SUMMER TRAINING PROJECT REPORT

ON RECRUITMENT PROCESS OF RELIANCE LIFE INSURANCE

SUBMITTED BY : AYUSH KUMAR:JL13PGDM134 RUPA GORAI:JL13PGDM183 SWATI CHACHAN:JL13PGDM174

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Goals and Achievements Philosophy Companies Vision and Culture Leadership Values C1%2"#. 4 I!". ,9("/ ! :R#(.9/"-#!";

e!inition o! "ecruitment

$ource o! "ecruitment &ethod o! "ecruitment 'valuation o! alternative sources Purpose ( importance o! recruitment C1%2"#. < R#(.9/"-#!" P. (#$$

"ecruitment Plannin) Application pool 'valuation ( control o! "ecruitment Chart o! selection process $election process

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"ecruitment policy "ecruitment process in "L,C

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ACKNOWLEDGEMENT -his pro.ect plays an e/traordinary role in e/posin) a student to real li!e situations in an industry0 ,t helps in havin) an insi)ht and an understandin) and prepares him !or his !orthcomin) corporate challen)es0 ,t 1as a )reat e/perience !or me to 1or2 on "ecruitment Process at R#+/%!(# L/0# I!$9.%!(# P./=%"# L/-/"#, 3 on the pro.ect allotted3 throu)h 1hich , could learn ho1 to 1or2 in a pro!essional atmosphere and that to in a reputed or)ani4ation0 At the on set o! this pro.ect , 1ould li2e to e/press my deepest sense o! )ratitude !or the people 1ho have )uided me and have 5een a constant source o! inspiration throu)h the tenure o! my trainin)0 3

, am )rate!ul to all the employees o! the D#2%."-#!" 0 H9-%! R#$ 9.(# !or their invalua5le support and constant )uidance0 , am also )rate!ul to the o!!icers o! "eliance Li!e ,nsurance !or )ivin) me their precious time ( su))estions3 1hich helped me in understandin) the thin)s 5etter0 , am also than2!ul to my 6aculty 2. 0#$$ . A!9.%& S1%!)%. !or enli)htenin) us 1ith the theoretical 2no1led)e on the topic ( !or his )uidance durin) the pro.ect0

A79$1 )9-%. R92% & .%/ S*%"/ (1%(1%!

BIRTH OF RELIANCE LIFE INSURANCE

Anil Am5ani7s "eliance Li!e ,nsurance Company Limited3 a su5sidiary o! "eliance Capital Limited3 has concluded a much a1aited deal in the li!e insurance sector0 -he ,nsurance "e)ulatory and evelopment Authority 8," A9 has approved the chan)e in the name o! A&P $anmar Li!e ,nsurance Company Limited to "eliance Li!e ,nsurance Company Limited0 "eliance3 Capital has interests in asset mana)ement and mutual !unds3 stoc2 5ro2in)3 li!e insurance3 )eneral insurance3 proprietary investments3 private e:uity and other activities in !inancial services0 "eliance Capital Limited 8"CL9 is a ;on <an2in) 6inancial Company 8;<6C9 re)istered 1ith the "eserve <an2 o! ,ndia Act3 1#340 -he deal )ives "eliance Li!e a .umpstart as A&P $anmar has around #% 5ranch3 #%% sta!! and #3%%%0 6urther3 A&P $anmar is doin) relatively )ood 5usiness even a!ter the sale announcement0 -he chan)e 1as necessitated a!ter the ac:uisition o! the holdin) o! A&P Australia and the $anmar )roup in A&P $anmar 5y "eliance Capital !or Anil Am5ani7s proposed li!e insurance venture3 no1 called "eliance Li!e ,nsurance !or an undisclosed sum0 $u5se:uently3 a !resh certi!icate o! incorporation 1as issued 5y the "e)istrar o! Companies3 -amil ;adu3 chan)in) the name o! the company on =anuary 1+3 2%%60 Acceptin) the chan)e in the name o! the company in its re)isters3 the ," A has permitted "eliance Li!e to carry on li!e insurance su5.ect to the condition that the company should honor the commitments to the A&P

$anmar 1ithout alterin) any o! the terms and conditions o! the ori)inal policy0 'ven 5e!ore sellin) a sin)le li!e insurance policy3 "eliance Li!e3 a part o! the Anil htiru5hai Am5ani 'nterprises3 has snapped has Chennai- 5ased private li!e insurer A&P $anmar Li!e ,nsurance Company Limited0 A&P $anmar is a 26 > +5 .oint venture 5et1een A&3 Australia and $anmar )roup0 5

?hat is clear is that "eliance Li!e has clearly out5id other suitors li2e Aviva3 ,C,C, Prudential Li!e ,nsurance Company3 etc0 -his ac:uisition ma2es "eliance Li!e the !irst private sector li!e insurer to start 5usiness 1ithout !orei)n partner0 -ill this =uly the company had earned a premium income o! around "s 35 crore0 Accordin) to sources3 in =uly the company earned a !resh premium income o! "s 1% crore @ !ar e/ceedin) its o1n e/pectations0 Goin) 5y this trend3 o!!icials say the company 1ould complete its nine months tar)et 5y Au)ustA$eptem5er itsel!0

COMPANY PROFILE C -2%!7>$ N%-# H#%, 00/(# E$"%?+/$1#, CEO N#* B9$/!#$$ P.#-/9G. *"1 .%"# R#+/%!(# L/0# I!$9.%!(# :ADA G. 92; &um5ai Bct 2%%5 P0 ;and Gopala "s #33Crs !or the last !inancial year 3++C

B.%!(1 A,=/$ . C1/#0 P. ,9("

114 to 33# 6rom ##%% to over #5%% ,ndividual Plant3 'mployee <ene!it plan

PRODUCT OF RELIANCE LIFE INSURANCE 1' I!,/=/,9%+ P+%! $avin)s 8'ndo1ment; "eliance 'ndo1ment Plan "eliance $pecial 'ndo1ment Plan "eliance Cash 6lo1 Plan "eliance Child Plan "eliance ?hole Li!e Plan Pension "eliance Golden Dears Plan ,nvestments

 "eliance &ar2et "eturn Plan "is2 Protection 4' R#+/%!(# T#%- P+%! "is2 8Protection; "eliance Group -eam Assurance Policy "eliance ' L, $cheme Pensions "eliance Group Gratuity Policy "eliance Group $uperannuation Policy

CHAIRMAN>S PROFIL &r0 Anil Communication &ana)in) and 0 Am5ani is the chairman o! "eliance capital3 "eliance Chairman ( &ana)in) irector o! "eliance 'ner)y

Limited 0-ill recently he also held the position o! the Vice Chairman and irector o! "eliance ,ndustries Limited0 -he "eliance Group is ,ndia7s lar)est 5usiness house3 !ounded 5y late $hri hiru5hai E0Am5ani81#32-2%%29 0 Anil Am5ani is one o! the !oremost entrepreneurs o! independent ,ndia0 Ee is the Chairman o! Anil hiru5hai Am5ani Group0 'arlier3 5e!ore the split in the "eliance Group3 Anil Am5ani held the posy o! Vise Chairman ( &ana)in) irector in "eliance ,ndustries Limited 8",L90

