, the names of previous employees and teachers are considered more reliable and unbiased in giving judgment about one’s past experience/performance. That is why an applicant is asked to mention about his educational qualification and all previous jobs held. As regards contacting references, it is considered best to do so in person. Compared to a written request for information, a telephonic talk is better. The reason is not difficult to seek. A telephonic talk or face-to-face contact becomes more frank in giving an employee’s past performance. This is a general observation that many people become reluctant to put up uncomplimentary remarks about anyone in writing. In addition, one’s tone of voice and facial expression can reveal a great deal about his true opinion of someone. 5. Interview: After all the above formalities are over, an interview is conducted with the applicant. It is an interview that facilitates an interviewer to evaluate more effectively the applicant’s potential for success in the particular job. In spite of being somewhat subjective, the interview as a method has been the most commonly used selection device in all types of organizations. In fact, the basic objective of an interview device should be to measure those qualities and traits that cannot be better measured by some other devices like testing or application blank. Thus, by definition, an interview is, in part at least, subjective since the more easily measurable qualities/tracts are measured by other techniques. The traits probed by an interview include social poise, general appearance and the ability to express oneself effectively. 6. Physical Examination: A physical examination is usually placed towards the end of the selection process. It gives the enterprise current information about the applicant’s physical health at the time of selection or hiring.
  24. 24. 7. Placement: Once a new employee has been selected, he/ she is finally placed to perform the specific job. Here, the employer needs to consider a few points before expecting work from the new employee. It is well known to all of us, the first few days in a new position are usually the hardest. A new comer should be properly introduced to his fellow workers, shown the location of facilities available, informed of regulations, if any, and encouraged to ask any needed information. Considerations and reasonable attention to these points prove a good investment in personnel relations. 8. Orientation: The employees selected should be made familiar with their enterprises’ objectives and activities and with their jobs. Thus begins their orientation period to learn about their work environment. Henceforth starts the training and development of newly selected employees.
  25. 25. 1.2 COMPANY PROFILE IDBI FEDERAL LIFE INSURANCE IDBI Federal Life Insurance is one of India’s growing life insurance companies and offers a diverse range of wealth management, protection and retirement solutions to individual and corporatecustomers. IDBI Federal Life Insurance Co Ltd is a joint-venture of IDBI Bank, India’s premier development and commercial bank, Federal Bank, one of India’s leading private sector banks and Ageas, a multinational insurance giant based out of Europe. Having commenced operations in 2008, IDBI Federal was able to achieve breakeven within just 5 years; the Company’s passion for innovation and growth helped it achieve this feat. Through a nationwide network of 2, 964 branches of IDBI Bank and Federal Bank, and a sizeable network of advisors and partners, IDBI Federal Life Insurance has achieved presence across the length and breadth of the country. As on March 31, 2015, the company has issued nearly 7.88 lakh policies with a sum assured of over Rs. 41,856 crore. IDBI Federal Life Insurance has total assets under management of 4,087 crore and a robust capital base of over 800 crores, as on March 31, 2015. About the sponsors of IDBI Federal Life Insurance Co Ltd IDBI Bank Ltd. IDBI Bank Ltd. continues to be, since its inception, India’s premier industrial development bank. It came into being as on July 01, 1964 to support India’s industrial backbone. Today, it is amongst India’s foremost commercial banks, with a wide range of innovative products and services, serving retail and corporate customers in all corners of the country from 1717 branches and 3000 ATMs. The Bank offers its customers an extensive range of diversified services including project finance, term lending, working capital facilities, lease finance, venture capital, loan syndication, corporate advisory services and legal and technical advisory services to its corporate clients as well as mortgages and personal loans to its retail clients. As part of its development activities, IDBI Bank has been instrumental in sponsoring the development of key
  26. 26. institutions involved in India’s financial sector – National Stock Exchange of India Limited (NSE) and National Securities Depository Ltd, SHCIL (Stock Holding Corporation of India Ltd), CARE (Credit Analysis and Research Ltd). Federal Bank Federal Bank is one of India’s leading private sector banks, with a dominant presence in the state of Kerala. It has a strong network of over 1,247 branches and 1,485 ATMs spread across India. The bank provides over four million retail customers with a wide variety of financial products. Federal Bank is one of the first large Indian banks to have an entirely automated and interconnected branch network. In addition to interconnected branches and ATMs, the Bank has a wide range of services like Internet Banking, Mobile Banking, Tele Banking, Any Where Banking, debit cards, online bill payment and call centre facilities to offer round the clock banking convenience to its customers. The Bank has been a pioneer in providing innovative technological solutions to its customers and the Bank has won several awards and recommendations. Ageas Ageas is an international insurance group with a heritage spanning 190 years. Ranked among the top 20 insurance companies in Europe, Ageas has chosen to concentrate its business activities in Europe and Asia, which together make up the largest share of the global insurance market. These are grouped around four segments: Belgium, United Kingdom, Continental Europe and Asia and served through a combination of wholly owned subsidiaries and partnerships with strong financial institutions and key distributors around the world. Ageas operates successful partnerships in Belgium, the UK, Luxembourg, Italy, Portugal, Turkey, China, Malaysia, India and Thailand and has subsidiaries in France, Hong Kong and the UK. Ageas is the market leader
  27. 27. in Belgium for individual life and employee benefits, as well as a leading Non-Life player through AG Insurance. In the UK, Ageas is the sixth largest Non-Life insurer with a number 3 position in cars insured and has a strong presence in the over 50’s market. Ageas employs more than 13,000 people in the consolidated entities and over 30,000 in the non-consolidated partnerships, and has annual inflows of more than EUR 23 billion. VISION, MISSION AND VALUES Vision To be the leading provider of wealth management, protection and retirement solutions that meets the needs of our customers and adds value to their lives. Mission To continually strive to enhance customer experience through innovative product offerings, dedicated relationship management and superior service delivery while striving to interact with our customers in the most convenient and cost effective manner. To be transparent in the way we deal with our customers and to act with integrity. To invest in and build quality human capital in order to achieve our mission. Values  Transparency: Crystal Clear communication to our partners and stakeholders  Value to Customers: A product and service offering in which customers perceive value  Rock Solid and Delivery on Promise: This translates into being financially strong, operationally robust and having clarity in claims  Customer-friendly: Advice and support in working with customers and partners  Profit to Stakeholders: Balance the interests of customers, partners, employees, shareholders and the community at large.
  28. 28. HISTORY OF THE ORGANIZATION In the year 2006, IDBI Bank, Federal Bank and Belgian-Dutch insurance major Fortis Insurance International NV signed a MoU to start a life insurance company in India. The company received its license from Insurance Regulatory and Development Authority of India (IRDAI) in December 2007. IDBI Fortis Life Insurance Co. Ltd. officially began its operations in March 2008. In August 2008, the company collected the premium of over Rs.100 crore within a record time of five months, thus becoming the fastest growing new life insurance company in the private sector. India-Sri Lanka ODI series that took place in October 2009, found a title sponsor in insurance major IDBI Fortis. The company’s AUM crossed the Rs. 1,000 crore mark for the first time in March 2010. In August 2010, the company was rechristened as IDBI Federal Life Insurance Company. The organization has always taken the road less travelled. In 2012-13, it declared its maiden profits in record 5 years, thus was one of the fastest to do so in the industry. It yet again clocked Rs. 80 crore profits for the financial year 2013-14 and has maintained its profitable trajectory from thereon.