<orn on =une431#5#3 Anil Am5ani did his <achelors in $cience !rom the Fniversity o! <om5ay ( &asters in <usiness Administration -he ?harton $chool at the Fniversity o! Pennsylvania0 Anil Am5ani .oined "eliance in 1#*3 as Co-Chi!e '/ecutive B!!icer0 Ee pioneered ,ndia ,nc7s !orays into overseas capital mar2et 1ith international pu5lic o!!erin)s o! )lo5al depository receipts3 converti5les and 5onds0 $tartin) !rom 1##13 he led "eliance in its e!!ort to

raise3 around F$G2 5illion !rom overseas !inancial mar2ets0 ,n =anuary 1##+3 the 1%%-year Dan2ee 5ond issue 1as launched under his ste1ardship0 A!ter the split in "eliance Group3 Anil Am5ani !ounded Anil iru5hai Am5ani Group 0Ee is the Chairman o! all listed Group companies3 1hich include> "eliance Communication3 "eliance Capital3 "eliance 'ner)y and "eliance ;atural "esources Limited0 Anil Am5ani 1as elected as an independent mem5er "a.ya $a5ha &P in =une 2%%40 <ut he resi)ned voluntarily on &arch 2532%%6 Anil Am5ani has 1on several a1ards and honours0&a.or amon) these include > C'B o! the year 2%%47 in the Platts Glo5al 'ner)y A1ards0 &-V Douth ,con o! the Dear in $eptem5er 2%%33 -he 'ntrepreneur o! the A1ard7 5y leadin) <usiness &a)a4ine3 <usiness ,ndia in 1##+0 ecade A1ard7 5y the <om5ay &ana)ement Associatio3 and H<usinessman o! the year

GOALS AND ACHIE@EMENTS G %+$: "eliance e/pect to IIII <uild scale and reach to rival the lar)est player in the industry0 9

 Continue developin) uni:ue products and services em5odyin) simplicity3 convenience and creativity Accomplish 5rea2-even in results 5y 2%%#-1% Achieve mar2et leadership in the private sector 5y &arch 2%%#0

A(1/#=#-#!"$ 19 Amon) top 3companies in the private 6inancial $ervices and <an2in) $ector0 29 -op ;<6C in the country0 39 ;et 1orth o! over "s0 43%% crore 49 <usiness interests @ &utual 6unds3 Asset &ana)ement3 Li!e ,nsurance3 General ,nsurance and <an2in)0 59 Bver 1653%%% shareholders0

10

RELIANCE PHILOSOPHY Bne o! the most valua5le thin)s3 1hich the !ounder o! "eliance )ive to the company3 1as philosophy that serves as the 5asis o! <usiness endeavors o! "eliance no1 ( in !uture0 JA("/ ! */"1 9" 21/+ $ 217 /$ % +#"1%+ *#%2 !A 21/+ $ 217 */"1 9" %("/ ! /$ * ."1+#$$' -he mana)ement standards to 5e shared 5y all "eliance )roup cooperation 1orld1ide as JA company present 1orld1ideK 1' C -2%!7>$ M/$$/ !: Create un matched value !or everyone throu)h

Dependable

Effective

Transparent

Profitable Life insurance and pension plans

11

4' C -2%!7>$ @/$/ !:3 "eliance Vision is a re!lection o! 1hat 1e see the !uture to 5e '&PB?'",;G 'V'"DB;' L,6' -E'," "'A&$0

3' C -2%!7>$ C9+"9.#>10 Pride and Passion > 'motions that 5ond and drive e/cellence0 20 $peed and '/ecution> $peed in thou)ht and action to ena5le state o! the art e/ecution o! ideas0 30 B1nership 40 "espect and and Commitment> $tron)est to)ether3 committed to or)ani4ation7s vision0 i)nity> Care !or people and value human di)nity0 50 ,nte)rity> Constant )uidin) !ocus 60 Customer Centricity> Anticipated need3 al1ays e/ceed e/pectations in deliverin) products3 reach and services0

INTRODUCTION ,n todayLs !ast-paced 5usiness 1orld3 E" mana)ers o! 5usiness or)ani4ations need to adopt a more strate)ic approach to1ards recruitment in order to 5e e!!ective0 -his implies adoptin) a 5road-5ased approach in contrast to a narro1 approach o! .ust !illin) up a position as soon as it 5ecomes vacant0 -he recruitment !unction includes the determination o! manpo1er re:uirements3 preparation o! .o5 descriptions3 .o5 analyses3 esta5lishin) potential sources o! recruitment3 induction and !ollo1-up0 -he importance o! plannin) in this sense cannot 5e under-estimated0 Mno1led)e o! economic and la5or trends3 the demand !or and supply o! certain s2ill sets lead to 5etter !orecastin) and plannin)0 -o reap additional 5ene!its3 an inte)rated approach to recruitment 1ill not only 5e a5le to assess the overall recruitment needs o! the or)ani4ation3 5ut also help in lo1erin) costs and addin) to 5usiness intelli)ence0 12

-he recruitment e!!orts also need to achieve the o5.ective o! 5uildin) a diverse 1or2!orce in addition to a superior 1or2!orce0 -his 1ill allo1 the or)ani4ation to meet a!!irmative action )oals as 1ell as 5ecome an attractive employer0 A diverse 1or2!orce also ena5les the company to reach diverse mar2ets and serves as an important criterion !or 1innin) important 5usiness deals0 -o achieve these multiple o5.ectives3 recruitment e!!orts have to 5ecome more e!!ective and e!!icient0 -echnolo)y has a ma.or role to play in achievin) these )oals0 Fltimately3 the recruitment system must have in-5uild !le/i5ility to cope 1ith chan)in) times0 6urther3 an or)ani4ation needs to consider all these aspects to !ormulate the 5est recruitment strate)y to suit its uni:ue needs and support overall 5usiness )oals0 An element o! innovativeness in desi)nin) the recruitment pro)rams to achieve these o5.ectives3 customi4ed to suit the or)ani4ation7s uni:ue needs3 can !etch a num5er o! direct and indirect 5ene!its !or the or)ani4ation0

13

DEFINITION "ecruitment is a Hlin2in) !unction7-.oinin) to)ether those 1ith .o5s to !ill and those see2in) .o5s0 ,t is a H.oinin) process7 in that it tries to 5rin) to)ether .o5 see2ers and employer 1ith a vie1 to encoura)e the !ormer to apply !or a .o5 1ith the latter0 -he 5asic purpose o! recruitin) is to develop a )roup o! potentially :uali!ied people0 -o this end3 the or)ani4ation must communicate the position in such a 1ay that .o5 see2s respond0 -o 5e cost e!!ective3 the recruitment process should attract :uali!ied applicants and provide enou)h in!ormation !or un:uali!ied persons to sel!-select themselves out0 A )eneral recruitment process involves identi!yin) vacancies3 prepare .o5 description and person speci!ication3 advertisin)3 mana)in) the response3 shortlistin)3 arran)in) intervie1s3 conductin) intervie13 decision ma2in)3 convey the decision and appointment action0 have to 5e invested0 Personnel Planning -his means that a lot o! time and resources

Job Analysis

14

;ature and re:uirements o! ;um5er o! speci!ic .o5s to 5e $peci!ic .o5 !illed

Recruitment

Poor image

$onstraints

)n"ucements Pool o !uali ie" SOURCES OF RECRUITMENT $om#ensation A##licants

$areer *##ortunities

-he sources o! recruitment may 5e 5roadly divided into t1o cate)ories> Selection (o&ernment #olicy o1n )mage merits and internal sources and e/ternal sources0 <oth have their demerits0 Let7s e/amine these0 INTERNAL SOURCES Persons 1ho are already 1or2in) in an or)ani4ation constitute the H,nternal sources70 "etrenched employees3 retired employees3 dependents o! deceased employees may also constitute the internal sources0 ?henever any vacancy arises3 someone !rom 1ithin the or)ani4ation is up)raded3 trans!erred3 promoted or even demoted0 EBTERNAL SOURCES '/ternal sources lie outside an or)ani4ation0 Eere the or)ani4ation can have the services o!> 8a9 'mployees 1or2in) in other or)ani4ationsN 859 =o5 aspirants re)istered 1ith employment e/chan)esN 8c9 $tudents !rom reputed educational employeesN 8d9 Candidates !or1arded 5y search !irms and contractorsN 8!9 Candidates respondin) to the advertisements3 issued 5y the or)ani4ationN and 8)9 Fnsolicited applicationsA1al2-ins0

%nattracti&e 'ob

15

METHODS OF RECRUITMENT -he !ollo1in) are the most commonly used methods o! recruitin) people0 :A; INTERNAL METHODS :1; P. - "/ !$ %!, T.%!$0#.$: -his is a method o! !illin) vacancies !rom 1ithin throu)h trans!ers and promotions0 A trans!er is a lateral movement 1ithin the same )rade3 !rom one .o5 to another0 ,t may lead t chan)es in duties and responsi5ilities3 1or2in) conditions3 etc03 5ut not necessarily salary0 Promotion3 on the other hand3 involves movement o! employee !rom a lo1er level position to a hi)her level position accompanied 5y 8usually9 chan)es in duties3 responsi5ilities3 status and value0 :4; J ? P $"/!&: =o5 postin) in another 1ay o! hirin) people !rom 1ithin0 ,n this method3 the or)ani4ation pu5lici4es .o5 openin)s on 5ulletin 5oards3 electronic media and similar outlets0 Bne o! the important advanta)es o! this method is that it o!!ers a chance to hi)hly :uali!ied applicants 1or2in) 1ithin the company to loo2 !or )ro1th opportunities 1ithin the company 1ithout loo2in) !or )reener pastures outside0 :3; E-2+ 7## R#0#..%+$: 'mployee re!erral means usin) personal contacts to locate .o5 opportunities0 ,t is a recommendation !rom a current employee re)ardin) a .o5 applicant0 -he lo)ic 5ehind employee re!erral is that Jit ta2es one to 2no1 oneK0 'mployee 1or2in) in the 16

or)ani4ation3 in this case3 are encoura)ed to recommend the names o! their !riends 1or2in) in other or)ani4ations !or a possi5le vacancy in the near !uture0 ,n !act3 this has 5ecome a popular 1ay o! recruitin) people in the hi)hly competitive ,n!ormation -echnolo)y industry no1adays0 :B; DIRECT METHODS :1; C%-29$ R#(.9/"-#!" ,t is method o! recruitin) 5y visitin) a participatin) in colle)e campuses and their placement centres0 Eere the recruiters visit reputed educational institutions such as ,,-s3 ,,&s3 colle)es and universities 1ith a vie1 to pic2 up .o5 aspirants havin) re:uisite technical or pro!essional s2ills0 =o5 see2ers are provided in!ormation a5out the .o5s and the recruiters3 in turn3 )et a snapshot o! .o5 see2ers throu)h constant interchan)e o! in!ormation 1ith respective institutions0 :C; INDIRECT METHODS AD@ERTISEMENTS -hese include advertisements in ne1spapersN trade3 pro!essional and technical .ournalsN and televisionN etc0 ,n recent times3 this medium has 5ecome .ust as color!ul3 lively and ima)inative as consumer advertisin)0 -he ads )enerally )ive a 5rie! outline o! the .o5 responsi5ilities3 compensation pac2a)e3 prospects in the or)ani4ation etc0 -his method is appropriate 1hen 8a9 the or)ani4ation intends to reach a lar)e )roup and 859 the or)ani4ation 1ants a !airly )ood num5er o! talented people @ 1ho are )eo)raphically spread out0 :1; N#*$ 2%2#.$ %,$: Eere it7s east to place .o5 ads 1ithout much o! a lead time0 ,t has !le/i5ility in terms o! in!ormation and can conveniently tar)et a speci!ic )eo)raphic location0 Bn the ne)ative side3 ne1spaper 17

ads tend to attract only those 1ho are actively see2in) employment at that point o! time3 1hile some o! the 5est candidates 1ho are 1ell paid and challen)ed 5y their current .o5s may not 5e a1are o! such openin)s0 :4; T#+#=/$/ ! %!, .%,/ %,$: -hese ads are more li2ely to reach individuals 1ho are not actively see2in) employmentN they are more li2ely to stand out distinctly3 they help the or)ani4ation to tar)et the audience more selectively and they o!!er considera5le scope !or desi)nin) ads creatively0 Eo1ever3 these ads are e/pensive0 Also3 5ecause the television or radio is simply seen or heard3 potential candidates may have a tou)h time remem5erin) the details3 ma2in) application di!!icult0

:D;

THIRD PARTY METHODS: :1; P./=%"# E-2+ 7-#!" S#%.(1 F/.-$:

A search !irm is a private employment a)ency that maintains computeri4ed lists o! :uali!ied applicants and supplies these to employers 1illin) to hire people !rom the list !or a !ee0 6irms li2e Arthur Anderson3 ;o5le and Ee1itt3 A<C consultants3 $< <illimoria3 MP&G3 6er)uson Associates o!!er speciali4ed employment-related services to corporate houses !or a !ee3 especially !or top and middle level e/ecutive vacancies0 :4; E-2+ 7#. EC(1%!&#$: As a statutory re:uirement3 companies are also e/pected to noti!y 81herever the employment '/chan)es Act3 1#5#3 applies9 their vacancies throu)h the respective 'mployment '/chan)es3 created all over ,ndia !or helpin) unemployed youth3 displaced persons3 e/-military personnel3 physically handicapped3 etc0 18

:3;

G%"# H/./!& %!, C !".%(" .$: Gate hirin) 81here .o5 see2ers3 )enerally 5lue collar employees3 present themselves at the !actory )ate and o!!er services on a daily 5asis93 hirin) throu)h contractors3 recruitin) throu)h 1ord-o!-mouth pu5licity re still in use @ despite the many possi5ilities !or their misuse @ in the small scale sector in ,ndia0

:4;

W%+)3/!$ :U!$ +/(/"#, A22+/(%!"$;: Companies )enerally receive unsolicited applications !rom .o5 see2ers at various points o! time3 the num5er o! such applications depends on economic conditions3 the ima)e o! the company and the .o5 see2er7s perception o! the types o! .o5s that mi)ht 5e availa5le etc0 $uch applications are )enerally 2ept in a data 5an2 and 1henever a suita5le vacancy arises3 the company 1ould intimate the candidate to apply throu)h a !ormal channel0 Bne important pro5lem 1ith this method is that .o5 see2ers )enerally apply to num5er o! or)ani4ations and 1hen they are actually re:uired 5y the or)ani4ation3 either they are already employed in other or)ani4ations or are not simply interested in the position0