  29. 29. PRODUCTS IDBI Federal offers a suite of products that addresses various life-stage needs of the customers. The trademarked names of the products help define the benefit and the value they bring to the customer. S.No PRODUCT NAME DESCRIPTION 1 CHILDSURANCE Childsurance offers solutions to ensure funding the life insured’s child’s future needs like higher education, marriage, vocational training, etc. 2 INCOMESURANCE Incomesurance provides guaranteed regular income along with a life cover. 3 LIFESURANCE Lifesurance offers an array of participating endowment plans, designed to provide long-term savings along with life cover. 4 LOANSURANCE Loansurance is a cost-effective insurance plan that covers the life insured’s outstanding debt. 5 RETIRESURANCE Retiresurance offers plans that help the life insured build a corpus that lasts throughout his retired life to make them the best years of his life. 6 HEALTHSURANCE Healthsurance ensures that the life insured never lack the funds to obtain quality treatment in case of medical emergencies. 7 TERMSURANCE Termsurance offers financial protection to the family of the life insured in case of the unfortunate event of the death of the life insured.
  30. 30. TAX BENEFITS Life insurance and retirement plans are one of the most effective ways of saving taxes. A summary of these benefits is provided below:  Life Insurance Plans and certain types of annuity plans are eligible for deduction under Section 80C.  Specified Pension Plans are eligible for a deduction under Section 80CCC. The contributions/payments made towards the life insurance plans and annuity/pension plans are eligible for an overall tax deduction of Rs.1,50,000.  Health Insurance Plans/Riders are separately eligible for deduction under Section 80D.  The proceeds or withdrawals from Life Insurance Policies are exempt under Sec 10(10D), subject to norms prescribed in that section.
  31. 31. AWARDS  IDBI Federal was recognized as the ‘Best Insurance Company in the Private Sector’ for the year 2013 -2014 at the Lokmat Banking, Financial Services & Insurance Award.  IDBI Federal’s Corporate Annual event, Corporate Brochure and In-house magazine received one silver each at the Global Public Relations Council of India Conclave 2015.  IDBI Federal's thematic Annual Report for FY 2013-14 was conferred with the Corporate Collateral Gold Award at the Global Public Relations Council of India Conclave 2015.  IDBI Federal's thematic Annual Report for FY 2012-13 was conferred with the Corporate Collateral Award of Appreciation at the Global Public Relations Council of India Conclave 2014.  IDBI Federal was conferred with a special recognition at the Public Relations Council of India Awards 2014 for their PR efforts towards their maiden profits story.  IDBI Federal was recognised as the ‘Best Life Insurance Company’ in the private sector at the IPE Banking, Financial services and Insurance Awards 2013.  IDBI Fortis won a bronze Dragon at 'PMAA 2009'
  32. 32. ORGANIZATION STRUCTURE Vighnesh Shahane (Chief Executive Officer) Ajay Oberoi (Chief People Officer & Head Administration) Aneesh Srivastava (Chief Investment Officer) Ashley Kennedy (Chief Distribution Officer-East & North) Ganesha Ratnam (Chief Distribution Officer-South) Karthik Raman (Chief Distribution Officer-West) Kedar Patki (Chief Financial officer)
  33. 33. COMPETITORS OF IDBI FEDERAL LIFE INSURANCE S.NO. NAME OF THE COMPETITORS 1 Bajaj Allianz Life Insurance Company Limited 2 Birla Sun Life Insurance Company Limited 3 HDFC Standard Life Insurance Company Limited 4 ICICI Prudential Life Insurance Company Limited 5 ING Vysya Life Insurance Company Limited 6 Life Insurance Corporation Of India 7 Max Newyork Life Insurance Company Limited 8 Metlife India Insurance Co. Pvt. Ltd. 9 Kotak Mahindra Old Mutual Life Insurance 10 SBI Life Insurance Company Limited 11 Tata Aig Life Insurance Company Limited 12 Reliance Life Insurance Company Limited 13 Aviva Life Insurance Company India Private Limited 14 Sahara India Life Insurance Company Limited 15 Shriram Life Insurance Company Limited 16 Bharti Axa Life Insurance Company Limited 17 Future Generali Life Insurance Company Ltd 18 Canara Hsbc Life Insurance Company Limited 19 Star Union Daichi Life Insurance Company Limited 20 Aegon Religare Life Insurance Company Ltd
  34. 34. 1.3 INDUSTRY PROFILE INSURANCE INDUSTRY IN INDIA INTRODUCTION The insurance industry of India consists of 53 insurance companies of which 24 are in life insurance business and 29 are non-life insurers. Among the life insurers, Life Insurance Corporation (LIC) is the sole public sector company. Apart from that, among the non-life insurers there are six public sector insurers. In addition to these, there is sole national re-insurer, namely, General Insurance Corporation of India (GIC Re). Other stakeholders in Indian Insurance market include agents (individual and corporate), brokers, surveyors and third party administrators servicing health insurance claims. Out of 29 non-life insurance companies, five private sector insurers are registered to underwrite policies exclusively in health, personal accident and travel insurance segments. They are Star Health and Allied Insurance Company Ltd, Apollo Munich Health Insurance Company Ltd, Max Bupa Health Insurance Company Ltd, Religare Health Insurance Company Ltd and Cigna TTK Health Insurance Company Ltd. There are two more specialised insurers belonging to public sector, namely, Export Credit Guarantee Corporation of India for Credit Insurance and Agriculture Insurance Company Ltd for crop insurance. MARKET SIZE India's life insurance sector is the biggest in the world with about 360 million policies which are expected to increase at a Compound Annual Growth Rate (CAGR) of 12-15 per cent over the next five years. The insurance industry plans to hike penetration levels to five per cent by 2020. The country’s insurance market is expected to quadruple in size over the next 10 years from its current size of US$ 60 billion. During this period, the life insurance market is slated to cross US$ 160 billion. The general insurance business in India is currently at Rs 78,000 crore (US$ 11.7 billion) premium per annum industry and is growing at a healthy rate of 17 per cent. The Indian insurance market is a huge business opportunity waiting to be harnessed. India currently accounts for less than 1.5 per cent of the world’s total insurance premiums and about 2 per cent of the world’s life insurance premiums despite being the second most populous nation. The country is the fifteenth largest insurance market in the world in terms of premium volume, and has the potential to grow exponentially in the coming years.