E@ALUATION OF ALTERNATI@E SOURCES: Companies have to evaluate the sources o! recruitin) care!ully @ loo2in) at cost3 time3 !le/i5ility3 :uality and other criteria @ 5e!ore earmar2in) !unds !or the recruitment process0 -hey cannot a!!ord to !ill all their vacancies throu)h a particular source0 :1; -o !acilitate the decision ma2in) process in this re)ard3 companies rely on the !ollo1in)> T/-# +%2$# ,%"%> -hey sho1 the time la) 5et1een the date o! re:uisition !or manpo1er supply !rom a department to the actual date o! !illin) the vacancies in that department0 6or e/ample3 a company7s past e/perience may indicate that the avera)e num5er o! days !rom application to intervie1 is 1%3 !rom intervie1 to o!!er is +3 !rom o!!er to 19

acceptance is 1% and !rom acceptance to report !or 1or2 is 150 -here!ore3 i! the company starts the recruitment and selection process no13 it 1ould re:uire 42 days company starts the recruitment and selection process no13 it 1ould re:uire 42 days 5e!ore the ne1 employee .oins its ran2s0 Armed 1ith this in!ormation3 the len)th o! the time needed !or alternative sources o! recruitment can 5e ascertained @ 5e!ore pinnin) hopes on a particular source that meets the recruitment o5.ectives o! the company0 :4; Y/#+, .%"/ $: -hese ratios indicate the num5er o! leadsAcontacts to )enerate a )iven num5er o! hires at a point at time0 6or e/ample3 i! a company needs 1% mana)ement trainees in the ne/t si/ months3 it has to monitor past yield ratios in order to !ind out the num5er o! candidates to 5e contacted !or this purpose0 Bn the 5asis o! past e/perience3 to continue the same e/ample3 the company !inds that to hire 1% trainees3 it has to e/tend 2% o!!ers0 ,! the intervie1-to-o!!er ratio is 3>23 then 3% intervie1s must 5e conducted0 ,! the invitees ratio is 4>3 then3 as many as 4% candidates must 5e invited0 Lastly3 i! contacts or leads needed to identi!y suita5le trainees to invite are in 5>1 ratio3 then 2%% contacts 5e made0 <ased on this in!ormation3 the company can construct the recruitin) yield ratio3 as sho1n 5elo1>

R#(.9/"/!& Y/#+, P7.%-/,

B!!er ratio 1>2

10

-rainers needed o!!ers made

,ntervie1 o! o!!er 3>2

20 30 20

Candidates intervie1ed

,nvitees o! intervie1 ratio 4>3 40

Candidates invited

Leads to invitees ration 5>1 200 Candidates contacted

:3;

S9.=#7$ %!, $"9,/#$: $urveys may also 5e conducted to !ind out the

suita5ility o! a particular source !or certain positions0 6or e/ample3 as pointed out previously3 employee re!erral has emer)ed as a popular 1ay o! hirin) people in the ,n!ormation -echnolo)y industry in recent times in ,ndia0 Correlation studies could also 5e carried out to !ind out the relationship 5et1een di!!erent sources o! recruitment and !actors o! success on the .o50 ,n addition to these3 data on employee turnover3 )rievances3 disciplinary action 1ould also thro1 li)ht on the relative stren)ths o! a particular source o! recruitment !or di!!erent or)ani4ational positions0 <e!ore !inally identi!yin) the sources o! recruitment3 the human resource mana)ers must also loo2 into the cost or hirin) a candidate0 -he cost per hire can 5e !ound out 5y dividin) the recruitment cost 5y the num5er o! candidates hired0 PURPOSE AND IMPORTANCE OF RECRUITMENT "ecruitment represents the !irst contact that a company ma2es 1ith the personnel havin) potential to 5e employed0 6rom the point o! vie1 o! potential candidates3 recruitment is the process throu)h 1hich they came to 2no1 a5out 21

the company and the nature o! .o5s that are 5ein) o!!ered0 -here!ore3 i! recruitment process is carried on success!ully3 it serves the !ollo1in) purpose0 19 "ecruitment determines the present and !uture human recourse recruitment o! the or)ani4ation in con.unction 1ith human resource plannin) activities and .o5 analysis activities0 29 ,t helps to increase the pool o! potential personnel and the or)ani4ation and the num5er o! option to choose !rom0 39 ,t helps in increasin) the success rate o! the selection 5y !ilterin) the num5er o! under :uali!ied or over :uali!ied .o5 applicants0 49 ,t reduce the pro5a5ility that applicants3 one selected and made availa5le to the or)ani4ation3 leave it a!ter a short period o! time0 59 ,t helps in evaluatin) the e!!ectiveness o! various recruitment techni:ues and sources o! recruitment0 69 ,t helps to meet the or)ani4ation7s le)al and social o5li)ations re)ardin) composition o! its 1or2!orce0 RECRUITMENT PROCESS "ecruitment is a process consistin) o! various activities3 throu)h 1hich search o! prospective personnel- 5oth in :uality- as indicated 5y human resource plannin) and .o5 description and .o5 speci!ication is made0 -his process includes recruitment plannin)3 identi!ication o! recruitment sources3 contestin) those sources and receivin) applications !rom prospective employees0 -hese applications3 then passed on selection process as sho1n> 10 "ecruitment plannin)3 20 $ources o! recruitment 30 Contactin) sources 40 Application pool 50 -o selection process 60 'valuation and control 22

A' R#(.9/"-#!" P+%!!/!& "ecruitment process starts 1ith its plannin) 1hich involves the determination o! num5er o! applicants and type o! applicants to 5e contacted0 1' N9-?#. 0 C !"%("$: Br)ani4ations3 )enerally3 plan to attract more applicants than 1hat they intend to select as they 1ish to have option in selectin) the ri)ht candidates0 -his option is re:uired 5ecause some o! the candidates may not 5e interested in .oinin) the or)ani4ation3 each o! them may not meet the criteria o! selection0 -he num5er o! applicants is determined 5y yield ratio 8D"9 1hich e/presses the relationship o! applicant inputs to output at various decision points0 F . EC%-2+#$upposin) that an or)ani4ation has received 1%%% applications !or certain num5er o! vacancies o! a position3 yield ratio at various decision point 1ould 5e as !allo1s>

$creenin) o! applications 8#%% :uali!ied9 D"O #>1% $election tests 8+%% appeared9 D" O+ ># -est result 83%%9 ,ntervie1 81%% passed9 =B<$ B66'"' =oined 84%9 -B 85%9 D"O 3>+ D"O 1>3 D"O 1> 2 D"O 4>5 23

-otal yield ratio

O 4%>1%%% or 4>1%%

Dield ratio help in determinin) the num5er o! applications to 5e solicited to !ill-up the vacancies success!ully0

4' T72# 0 C !"%("$: -his re!ers to the type o! personnel to 5e in!ormed a5out the .o5 openin)s 5ased on .o5 description and .o5 speci!ication0 -his determines ho1 the prospective personnel may 5e communicated a5out the .o5 openin)s0 F . EC%-2+# : ,! an or)ani4ation re:uires uns2illed 1or2ers3 mere puttin) the re:uirement notice on the !actory )ates may 5e su!!icient 0 i! it re:uires :uali!ied and e/perienced mana)ers3 perhaps3 it may )o !or advertisement in national ne1spapers0

B' A22+/(%"/ ! P

+:

?hatever the method o! recruitment is adopted3 the ultimate o5.ective is to attract as many candidates as possi5le so as to have !le/i5ility in selection0 ?hen the source o! recruitment are contacted3 the or)ani4ation receives applications !rom prospective candidates0 F . EC%-2+#>

24

,n case o! ,ndian Civil $ervice3 the num5er o! applicants runs into many thousands0 ,n the corporate sector an or)ani4ation can e/pect more num5er o! application 1hen it advertises !or the position o! mana)ement A e/ecutive trainees as compared to 1hen it advertises !or e/perienced personnel0 $imilarly 3 the num5er o! application depends on the ima)e o! the or)ani4ation0 An or)ani4ation havin) 5etter perceived ima)e is a5le to attract more num5er o! application0 Various applications received !or a particular .o5 are pooled to)ether 1hich 5ecome the 5asis !or selection process0 C' E=%+9%"/ ! %!, C !". + 0 R#(.9/"-#!" : 'valuation and control o! recruitment pro)ramme is the last sta)e o! a recruitment process0 ,n any process3 evaluation and control is re:uired to ensure that the process has )one 1ell in the li)ht o! its stated o5.ective and cost 0 ?hile the 5asic o5.ective o! recruitment is to attract ma/imum num5er o! suita5le applicants3 the costs o! recruitment are on the !ollo1in) items10 Cost o! salary and other per:uisites o! recruiters0 20 Cost o! advertisement or other recruitment methods such as cost o! campus recruitment3 consultant7s !ee3 etc0 30 Cost o! producin) supportin) literature0 40 "ecruitment overhead and administrative e/penses0 50 &ana)ement and pro!essional time spent on preparin) .o5 description3 .o5 speci!ication3 advertisements3 a)ency liasion3 etc0 60 Cost o! over time and outsourcin) 1hile the vacancies remain un!illed +0 Cost o! recruitin) unsuita5le candidates !or the selection process0

STEPS IN SELECTION PROCESS: 25

A##lication #ool orm Recruitment #rocess

Screening o a##lication orms

'liminate those not meetin) initial criteria

Selection tests 'liminate those 5elo1 cut @o!! point

Selection inter&ie+s 'liminate those not meetin) .o5 $,ec-ing o re erences and or)ani4ational re:uirements0 'liminateAreconsider those 1ith Adverse remar2s P,ysical e.amination 'liminate those not meetin) A##ro&al by a##ro#riate aut,ority Physical standards0

/inal selection

Adopt o5.ectively0

0m#loyment contract

Con)ratulate D' S#+#("/ ! 2. (#$$: 0&aluation 26

A selection process involves a num5er o! steps 10 $creenin) o! application !orms0 20 $election tests 30 $election intervie1s0 40 Chec2in) o! re!erences0 50 Physical e/amination0 60 Approval 5y appropriate authority0 +0 6inal selection *0 'mployment contract #0 'valuation0 ,t is not necessary that all these steps are involve in every selection process0 -he 5asic idea in a selection process is to solicit ma/imum possi5le in!ormation a5out the candidates to ascertain their suita5ility !or the employment0 1' S#+#("/ ! 0 A22+/(%"/ ! ' -he real process o! selection 5e)ins 1ith the screenin) o! application0 Prospective employees have to !ill up some sort o! application !orms0 -hese !orms have variety o! in!ormation a5out the applicants li2e their personal 5io-data3 achievements3 e/perience3 etc0 $uch in!ormation used to screen the applicant 1ho are !ound to 5e :uali!ied !or the

consideration o! employment0 -he in!ormation may also 5e used to 2eep permanent records o! those persons 1ho are selected0 <ased on the screenin) o! application only those candidates are called !or !uture process o! selection 1ho are !ound to 5e meetin) the .o5 standards o! the or)ani4ation0 ?hen the num5er o! applicants meetin) the .o5 27

standards !or e/ceeds the actual re:uirements3 the or)ani4ation decide a suita5le num5er o! candidates 1ho 1ill called !or !urther selection process0 4' S#+#("/ ! T#$"$: &any or)ani4ations hold di!!erent 2inds o! selection tests to 2no1 more a5out the candidates or to re.ect the candidates 1ho can not 5e called !or intervie1 etc0 selection tests normally supplement the in!ormation provided in the application !orms0 $election tests may )ive in!ormation a5out their attitude3 interests3 personality3 etc3 1hich can not 5e 2no1n 5y application !orms0 3' I!"#.=/#*: $election tests are normally !ormed 5y personal intervie1 o! the candidate0 -he 5asic idea here is to !ind out overall suita5ility o! candidates !or the .o5s0 ,t also provides opportunity to )ive relevant in!ormation a5out the or)ani4ation to the candidates0 ,n many cases intervie1 o! preliminary nature can 5e conducted 5e!ore the selection test0

6or e/ample in the case o! campus selection3 preliminary intervie1 is held !or short listin) the candidates !or !urther process o! selection0 4' C1#()/!& 0 R#0#.#!(#: &any or)ani4ations as2 the candidates to provide the name o! reverse !rom 1hom more in!ormation a5out the candidates can 5e solicited0 $uch in!ormation may 5e related to character3 1or2in)3 etc0 the usual re!ers may 5e previous employee associated 1ith the educational institutions !rom 1here the candidates have received education3 or other persons o! prominence 1ho may 5e a1are o! the candidates 5ehavior and a5ility0

28

,n our country3 re!erence are nor )iven ade:uate importance 5ecause o! their 5usiness 5ut these can )iven very use!ul in!ormation 1hich may not 5e availa5le other1ise0 <' P17$/(%+ EC%-/!%"/ !: Physical e/amination is carried out to ascertain the physical standards and !itness o! prospective employees0 -he practice o! physical e/amination varies a )reat deal 5oth in terms o! covera)e and timin)0 ?hile many or)ani4ation do not carry physical e/amination at all3 others carry on a very comprehensive 5asis0 8' A22. =%+ ?7 A22. 2./%"# A9"1 ./"7: Bn the 5asis o! the a5ove steps3 suita5le candidates are recommended !or selection 5y the selection committee or personnel department0 -hou)h such a committee or personnel department may have authority to select the candidates !inally3 o!ten it has sta!! authority to recommended the candidates !or selection to the appropriate authority0 Br)ani4ations may desi)nate the various authority !or approval o! !inal selection o! candidates !or di!!erent cate)ories o! candidates0 -hus !or top level mana)ers3 5oard o! directors may 5e approvin) authorityN !or lo1er level3 even !unctional heads concerned may 5e approvin) authority0 ,n various3 it may 5e syndicateAe/ecutive community0 7' F/!%+ S#+#("/ !: A!ter the approval o! the competent authority3 the selection is !inal and the candidate concerned may 5e in!ormed accordin)ly0 $ome time3 more than one name may 5e su))ested 5y the selection committee and approved 5y the competent authority !or a sin)le selection0 ,n such a case3 the person 1hose name is at the top is selected and in!ormed0 8' E-2+ 7-#!" C !".%(": 29