  35. 35. INVESTMENTS The following are some of the major investments and developments in the Indian insurance sector.  Foreign Direct Investment in the insurance sector stood at US$ 341 million in March- September, 2015, showing a growth of 152 per cent compared to the same period last year.  Insurance firm AIA Group Ltd has decided to increase its stake in Tata AIA Life Insurance Co Ltd, a joint venture owned by Tata Sons Ltd and AIA Group from 26 per cent to 49 per cent.  Canada-based Sun Life Financial Inc plans to increase its stake from 26 per cent to 49 per cent in Birla Sun Life Insurance Co Ltd, a joint venture with Aditya Birla Nuvo Ltd, through buying of shares worth Rs 1,664 crore (US$ 249 million).  Nippon Life Insurance, Japan's second largest life insurance company, has signed definitive agreements to invest Rs 2,265 crore (US$ 348 million) in order to increase its stake in Reliance Life Insurance from 26 per cent to 49 per cent.  The Central Government is planning to launch an all-in-one insurance scheme for farmers called the Unified Package Insurance Scheme (Bhartiya Krishi Bima Yojana). The proposed scheme will have various features like crop insurance, health cover, personal accident insurance, live stock insurance, insurance cover for agriculture implements like tractors and pump sets, student safety insurance and life insurance.  Government launched a special enrolment drive, Suraksha Bandhan Drive comprising of sale of gift cheques and launch of deposit schemes in bank branches, to facilitate enrolment under Pradhan Mantri Suraksha Bima Yojana (PMSBY) and Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY).  To increase the subscriber base and ensure wider reach, the Central Government has eased several norms for its flagship insurance scheme Atal Pension Yojana (APY),in terms of more options for periodical contributions, voluntary and premature exits and simplified penalty for payment delays.  Bennett Coleman and Co. Ltd (BCCL), the media conglomerate with multiple publications in several languages across India, is set to buy Religare Enterprises Ltd’s entire 44 per cent stake in life insurance joint venture Aegon Religare Life Insurance Co. Ltd. The foreign partner Aegon is set to increase its stake in the joint venture from 26 per cent to 49 per cent, following government’s reform measure allowing the increase in stake holding by foreign companies in the insurance sector.  GIC Re and 11 other non-life insurers have jointly formed the India Nuclear Insurance Pool with a capacity of Rs 1,500 crore (US$ 226 million) and will provide the risk transfer mechanism to the operators and suppliers under the CLND Act.  State Bank of India has announced that BNP Paribas Cardif is keen to increase its stake in SBI Life Insurance from 26 per cent to 36 per cent. Once the foreign joint venture partner increases its stake to 36 per cent, SBI’s stake in SBI Life will get diluted to 64 per cent.
  36. 36.  Bangladesh has granted permission to the Life Insurance Corporation of India (LIC) to run its business, making it the second foreign insurance company to operate in the country.  Reliance Life Insurance Company (RLIC) today said it will add 20,000 agents across India in this financial year as part of its expansion plans. It will increase their agency force by 20 per cent which now stands at 100,000. GOVERNMENT INITIATIVES The Government of India has taken a number of initiatives to boost the insurance industry. Some of them are as follows:  The Insurance Regulatory and Development Authority (IRDA) of India has formed two committees to explore and suggest ways to promote e-commerce in the sector in order to increase insurance penetration and bring financial inclusion.  IRDA has formulated a draft regulation, IRDAI (Obligations of Insures to Rural and Social Sectors) Regulations, 2015, in pursuance of the amendments brought about under section 32 B of the Insurance Laws (Amendment) Act, 2015. These regulations impose obligations on insurers towards providing insurance cover to the rural and economically weaker sections of the population.  The Government of India has launched two insurance schemes as announced in Union Budget 2015-16. The first is Pradhan Mantri Suraksha Bima Yojana (PMSBY), which is a Personal Accident Insurance Scheme. The second is Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY), which is the government’s Life Insurance Scheme. Both the schemes offer basic insurance at minimal rates and can be easily availed of through various government agencies and private sector outlets.  The Uttar Pradesh government has launched a first of its kind banking and insurance services helpline for farmers where individuals can lodge their complaints on a toll free number.  The select committee of the Rajya Sabha gave its approval to increase stake of foreign investors to 49 per cent equity investment in insurance companies.  Government of India has launched an insurance pool to the tune of Rs 1,500 crore (US$ 226 million) which is mandatory under the Civil Liability for Nuclear Damage Act (CLND) in a bid to offset financial burden of foreign nuclear suppliers. For economic development investments are necessary. Investments are made out of savings. Life Insurance Company is a major instrument for the mobilization of savings of people, particularly from the middle and lower group. All good life insurance companies have huge funds accumulated through the payments of small amounts of premium of individuals. The economic reform of 1991 played a pivotal role in the economic development of India. Reaping its benefit the growth of the country reached around 7.5% in the late 2000s.Insurance is a risk transfer mechanism whereby the individuals or the business enterprise can shift some of the uncertainties
  37. 37. of life on the shoulder of other. In peace the insurance provide trade industry which ultimately contribution towards human progress. Thus, insurance is the most lending force contribution towards economic, social and technological progress of man. The Indian insurance market is the 19th largest globally and ranks 5th in Asia, after Japan, South Korea china and twain. In 2003, total gross premiums collected amount to USD 17.3billion representing just under 0.6%of world premiums. Similar to the pattern observed in other regional market and reflecting the country’s high savings rate, life insurance business accounted for 78.5% of total gross premiums collected in the year, against 21.5 for non-life insurance business. Another measure of insurance development is per capita spending on insurance, i.e insurance density. By this measure India is among the lowest spending nations in Asia in respect of purchasing insurance. An average Indian spent USD16.4 on insurance products comprising USD 12.9 for life insurance and USD 3.5 for non-life insurance products. One factor that has been slowing down the improvement of insurance density is India’s relatively high population growth rate, which has averaged 1.7% over the past ten years. LIC is one of the largest families in India consisting of over 1 lac employees and 11 lac agents.LIC as a responsible corporate citizen has been fulfilling its social responsibilities from time to time. Infact, most of their investments are geared towards industrial growth, infrastructure growth and national infrastructure growth and national development. With a view to channelize their social responsibilities and give a formal shape to the same they have formed a public Trust named,” LIC Golden Jubilee Foundation”. ROLE OF INSURANCE IN ECONOMIC DEVELOPMENT The role of insurance in economic development of India and also the changes occurred till day by differentiating the developing and developed economic growth of India. The present study is based on secondary data and information the sources of which have been compiled from different government records publication and related books and articles. Indian Life Insurance Life insurance companies in India have their history dating back to 1818.The first life insurance company in India was oriental life insurance company in Kolkata. It was started by the Europeans to provide insurance cover to the Europeans. The life insurance companies work in close association with the life insurance agents and brokers. Special training and education is provided to each insurance agent or broker about of Life Insurance, how it works, industry info, insurance leads, types of Insurance leads, types of insurance policies on offer, claims settlements, Life Insurance laws in India, knowledge about the return of premium procedure of the life insurance company and the tax savings the insurance policy would provide
  38. 38. MILESTONE’S IN THE LIFE INSURANCE BUSINESS IN INDIA YEAR MILESTONE’S IN THE LIFE INSURANCE BUSINESS IN INDIA 1912 The Indian life Assurance Companies Act enacted as the first statute to regulate the life insurance business. 1928 The Indian life Assurance Companies Act enacted to enable the government to collect statistical information about both life and non-life insurance business. 1938 Earlier legislation consolidated and amended to by the insurance Act with the objective of protecting the interest of the insuring public. 1956 245 Indian and foreign insurance and provident societies taken over by the central government and nationalized LIC formed by an Act. MARKET SHARE OF INDIAN INSURANCE INDUSTRY The rapid growth of the sector over the last decade insurance in India remains at an early stage of development .At the end of 2003 the Indian insurance market was the 19th largest in the world only slightly bigger than that of Denmark and comparable to that of Ireland. The Indian insurance market is the 19th largest globally and ranks 5th in Asian after Japan ,south, Korea china and Taiwan .In 2003 total gross premiums collected amount to USD 17.3 billion representing just under 0.6%of world premiums. Market Share of Indian Insurance Industry Notwithstanding the rapid growth of the sector over the last decade insurance in India remains at an early stage of development .At the end of 2003 the Indian insurance market was the 19th largest in the world only slightly bigger than that of Denmark and comparable to that of Ireland. The Indian insurance market is the 19th largest globally and ranks 5th in Asian after Japan ,south, Korea china and Taiwan .In 2003 total gross premiums collected amount to USD 17.3 billion representing just under 0.6%of world premiums. The introduction of private players in the industry has added value to the industry. The initiative taken by the private players are very competitive and have given immense competition to the on time monopoly of the market LIC. The new players have improved the service quality of the insurance. As a result LIC down the years have seen the declining phase in its career. The market share was distributed among the private players LIC market share has decreased from 95 %( 2002-03) to 81 %( 2004-05).The following companies has the rest of the market share of the insurance industry.
  39. 39. SCENARIO OF INSURANCE INDUSTRY IN 2008 India with about 200 million classes household shows a huge untapped potential for players in the insurance industry. Saturation of markets in many developed economies has made the Indian market even more attractive for global insurance majors. The insurance sector in India has come to a position of very high potential and competitiveness in the market. Consumers remain the most important centre of the insurance sector. This is a evolutionary change in the technology that has revolutionized the entire insurance sector. The insurance companies today must meet the need of the hour for more and more personalized approach for handling the customer. CURRENT SCENARIO The Indian Government opened up this sector for the private players in 1999, and also allowed for foreign Direct Investment up to 26% after which it began to thrive and Boom. Currently a $ 41 billion industry, India is the world’s 5th largest Life Insurance market and growing at rapid space of 32- 34% annually as per Life Insurance Council Studies. FUTURE TRENDS The prospects of this industry look promising by way of growth as for as one can judge from the present statistics and the general environment prevailing in the economy. In terms of new product and sources Health insurance and Banc assurance are very likely to dominate the insurance scene in the coming few years. Also, IT is expected to play a big in the growth of this sector in the coming year. The growth of sector in the coming year It is very much apparent that the insurance sector is poised for huge growth by way of number of policy holders, policy premium, new product, and increased technology focus. This would in turn play an important role in facilating and sustaining growth. Life insurance has today become a mainstay of many market economies since it offers plenty of scope for garnering large sums of money for long periods of time. A well regulated life insurance industry which moves with the times by offering its customers tailor made products to satisfy their financial needs is therefore essential if we desire to progress towards a worry free future. ROAD AHEAD India's insurable population is anticipated to touch 750 million in 2020, with life expectancy reaching 74 years. Furthermore, life insurance is projected to comprise 35 per cent of total savings by the end of this decade, as against 26 per cent in 2009-10.
  40. 40. The future looks promising for the life insurance industry with several changes in regulatory framework which will lead to further change in the way the industry conducts its business and engages with its customers. Demographic factors such as growing middle class, young insurable population and growing awareness of the need for protection and retirement planning will support the growth of Indian life insurance. Exchange Rate Used: INR 1 = US$ 0.015 as on December 17, 2015
  41. 41. 1.4 NEED FOR THE STUDY  Recruitment and selection process is a very important for an organization because  Human Resource can be utilized for selecting the right candidate for right job.  For the better understanding of the concept of recruitment and selection.  To identify the recruitment needs.  To provide feedback on recruitment and selection system of the company for further improvement of the system.
  42. 42. 1.5 OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE  The study on effectiveness of Recruitment and Selection process with special reference to IDBI Federal Life Insurance in Chennai SECONDARY OBJECTIVE  To study the various sources of recruitment followed in IDBI Federal Life Insurance.  To know the perception of employess regarding recruitment and selection.  To know the job satisfaction levels of the employees of recruited.  To know the recruitment policy followed by IDBI Federal Life Insurance.  To give suitable recommendation to streamline the hiring process.
  43. 43. 1.6 SCOPE OF THE STUDY The report deals with the recruitment and selection process in terms of theoretical point of view and the practical use. The study will allow learning about the recruitment and selection issues, importance, modern techniques and models used to make it more efficient. The Study will help to learn the practical procedures followed by the IDBI Federal Life Insurance Company.. Moreover the study will help to differentiate between the practice and the theories that direct to realize how the organization can improve their recruitment and selection process.