-he relationship 5et1een the or)ani4ation and its employees is a contractual one3 and !rom this point o! vie13 any one 1ho is in the employment o! the or)ani4ation and dra1s salaryA1a)e is an employee irrespective o! the position held 5y a person thou)h in practice3 o!ten3 personnel are divided in to t1o cate)ories> mana)ement consistin) o!

hi)her levels and employees at lo1er levels0 -he implication o! contractual relationship is that 5oth employee and or)ani4ation must enter in to employment contract indication the various terms and conditions o! the employment0

5' E=%+9%"/ !: 'valuation o! total selection pro)ramme3 thou)h strictly not a step o! urin) the selection process 5ut helps in ensurin) its e!!ectiveness3 may 5e under ta2en at t1o sta)es> durin) the process and a!ter the process0 process3 evaluation tries to measure the relia5ility and the validity o! various steps used in the selection process0 'valuation3 a!ter the process is over3 measures the outcome o! the selection process in terms o! the per!ormance o! those 1ho have 5een selected0 SALARY NEGOTIATION :S%+%.7 C+ $/!&; $alary ne)otiation is very important process o! selection process 0 An or)ani4ation hire the 5est candidate and !ill the position more :uic2ly 1ith the help o! systemati4ed salary ne)otiation process0 ,t minimi4es productivity losses stemmin) !orm reduced sta!!in) levels0 $alary ne)otiation is a critical step in the hirin) process0 ,t7s important to handle this sta)e in a timely and e!!ective manner as pro!essional 1ith hi)h

30

:uali!ication levels and desired practice area e/pertise may already 5y evaluatin) other opportunities 5y the time your or)ani4ation ma2e an o!!er0 DEFINITION OF NEGOTIATION OF SALARY J-o con!er 1ith another or in order to come to terms or reach an a)reement0K JA ne)otiation process 1here one party ne)otiates the amount o! their pay3 income3 earnin)s3 commissions3 salary3 1a)es3 1a)es remuneration3 annual revie13 or salary arise 1ith another partyK0 An e/tremely important process in 1hich .o5 see2ers attempt to o5tain the 5est compensation pac2a)e possi5le3 5ased on s2ills and e/perience3 the industry salary ran)e3 and the company7s )uidelines0

UNDERSTANDING THE PROCESS $alary ne)otiation 5e)ins a!ter the intervie1 process3 it really starts !or you 1ith the initial intervie10 <ecause it7s 1hat you tell the company a5out yoursel!3 your accomplishments and 1hat you can do !or them3 that 1ill increase your value 1hen the time to o!!er you a .o5 comes0 -he a5ility to handle details3 multiple pro.ects or e/cellent time mana)ement and !ollo1 up s2ills 1ill also contri5ute to your value0

SALARY NEGOTIATION TIPS

31

-ry to 2eep these 5asic tips in mind 1hen ne)otiatin)3 !or a 5etter deal0 R#=/#* "1# #C/$"/!& $%+%.7 +#=#+$ Br)ani4ations that 1ant to hire the 5est and talented employees may 5e e/pected to pay sli)htly 1ell than their competitors3 re)ardless o! the 5usiness environment0 A revie1 o! e/istin) salary levels !or similar positions in the industry and local area is the !irst step to1ard determinin) the o!!er0 A,,.#$$ "1# #-2+ 7##>$ !##,$ -o persuade your prospective employee say yes3 your ideas 1ill have to address those thin)s that are important to him0 =ust li2e you3 your prospective employee B# D9/() &a2e the o!!er as soon as possi5le3 once you have selected the prospective hire0 A delay "1# can cause you 0 to lose the 5est applicant0 2. $2#("$ also has needs and concerns0

H/&1+/&1"$

.#%$ !$

?#""#.

09"9.#

?hen presentin) an o!!er3 5e sure to hi)hli)ht the reasons someone 1ould 1ant to 1or2 at your !irm0 Prospective employees are interested not only in their career development3 5ut also in sta!! reco)nition and 5onus pro)rams3 advancement possi5ilities and uni:ue aspects o! the o!!ice culture0 G/=# T/-# " #=%+9%"#

Give entry-level le)al pro!essionals a !e1 days to consider the o!!er3 and allo1 up to a 1ee2 !or attorneys and more e/perienced candidates0 Applicants 1ho 1ill need to relocate may re:uire additional time0 A22. %(1

F+#C/?+#

32

'/plore alternatives3 i! a promisin) candidate see2s a hi)her salary than 5ud)ets allo10 6le/i5le schedulin) is one option )ainin) popularity amon) applicants B.%/!$" .<rainstormin) is the most e!!ective 1ay to !ind ideas that satis!y everyoneLs interests0 ,t 1or2s 5est 1hen you separate it !rom commitment3 !irst create possi5le O?E#("/=# solutions3 and then decide C./"#./% amon) them0 that represents little cost to the or)ani4ation0

,t 5ecomes easier to persuade someone to a)ree 1ith your proposal i! he sees ho1 that proposal is !irmly )rounded on o5.ective criteria3 such as 1hat similar !irms pay people o! li2e e/perience or 1hat others in the company ma2e0 C+ $/!& N#& "/%"/ !$

?hen !aced 1ith a candidate3 1ho is reluctant to accept an o!!er3 try to discover the source o! the hesitation0 Consider the potential impact o! any chan)es re:uired M%)# to address % these ?%()92 concerns or 2+%! issues0

Dou need to have a 5ac2up plan3 in case you cannot persuade the employee to say yes30 Part o! preparation is creatin) a speci!ic action plan so you 2no1 1hat you 1ill do i! you have to 1al2 a1ay !rom the ta5le0

33

RECRUITMENT PROCESS OF RELIANCE LIFE INSURANCE COMPANY B1nin) to the 5usiness e/pansion o! F0P0 ( Fttranchal3 the E" department 1as )iven a tar)et to recruit appro/ *%% employees 1hich had to 5e recruited !or the post o! <ranch &ana)er3 Assistant <ranch &ana)ers3 $ales &ana)ers and Customer Care '/ecutives0 RECRUITMENT POLICY IN RELIANCE LIFE INSURANCE Loo2s !or people 1ho have capacity !or entrepreneurship3 ris2 ta2in) and the 1ill to 1in @ hallmar2s "eliance culture etched indeli5ly 5y its chairmen in to the psyche o! the company0 -he company relies more on personal contacts to !ill senior positions and motivate the people to .oin it 5y emphasi4in) JDou are too tenanted to 1or2 in the small pond3 come and 5uild ,ndia7s !irst Great CompanyK0 ,ts mana)in) director Anil heru <hai Am5ani @ maintain lar)e net1or2 o! !riends and associates around the 1orld to tip them o! 1hen they !ind attractive talent0 -oday7s3 "eliance Li!e ,nsurance is one o! the !e1 ,ndian company7s3 1ith a si)ni!icant num5er o! e/pertise 1ith in the or)ani4ation0 RECRUITMENT PROCESS IN RELIANCE LIFE INSURANCE "eliance Li!e ,nsurance3 consistin) o! various activities o! recruitment process3 throu)h 1hich search o! prospective personnel- in '/perience3 Puality and Puantity as indicated 5y their human recourse plannin)0 "ecruitment process o! reliance li!e includes recruitment plannin)3 identi!ication o! recruitment sources3 contactin) those sources and receivin) application !rom prospective employees0 -hese applications are3 then3 pass on selection process as sho1s in !i)ure0