  44. 44. CHAPTER- II
  45. 45. LITERATURE REVIEW According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories emphasize on techniques of recruitment and selection and outline the benefits of interviews, assessment and psychometric examinations as employee selection process. They further stated that recruitment process may be internal or external or may also be conducted online. Typically, this process is based on the levels of recruitment policies, job postings and details, advertising, job application and interviewing process, assessment, decision making, formal selection and training (Korsten 2003).(Source : Recruitment and Selection Process,Published: 23, March 2015). According to Alan Price (2007), in his work Human Resource Management in a Business Context, formally defines recruitment and selection as the process of retrieving and attracting able applications for the purpose of employment. He states that the process of recruitment is not a simple selection process, while it needs management decision making and broad planning in order to appoint the most appropriate manpower. There existing competition among business enterprises for recruiting the most potential workers in on the pathway towards creating innovations, with management decision making and employers attempting to hire only the best applicants who would be the best fit for the corporate culture and ethics specific to the company (Price 2007).(Source: recruitment and selection as the process of retrieving and attracting) According to Taher et al. (2000) carried out a study to critique the value-added and non-value activities in a recruitment and selection process. The strategic manpower planning of a company, training and development programme, performance appraisal, reward system and industrial relations, was also appropriately outlined in the study. This study was based on the fact that efficient HR planning is an essence of organization success, which flows naturally into employee recruitment and selection (Taher et al. 2000). (Source: Activity in a recruitment and selection process). According to David A De Cenzo The recruitment needs are of three types which are as follow First one is Planned Needs: These are the needs that arise from the changes in the organization and retirement policy creating vacancy for new jobs..Second one is Anticipated Needs: These are those movements in personal which an organization can predict by studying trends both in external as well as internal environment Last one is Unexpected Needs These needs arise due to various reasons like deaths, resignations, accidents, illness, relocation etc.(source:The Recruitment Needs) According to Edwin B Flippo ,Recruitment is nothing but the process of searching the candidates for employment and then stimulating them for jobs in the organization. It is the activity that links the employees and the jobseekers. It is also defined as the process of finding and attracting capable applicants for employment. It is the pool of applicants from which the new
  46. 46. employees are selected. It can also be defined as a process to discover sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting the manpower in adequate numbers in order to facilitate the effective selection of an efficient working force(Source: Facilitate the effective selection). According to T`aylor, P. (1998 Seven), staff selection myths,This article outlines seven commonly held misconceptions about recruitmentAnd selection practices. Areas discussed include the validity of variousRecruitment and selection measures (e.g., interviewing, reference checks), theConditions necessary to maximize the effectiveness of these practices, andCommon mistaken perceptions of the interview process. This article is most Useful for readers interested in workforce development theory and research (source:. Seven staff selection myths) According to Burack (1985) recruitment sources are closely linked to the organizational activities as performance of employees, employee turnover, employee satisfaction, employee wishes and the commitment of the organization (Burack, 1980). These recruitment and selection process should be done at each and every sector for fulfilling their organizational goals (Nartey, 2012). According to Michael D. White and Glipsy Escobar (2008) in the world and this paper shows the importance of seven issues relating to recruitment, selection and training practises in the organizations (M.N.Malhotra, 2014) (Terpstra.D, 1996).(Source: Recruitment and selection practises were important in the police department) According to Mohammed Nurul Absar (2012) says the importance of recruitment and selection in his paper by considering both public and private manufacturing firms in Bangladesh (M.M.Absar, 2012). Some of the research professionals and scholars say that there is a close linkage between the recruitment selection employee satisfaction organization performance and HR practises (Gorter, 1996). (Source: Recruitment and Selection- Employee Satisfaction). According to (Hays, 2004) Recruitment and Selection of public workers: An international compendium of modern trends and practises say that the importance of using technology in the recruitment and selection process for updating the organizational resources. (Source: recruitment and selection process) According to Ongori Henry and Temtime Z (2009) say that in their paper the recruitment and selection practises of the small and medium enterprises and make them to improve their HR practises (R.D.Omolo, 2012).
  47. 47. According to SHRM (Society for Human Resource Management) (Fomunjong, 2009) says that 15% joined in the organizations are placing false resume (Gusdorf, 2008). Some of the employers select the candidates with discrimination was not supposed to be done in the organizations. According to M.Smith(2001)Selection procedure also should be in application to the modern techniques (M.Smith, 2001). The literature says that employers are doing the traditional method of recruiting rather than the modern technologies (Schmidt, 1998). According to Chris Piotrowski and Terry Armstrong(2006) say that in their article that around all the organizations are using traditional recruitment sources and 30% of organizations are screening candidates honestly (Armstrong, 2006) According to Turner(2010),As a result of this there is increasing pressure on organisations to ensure that they implement the best recruitment and selection method applicable to their organisation or industry otherwise they risk becoming uncompetitive. Turner (2010) back this up with this when he claims that the success of any organisation depends on its ability to get the right people, in the right place at the right time According to Taylor (2008) and Rees and French (2010) say that recruitment is the process whereby an organisation collects applications for a position and generates a pool of potential suitable employees, while selection involves using techniques or different methods to assess the applicants and decide who is best suited to the available position,given management goals and legal requirements. According to Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or industrial sector may offer insights into the processes involved in establishing recruitment policies and defining managerial objectives. Successful recruitment techniques involve an incisive analysis of the job, the labour market scenario/ conditions and interviews, and psychometric tests in order to find out the potentialities of job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews and assessment with main concern related to job analysis, emotional intelligence in inexperienced job seekers, and corporate social responsibility. Other approaches to selection outlined by Jones et al. (2006) include several types of interviews, role play, group discussions and group tasks, and so on. Any management process revolves around recruitment and failure in recruitment may lead to difficulties and unwanted barriers for any company, including untoward effects on its profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006).
  48. 48. According to Decker & Cornelius (2011) say that compared to the traditional recruiting sources the modern sources like referrals, casual applicants and direct approaches will benefit at large (L.Barclay,1985) (Cappelli, 2001). Selection procedure also should be in application to the modern technique.(Source: Selection Procedure). According to (Cullen & Farrelly, 2001) Recruitment and selection methods have changed and opinions have evolved over the course of time. It was once the policy to fill the position as quickly as possible but as time has progressed organisations have realised that the recruitment and selection methods they employee can have serious effects on how the organisation operates, and thus the turnover the organisation makes. “Attracting and recruiting the best employees is critical to success in all sectors and to all types of organisations, regardless of size” . According to Froschheiser (2008) has claimed that putting the wrong person into the wrong position just to fill it can have dire consequences to your organisation, it may cause poor employee morale, low productivity and lost opportunities- all of which will have a negative impact on your organisations bottom line. As a result of this there is increasing pressure on organisations to ensure that they implement the best recruitment and selection method applicable to their organisation or industry otherwise they risk becoming uncompetitive.(Source:Best Recuritment and Selection). According to Walker (2009), Recruitment and selection is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications. Thus recruitment is the process of 2 identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment. Selection then begins when the right caliber of candidates are identified. Selection is thus the process through which organizations make decisions about who will or will not be allowed to join the organization. The selection process varies from organization to organization, job to job, and country to country. Some of the processes include screening applications and resumes, testing and reviewing work samples, interviewing, checking references and background. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs. According to Micheal et al., (1979) hold that effectiveness is easy to understand when it is contrasted with efficiency. They claim that, effectiveness underscores the long-range continuing nature of management meanwhile efficiency is considered a short term measure on how well an organization uses its resources. Efficiency measures are used to see whether organizations are meeting their short-term targets in which case, efficiency is considered a short measure. It compares the input or cost directly with the output or benefits (cf. Etzoni, 1964). Measuring effectiveness and efficiency raises several thorny questions. When a company has a goal that is short and concrete, it is comparatively easy to measure effectiveness. For example, in cases of
  49. 49. two companies, one whose goal is to construct a canal linking the Red and Mediterranean seas and another whose goal is to build a tunnel linking Britain and France, it is true that the former was effective while the latter was not. If the organizational goal is a continuous one, measurement is already a problematic, (Etzioni, 1964). This is the motivation behind the purpose of studying the recruitment strategy of SO.NA.RA that is likely influenced by several factors for instance, discrimination and corruption. According to Windolf (1986), the choice of a particular recruitment strategy by a firm is specific to the resources available to the organization at hand and its environmental dynamics. The labor market power of companies is determined in relation to local competition and is defined as the degree of choice a company can exercise in deciding upon a particular recruitment strategy. Windolf as well argues that the recruitment process usually begins by defining the profile of the ideal candidate which implies the applicant who will best fit the job. Sometimes the profile could be more or less clearly defined in terms of formal education, sex or age. He points out that a narrow definition of the ideal candidate in terms of age 30-35, male, native born or otherwise excludes many potential applicants (women or older workers) who might be capable of doing the job. It is at these first stages of the recruitment process that discrimination actually begins (ibid). Firms may advertise the vacancy or they may restrict recruitment to the internal labor market (ILM) or to friends or relatives of employees. According to Boxall, Purcell and Wright, (2007) highlight five different questions an organization has to answer to have an effective recruitment strategy in order to pursue its survival and success. Those questions are “Whom to recruit?”, “Where to recruit?”, “What recruitment sources to use?”, “When to recruit?” and “What message to communicate?” The notion of effectiveness in this study relates to the manner by which SO.NA.RA implements its employment policies. The essence is to understand whether such policies are applied appropriately in the way they have been designed. What is of interest here is that if such policies are contravened in the process of implementation it implies that the recruitment and selection of candidates in the studied company is likely to be biased. Boxall and Purcell (2008) present the best fit and best practice approaches as a two way process to be used by firms in order to connect their human resource strategy with their business strategy. Efficiency on the other hand reveals whether the planned objectives of the policies bring forth the anticipated returns to the business. The bone of contention here is to establish a matrix of the policy objectives and the intended outcome. According to James et al., (1979) state that effectiveness is measured in terms of achieving and with the use of limited resources. They emphasize that; the concept of efficiency must be added to that of effectiveness. Though these two concepts are related, they however have some common differences. To understand the meaning of effective performance it is realized that achieving desirable ends is necessary for effective performance whereas the efficient use of resources is necessary but not sufficient for effectiveness.
  50. 50. According to Dessler (2003), there has been a significant amount of research examining what skills and qualities employers value most in job applicants. Qualifications, work experience and communication or interpersonal skills are the most frequently identified qualities. Work experience and qualifications are measures of competence in relation to an applicant’s technical skills, whereas the concept of communication skills appears to be a generic term incorporating many different specific skills. Indeed, communication in the workplace encompasses team skills; 3 leadership skills; an ability to negotiate with or persuade others; problem solving skills; organizational skills; crisis management skills; and presentation skills. Other communication competencies include cultural adaptation, social competence and language proficiency. An applicant’s success with job seeking is related to their ability to describe their experiences, skills and knowledge through a range of media. Thus, effective communication is an essential competency required by all job applicants. According to Kelly (2006),To manage a diverse workforce effectively, an organization must hire and promote the most capable candidate for a job, while being mindful of the necessity to build a workforce that is representative of the greater business community. This may be achieved through using more appropriate and inclusive recruitment and selection strategies. Despite a recent increase in published literature discussing recruitment and selection practices, there has been little change in the types of methods used to recruit and select employees. According to Montgomery (1996) is on matching the capabilities and inclinations of prospective candidates against the demands and rewards inherent in a given job. Jovanovic (2004) said recruitment is a process of attracting a pool of high quality applicants so as to select the best among them. For this reason, top performing companies devoted considerable resources and energy to creating high quality selection systems. (Source: The focus of recruitment and selection). According to Huselid(1995),A human resource information system is a system exploited to acquire, store, manipulate, analyse, retrieve, and distribute relevant information regarding an organization's human resources According to Jovanovic (2004), Recruitment and selection process are important practices for human resource management, and are crucial in affecting organizational success. Due to the fact that organizations are always fortified by information technology to be more competitive, it is natural to also consider utilizing this technology to re-organize the traditional recruitment and
  51. 51. selection process through proper decision techniques, with that both the effectiveness and the efficiency of the processes can be increased and the quality of the recruitment and selection decision improved. (Source: Recruitment and selection process are important practices). According to (Mullins, 1999),recruitment practices and policies enable boards to find the best candidate for their organization. The personnel function becomes especially important when recruiting and selecting new administrators. A critical role for human resource management is how to elicit positive reactions from candidates when discussing administrative roles. When opportunities are presented to employees to move towards careers in administration (i.e., tapping shoulders of potential candidates), often a negative reaction occurs. People without administrative experiences have negative perceptions and views of the role of the administrator. In attempts to attract and support individuals to the administrator’s position it is necessary to identify what barriers prevent potential candidates from applying to the pool. Job complexity and workload are perceived by employees as the two considerations having had the greatest impact on the number of applicants for administrative positions. Other factors include poor remuneration as it relates to demands and expectations of the job and lack of resources and support structures in. Many highly qualified, competent, and talented employees dismiss careers in administration because they do not want to sit in an office all day. Until some alternative image is understood, or at least some support and resources put in place, a problem of prescreening and identification will not likely improve. According to (Dessler, 2000), Recruitment and selection also has an important role to play in ensuring worker performance and positive organizational outcomes. It is often claimed that selection of workers occurs not just to replace departing employees or add to a workforce but rather aims to put in place workers who can perform at a high level and demonstrate commitment. lists the essence of these in the following; build a pool of candidates for the job, have the applicants fill out application forms, utilize various selection techniques to identify viable job candidates, send one or more viable job candidates to their supervisor, have the candidate(s) go through selection interviews, and determine to which candidate(s) an offer should be made. (Source: Recruitment and Selection-Positive Outcomes) According to Odiorne, (1984) one result of effective recruitment and selection is reduced labour turnover and good employee morale. Recruiting ineffectively is costly, since poor recruits may perform badly and/or leave their employment, thus requiring further recruitment. In a cross national study of recruitment practices, suggests that, in reality, recruitment practices involve little or no attempt to validate practices. Personnel managers tend to rely on feedback from line managers and probationary periods and disciplinary procedures to weed out mistakes. Firms with high quit rates live with them and tend to build them into their recruitment practices and they do not analyze the constitution of their labour turnover.
  53. 53. INTRODUCTION This chapter deals with the methodology adopted in conducting the study. The chapter is organized as follows; research design, sources of data, population and sampling, research instrument (data collection technique), and analysis of data. RESEARCH METHODOLOGY Research is common Parlance refer to a search for knowledge, one can also define research as a scientific and systematic search for pertinent information on a scientific topic. Research is done with the help of study, experiment, observation, analysis, comparison and reasoning. Research is in fact ubiquitous. 3.1 RESEARCH DESIGN The research design is purely and simply the frame work or plan for a study that grids the collection or analysis of data research design has been considered a highly specialized tool for success of a research programmed. The Study aim at an original facts regarding to personnel performance of an organization. Research is a plan, structure and strategy of investigation conceived so as to obtain answer to research question and control variance DESCRIPTIVE STUDY A statistical study to identify patterns or trends in a situation, but not the causal linkages among its different elements. Descriptive studies (such as a cross-sectional study) help in generating hypothesis on which further research may be based. The research was based on assessing recruitment and selection practices of IDBI Federal Life Insurance. The design was a descriptive study which used both quantitative and qualitative tools to recruitment and selection adopted by IDBI Federal Life Insurance. The study was based on the use of questionnaires. These approaches were used because they were satisfactory tools for collecting data for the sample population to investigate the topic under study.