Recruitment Planning

Strategy "e&elo#ment 34

Searc,ing acti&ities

A##lication #ool

1o selection #rocess

SELECTION PROCESS

Screening o a##lication orms Selection or inter&ie+

$,ec-ing o re erence

A##ro&al by a##ro#riate aut,ority

Salary closing

Joining 2in"uction3

1raining

35

A; R#(.9/"-#!" P+%!!/!& ,n "eliance Li!e ,nsurance o1in) to the 5usiness e/pansion o! F0P ( Fttaranchal3 the E0" department 1as )ivin) a tar)et to recruit appro/ *%% employees 1hich had to 5e re:uired !or the post o! $ails &ana)er3 Asst0 <ranch &an)er3 Customer care '/ecutive ( <ranch &ana)er0 B; S".%"#&7 D#=#+ 2-#!" "eliance Li!e ,nsurance !ocus on to ma2e8hire less s2illed 1or2ers9 and 5uy 8hire s2illed 1or2ers and pro!essionals9 employees0 "eliance Li!e ,nsurance also !ocus on )eo)raphic distri5ution o! la5our mar2et comprisin)0 -echnolo)ical advancement has made it possi5le !or .o5 see2ers to )ain 5etter access 5ut !or the post o! sales mana)er technolo)ical :uali!ication is not re:uired in "L,C0 -he company conduct 1al2-in7s at !our area o!!ice 1hich are Luc2no13 Manpur3 Varanasi and ehradun0

-he company had planned 1ay o! "e!errals0 ,n this an employee needed to !ill a H"e!erral 6orm7 1hich includes personal as 1ell as academic in!ormation a5out the re!erred candidate0 C; S 9.(# 0 R#(.9/"-#!" "eliance Li!e ,nsurance uses e/ternal3 direct and indirect methods !or the recruitment o! sales mana)er 1hich are 1al2-in 8 irect Candidates93 Advertisements8;e1s paper and local ca5le channel93 and ,nternet0

D; S#+#("/ ! P. (#$$ A selection process in "L,C involves a num5er o! steps $creenin) o! application !orm

36

 $election !or ,ntervie10 Approval 5y appropriate authority0 $alary closin)0 =oinin) 8,nduction9 10 SCREENING OF APPLICATION FORM> -he real process o! selection 5e)ins 1ith the screenin) o! application0 Prospective employees have sent their Cv7s0 these Cv7s have varieties o! in!ormation a5out the applicants li2e their personal 5io-data3 achievements3 e/perience etc0 Cv7s are selected on the 5asis o! )raduation in any stream 1ith minimum e/perience o! one year in ,nsurance sector and pharmaceutical company0 A!ter screenin) o! application selected Cv7s81%% per day9 are line up !or the intervie1 85% per day90

Applications are selected on the 5ases o! >10 Candidate must 5e )raduate in any stream0 20 Candidate had 1or2in) in 5an2in) sector3 ,nsurance company 1ith minimum one year o! e/perience0 30 Candidate also 1or2in) in pharmaceutical company0 ,n t1o months , had screen appro/imately 2%%% Cv7s !or the post o! $& and !inally 1522 Cv7s are selected !or intervie10

4' INTER@IEW A!ter screenin) o! application3 selected Cv7s are line up !or the intervie10 ,n t1o months , had line up the 1*% Cv7s !or the intervie10 -hese intervie1s held at !our head o!!ices3 1hich are Luc2no13 Manpur3 Varanasi and ehradun0 ,ntervie1 1as ta2en 5y Area &ana)er0 ,! Area &ana)er 1as not a5le to ta2e the

37

intervie1 then the intervie1 1as ta2en 5y R#&/ !%+ HR M%!%&#. . A$$/$"%!" HR M%!%&#. . R#&/ !%+ T.%/!/!& M%!%&#. in R#&/ !%+ O00/(#0 ,! they are also not a5le to ta2e the intervie1 3 then intervie1 1as ta2en 5y HR O00/(#.0 ocuments re:uired !or the intervie1 @ 19 CV7s 29 Appointment Letter o! previous company0 39 $alary $lip o! previous company0 49 License 8advisor9 59 Commission $tatement 8advisor9 "L,C use one -to -one intervie1 method0 ,n this method only t1o participants are present in the intervie1 room0 -hey are intervie1er and intervie1ee0 Chec2in) o! re!erence "L,C as2 the candidate to provide the names o! re!errers !rom 1hom more in!ormation a5out the candidate can 5e solicited0 $uch in!ormation may 5e related to character 1or2in) etc0 -he companies !irst approach to1ards recruitment o! employee 1as 'mployee "e!errals>?hen recruitment is outsourced a sin)le3 entry level hire costs a minimum o! "s0 2%3%%%3 1hile this can )o over "s 5%3%%% in those 1ith 1-3 year7s e/perience and even a couple la2hs o! rupees in cash o! senior @ level recruits0 ?hen the same hirin) is routed throu)h employee re!errals3 the cost comes do1n 5y *%C0 -hat7s 1here re!errals @ )ettin) employees to recommended their !riends @ ma2e )reat !inancial sense to enterprises0 -he company had a planned 1ay o! "e!errals0 ,n this an employee needed to !ill a H"e!erral 6orm7 1hich included personal as 1ell as academic in!ormation a5out the re!erred candidate0 3; APPRO@AL BY APPROPRIATE AUTHORITY Bn the 5asis o! the a5ove steps suita5le candidate are recommended !or selection 5y the area mana)er0 -hou)h such a area mana)er may have

38

authority to select a candidate !inally3 o!ten it has sta!! authority to recommended a candidate !or selection to the appropriate authority APPRO@AL HIRERARCHY "e)ional <usiness Eead

Area &ana)er

"e)ional E" &ana)erA"e)ional -rainee &ana)erA Assistant E" &ana)er

E" B!!icer

4; FINAL SELECTION A!ter the approval o! the competent authority3 the selection is !inal and the candidate concerned may 5e in!ormed accordin)ly0 <; SALARY CLOSING OR SALARY NEGOTIATION A!ter !inal selection3 selected candidate has 5een send hisAher t1o documents 1hich are @ $alary $lip and Appointment letter 8previous company90 ,! candidate is 1or2in) as a advisor then he send hisAher commission statement and license 1hich is provided 5y ," A0 A!ter )ettin) the documents E" B!!icer o!!ers the salary to the selected candidate on the 5asis o! hisAher 5asic salary o! previous 39

company "L,C )ives 3% to 4%C hi2e to their selected candidate on the 5ases o! 5asic salary o! previous company3 1hen the candidate accepted the o!!er3 heAshe )ets the 5asic salary and allo1ances plus annual 5onus0 A!ter 2 or 3 days heAshe )et the o!!er mail or the date o! .oinin) 8,nduction9 1hich is conducted at the Li!e $tyle Eotel3 Luc2no10 ,n this mail heAshe )ets the in!ormation a5out the documents 1hich they carry 1ith them 1hen they come to the induction0 ocuments 1hich carry 1ith them are>10 $alary $lip 3 20 Appointment letter3 30 "esi)nation Latter3 40 1% Photo)raphs 1ith 5lue 5ac2 )round3 50 'ducation Prove3 60 <erth Prove3 +0 , Prove0 8; INDUCTIONFJOINING -he Company 5elieves that all ne1 employees &F$- 5e )iven timely induction trainin)0 -his trainin) is re)arded as a vital part o! sta!! recruitment and inte)ration into the 1or2in) environment0 -his policy3 associated procedures and )uidelines de!ine the Company7s commitment to ensure that all sta!! is supported durin) the period o! induction3 to the 5ene!it o! the employee and Company ali2e0 INDUCTION PROCESS IN RLIC An induction process that is shaped around the individual and their .o5 role 1ill help the employee reach their !ull potential as :uic2ly as possi5le0