  54. 54. 3.2 SOURCES OF DATA Both primary and secondary source of data were used in conducting the research. PRIMARY SOURCES In getting primary data there are several approaches available to gathering data. In order to collect reliable and valid information. The primary data is collected by using primary methods such questionnaires, interviews, observations etc. For this study questionnaires are used to collect primary data from the employees. QUESTIONNAIRES The purpose of using questionnaire was to identify and assess the effectiveness of the recruitment and selection practices of the IDBI Federal Life Insurance. A set of questionnaire was prepared with open – ended as well as close ended questions. SECONDARY SOURCES The study also made use of secondary data in collecting information. The sources of the secondary data include books, internet search, articles, and journals among others. This helped to identify how others have defined and measured key concepts, the data sources that of others used and this helped to discover how this research project is related to other studies. POPULATION IBDI Federal Life Insurance, Chennai is selected for the study. The population of the study consisted of employees from the various departments of the insurance company and this included human resource department, marketing and so forth. The total population from the selected branches is made up of 157 employees. SAMPLE SIZE A sample size of 157 is chosen from the selected branches for the study. This was based on the staff strength of the various departments and to ensure that the sampled was representative enough to draw conclusion.
  55. 55. 3.3 SAMPLING DESIGN The census sampling technique is used to select respondents from the various departments with the exception of the Human Resource Department. This is basically because the population will have an equal chance of being selected. Significantly, the purposive sampling technique, which is a non-probability sampling technique, was used to select respondents who deal directly with recruitment and selection from the Human Resource Department. This was because the researcher wanted to deal with only typical cases based on the objectives of the study. CENSUS SAMPLING TECHNIQUE A census is a study of every unit, everyone or everything, in a population. It is known as a complete enumeration, which means a complete count. DATA COLLECTION INSTRUMENT The researcher used questionnaire. The researcher prepared the questionnaires to be responded by the sampled employees of the organization. The questions were designed to make the purpose of the study successful after the results have been ascertained. This instrument gave expected information about the recruitment and selection procedures or practices. 3.4 TOOLS FOR DATA ANALYSIS Statistical tools applied in the present study are Bar diagrams, Pie diagrams, Lines, Histograms, cones, cylinders etc., and Using simple statistical tools like  Percentage Analysis  Chi-square test  ANOVA Table HYPOTHESIS TESTING The Chi-Square test is one of the most simplest and widely used non-parametric test in statistical work. The Symbol is Greek letter Chi. It was used by the Karl Pearsons in the year 1990. The Quantity Chi-Square describe the magnitude of the discrepancy between theory and observation. Chi Square = Where, O = Observed Frequency and E= Expected Frequency
  56. 56. 3.5 LIMITATION OF THE STUDY  Time was the biggest limitation. The project requires a throught study which requires a considerable amount of time.  Some of the respondents might hesitate to fill the questionnaires.
  58. 58. ANALYSIS AND INTERPRETATION TABLE:4.1 RESPONDENTS BY THEIR SEX S.NO OPTION RESPONDENTS PERCENTAGE 1 Male 99 63.1% 2 Female 58 36.9% Total 157 100.0 CHART:4.1 INTERPRETATION The above table reveals that the 63.1% of respondents are male and 36.9% of respondents are female in IDBI Federal Life Insurance. 63.1% 36.9% RESPONDENTSBYTHEIR SEX Male Female
  59. 59. TABLE:4.2 RESPONDENTS BY THEIR AGE S.NO OPTION RESPONDENTS PERCENTAGE 1 Less than 30 29 18.5% 2 31-40 68 43.3% 3 41-50 47 29.9% 4 Above 50 13 8.3% Total 157 100.0 CHART:4.2 INTERPRETATION With reference to the analysis of the personal data, Table & Chart No:4.1.2 shows that most (43.30%) of the respondents of the study are in the age category between 31-40 Years. The other half(29.90%) of the respondents are in the age category between 41-50, the rest of the respondents about(18.50) are of the age category between Less than 30 years and the rest about (8.30%) of them are in the age category between 50 & above. Less than 30 31-40 41-50 Above 50 PERCENTAGE 18.50% 43.30% 29.90% 8.30% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00% Percentage RESPONDENTSBYTHEIR AGE
  60. 60. TABLE:4.3 DESIGNATION OF THE RESPONDENTS S.NO OPTION RESPONDENTS PERCENTAGE 1 Team Leader 15 9.5% 2 Team Member 65 41.4% 3 Agent 44 28.0% 4 Manager 29 18.5% 5 Other 4 2.6% Total 157 100.0 CHART :4.1.3 INTERPRETATION Table and Chart No.3 gives the designation of the respondents. It is inferred that most (41.4%) of the respondents came under the Team Member category, where as nearly one third (28.0%) of the respondents come under the Agent category, (18.5) of the respondents come under the Manager Category, (9.5%) of the respondents come under the Team Leader category, (2.6) of the respondents come under the Other Category. 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% Team Leader Team Member Agent Manager Other 9.5% 41.4% 28.0% 18.5% 2.6% Team Leader Team Member Agent Manager Other DESIGNATION OF THE RESPONDENTS
  61. 61. TABLE:4.1.4 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS S.NO OPTION RESPONDENTS PERCENTAGE 1 Diploma 56 35.7% 2 Under Graduate 49 31.2% 3 Post Graduate 36 22.9% 4 Other 16 10.2% Total 157 100.0 CHART :4.1.4 INTERPRETATION With reference to the educational qualification of the respondents, Table and Chart No:4 shows that almost all the respondents are educated up to the level of Diploma (35.7%), (31.2%) of respondents are Under graduate ,(22.9) of respondents are Post Graduate Where as only a least percent of the respondents (10.2%) are found a in the Other category. 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% Diploma Under Graduate Post Graduate Other 35.7% 31.2% 22.9% 10.2% PERCENTAGE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
  62. 62. TABLE:4.1.5 EXPERIENCEOF THE RESPONDENTS S.NO OPTION RESPONDENTS PERCENTAGE 1 Less than 1 Year 30 19.1% 2 1 – 6 Years 66 42.0% 3 7 – 12 Years 37 23.6% 4 13 – 18 Years 17 10.8% 5 More than 19 Years 7 4.5% Total 157 100 CHART :4.1.5 INTERPRETATION The above table shows that the majority of 42.0% of respondents have their experience as 1-6 years,23.6% of respondents have their experience as above 7-12 years, 19.1% of respondents have their experience as less than 1 years, 10.8% of respondents have their experience as above 13-18 years, 4.5% of respondents have their experience as above more than 19 years. 19.1% 42.0% 23.6% 10.8% 4.5% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% Less than 1 Year 1 – 6 Years 7 – 12 Years 13 – 18 Years More than 19 Years PERCENTAGE EXPERIENCE OF THE RESPONDENTS
  63. 63. TABLE:4.1.6 FORM OF INTERVIEW S.NO OPTION RESPONDENTS PERCENTAGE 1 Personal Interview 70 45.0% 2 Telephone Interview 50 31.3% 3 Video Conferencing 30 19.2% 4 Other 7 4.5% Total 157 100.0 CHART : 4.1.6 INTERPRETATION The above table reveals that the majority of 45% of respondents are personal interview, 31.30% of respondents are Telephone interview, 19.20% of respondents are Video Conferencing and 4.50% of respondents other forms of interview in SBI Federal Life Insurance. 45.00% 31.30% 19.20% 4.50% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00% Personal Interview Telephone Interview Video Conferencing Other PERCENTAGE FORM OF INTERVIEW
  64. 64. TABLE:4.1.6 FORM OF INTERVIEW RESPONDENTS PREFER S.NO OPTION RESPONDENTS PERCENTAGE 1 Personal Interview 70 45.0% 2 Telephone Interview 50 31.3% 3 Video Conferencing 30 19.2% 4 Other 7 4.5% Total 157 100.0 CHART : 4.1.6 INTERPRETATION The above table reveals that the majority of 45.0% of respondents are Personal Interview, 31.30% of respondents are Telephone Interview, 19.20% of respondents are Video Conferencing and 4.50% respondents are other category. 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% Personal Interview Telephone Interview Video Conferencing Other 45.00% 31.30% 19.20% 4.50% PERCENTAGE FORM OF INTERVIEW RESPONDENTS PREFER
  65. 65. TABLE:4.1.7 ADOPT FOR SOURCE THE CANDIDATE S.NO OPTION RESPONDENTS PERCENTAGE 1 Candidate referral 61 38.8% 2 Advertising 48 30.6% 3 Job Portal 45 28.7% 4 Others 3 1.9% Total 157 100.0 CHART : 4.1.7 INTERPRETATION The above table reveals that the majority of 38.3% of respondents are Candidate referral, 30.6% of respondents are Advertising, 28.7% of respondents are Job Portal and 1.9% respondents are other category. 0 5 10 15 20 25 30 35 40 Candidate referral Advertising Job Portal Others 38.8% 30.6% 28.7% 1.9% PERCENTAGE ADOPT FOR SOURCE THE CANDIDATE
  66. 66. TABLE:4.1.8 RESPOND TO APPLICATION S.NO OPTION RESPONDENTS PERCENTAGE 1 Less than 5 Days 58 36.9% 2 5-10 Days 32 20.4% 3 11-15 Days 25 15.9% 4 15-20 Days 22 14.0% 5 More than 20 Days 20 12.8% Total 157 100.0 CHART : 4.1.8 INTERPRETATION The above table reveals that the majority of 36.9% of respondents are Less than 5 Days, 20.4 % of respondents are 5-10 days, 15.9% of respondents are 11-15 Days, 14.0% of respondents are 15-20 days and 12.80 % respondents are more than 20 days. 36.9% 20.4% 15.9% 14.0% 12.80% RESPOND TO APPLICATION Less than 5 Days 5-10 Days 11-15 Days 15-20 Days More than 20 Days
  67. 67. TABLE:4.1.9 RECURUITMENT AND SELECTION S.NO OPTION RESPONDENTS PERCENTAGE 1 Internal Source 35 22.3% 2 External Source 60 38.2% 3 Both 62 39.5% Total 157 100.0 CHART : 4.1.9 INTERPRETATION The above table reveals that the majority of 22.30% of respondents are Internal Source, 38.20 % of respondents are External Source and 39.50% of respondents are Both category. 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% Internal Source External Source Both 22.30% 38.20% 39.50% PERCENTAGE RECURUITMENT AND SELECTION
  68. 68. TABLE:4.1.10 INTERNAL SOURCING S.NO OPTION RESPONDENTS PERCENTAGE 1 Present Permanent Employees 59 37.8% 2 Present Temporary Employees 46 29.19% 3 Retired Employees 29 18.5% 4 Disabled Employees 23 14.6% Total 157 100.0 CHART :4.1.10 INTERPRETATION The above table reveals that the majority of 37.80% of respondents are Present Permanent Employees, 29.10% of respondents are Present Temporary Employees, 18.50% of Retired Employees and 14.60% of respondents are Disabled Employees. 37.80% 29.10% 18.50% 14.60% 0.00% 10.00% 20.00% 30.00% 40.00% Present Permanent Employees Present Temporary Employees Retired Employees Disabled Employees PERCENTAGE INTERNAL SOURCING
  69. 69. TABLE:4.1.11 EXTERNAL SOURCING S.NO OPTION RESPONDENTS PERCENTAGE 1 Campus Interview 71 45.2% 2 Placement Agencies 21 13.4% 3 Private Employment Agencies 22 14.0% 4 Public Employement Agencies 11 7.0% 5 Other (Internship, Job Fair, Internet) 32 20.4% Total 157 100.0 CHART :4.1.11 INTERPRETATION The above table reveals that the majority of 45.0% of respondents are Campus Interview, 20.0% of respondents are Other category(Internship, Job Fair, Advertisement), 14% of respondents are Placement agencies, 14.0% of respondents are Private Employement agencies, 7.0% of respondents are Public Employement Agencies. 45% 13% 14% 7% 21% EXTERNAL SOURCING Campus Interview Placement Agencies Private Employment Agencies Public Employement Agencies Other
  70. 70. TABLE:4.1.12 FORM OF RECRUITMENT S.NO OPTION RESPONDENTS PERCENTAGE 1 Centralized 112 71.3% 2 Decentralized 45 28.7% Total 157 100.0 CHART:4.1.12 INTERPRETATION The above table reveals that the majority of 71.3% of respondents are Centralized, 28.7% of respondents are Decentralized in form of recruitment. 71.3% 28.7% FORM OF RECRUITMENT Centralized Decentralized
  71. 71. TABLE:4.1.13 SELECTION PROCEDURE AND METHODS S.NO OPTION RESPONDENTS PERCENTAGE 1 Aptitude Test 10 6.4% 2 Personal Interview 55 35.0% 3 Written Test 20 12.8% 4 Practical Test 14 8.9% 5 All the Above 58 36.9% Total 157 100.0 CHART:4.1.13 INTERPRETATION The above table reveals that the majority of 36.9% of respondents are all the category, 35.0% of respondents are Personal Interview, 12.8% of respondents are Written Test, 8.9% of respondents are Practical Test, 6.4% of respondents are Aptitude Test. 6.4% 35.0% 12.8% 8.9% 36.9% SELECTION PROCEDURE AND METHODS Aptitude Test Personal Interview Written Test Practical Test All the Above