40

All sta!!3 5oth !ull- and part-time need an induction pro)ramme0 An induction should 5e )iven at the 5e)innin) o! employment and may 5e spread over several 1ee2s3 or even months0 ,nduction processes can 5e 1ritten or ver5al and should 5e presented in con.unction 1ith the employee hand5oo20 -he 2ey di!!erence is that the hand5oo2 should 5e used as an on)oin) re!erence !or employee 1or2 conduct and employee ri)hts3 1hile the induction pro)ramme is used as the initial tool to !amiliari4e the ne1 starter 1ith their .o5 re:uirements and in!ormation a5out the company and its procedures0 6ailure to implement a success!ul induction process 1ill leave the ne1 employee 1ith a poor understandin) o! the company and their role 1ithin it3 lo1 morale3 and ultimately lost productivity0 @#.?%+ . *./""#! -he presentation o! the in!ormation 1ill 5e 2ey to its success0 Fsin) a 1ritten document 1ill allo1 it to 5e used as a re!erence )uide0 Fsin) a template and tailorin) it to the individualLs needs 1ill save you time in the lon) run3 and pu5lishin) it on the company intranet 1ill )ive it the !eel o! a livin) document0 ?ritten in!ormation can also 5e com5ined 1ith a personal touch3 and the ne1 employee should 5e personally introduced to every mem5er o! the team0 ,! others are to assist 1ith the induction3 create a timeta5le to let them 2no1 1hen they are re:uired0 C !"#!" 0 "1# /!,9("/ ! -he induction can comprise the !ollo1in)> M/$$/ ! $"%"#-#!" 0 "1# ( -2%!7:

41

-his outlines the role3 or purpose o! the 5usiness and illustrates the overall strate)ic vision0 C -2%!7 1/$" .7: An account o! the !ormation o! the company3 its 2ey players and its main achievements to date0 C -2%!7 (9+"9.#: &a2in) the ne1 employee a1are o! the personality o! the or)ani4ation is important i! they are to !it in0

C -2%!7 $".9("9.#: '/plainin) 1here the po1er lies and ho1 it is distri5uted is a )ood idea0 $&'s tend to !ollo1 the unitary model3 1here5y the company is divided into di!!erent !unctions3 each reportin) to the Chie! '/ecutive B!!icer or &ana)in) irector0 J ? . +#: Cascadin) do1n into each department you should document each personLs role and ho1 they play a part in achievin) the o5.ectives that are set out in the mission statement0 'nsure the employee is ta2en throu)h their .o5 description and !ully understands their responsi5ilities and accounta5ilities0 H#%+"1 %!, $%0#"7: 'nsure that the employee has read and understood the health and sa!ety 5rie! outlined in the employee hand5oo20 Chec2 they 2no1 the location o! the !ire e/its and are a1are o! 1here to assem5le in case o! !ire0 -he ne1 employee

42

should 5e made a1are 1ho is :uali!ied to administer 6irst Aid0 Any re:uired ris2 assessments should also 5e carried out at this sta)e0 C -2%!7 2. (#,9.#$: -he ne1 employee should 5e made a1are o! the correct procedures !or all personnel matters 8e0)0 applyin) !or holiday leave3 usin) the telephone system and accessin) standard templates90

"L,C had conducted the inductions in Li!e $tyle Eotel3 Luc2no10 All selected candidates come in luc2no1 !or ,nduction or trainin)0 ,n induction candidate )et hisA her appointment letter ( .oinin) 2its0 =oinin) 2it 1as !ile 5y candidate0 ,n .oinin) 2id candidates are !ile their some in!ormation 1hich is important !ore the company0 ,n!ormation 1hich are !iled 5y candidates>10 Personal ,n!ormation 6orm3 20 ,n!ormation "elease 6orm3 30 ata "e!erence Chec2 6orm3 ata3 40 $alary Account eclaration3 50 &edical ,nsurance 60 , Card 6orm3 +0 "e:uisition 6orm 6or 'mail3 *0 <usiness Cared "e:uisition 6orm3 #0 Eard1are "e:uisition 6orm3 1%0 ata Card "e:uisition 6orm3 110 P6A'P$ eclarationA ;omination 6orm3 120 P6 -rans!er 6orm3 130 Gratuity ;omination 6orm3 140 -erm ,nsurance ;omination 6orm 3 150 C-C Allocation Plan3 43

160 ,nvestment eclaration 6orm3 1+0 ata B1nership Fnderta2in)3 1*0 ,- $ecurity Policy eclaration3 1#0 Code B6 'thics Fnderta2in)3 2%0 $pecimen $i)nature 6orm

SUGGESTION FOR BETTER RECRUITMENT PROCESS IN RLIC 19 -he clear policy to 5e made !or recruitment so that candidates to 5e recruit care!ully retained nicely and retire )rate!ully0 29 6'' <ACM should 5e timely produced in E" department 5y various department0 39 6'' <ACM must 5e scanned and computeri4ed re)ularly and should not 5e manually handled3 it is loss o! time and e!!orts0 49 $eparate intervie1 hall 59 <io-data received 5y E" department must 5e !eeded in computer so that candidates data are availa5le on time and can 5e sorted in 5etter manner0 69 &ana)ement in!ormation system should 5e reported re)ularly to the mana)er and strictly should !ollo1 $BP 8$tandard Bperatin) Procedure9 !ormulated !or recruitment !unction0 +9 6eed 5ac2 can 5e computeri4ed 5y scannin) ( '-mail to the E" department 5y the di!!erent department0 *9 -rainin) should 5e )iven more attention ( importance o! trainin) should understood0 &ore trainin) pro)rams should 5e or)ani4ed #9 Proper in!ormation o! .oinin) and induction date0

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1%9Proper coordination 1ith intervie1er and E" department0 119-1o or three days 5e!ore send the name to selected candidate

FINAL SELECTION PERCENTAGE OF SALES MANAGER IN RLIC -otal ,nitial Cv7s O 2%%% $elected Cv7s O 1122 C o! ,nitial $elected Cv7s O 5601C C o! ,nitial "e.ected Cv7s O 44C

5601C ,nitial $elected CvLs ,nitial "e.ected CvLs 44C

45

$elected Cv7s

O 1122

-otal Line-up Cv7s !or ,ntervie1 O 1*% C o! Line-up Cv7s !or ,ntervie1 O 16 C C o! "e.ected Cv7s !or ,ntervie1 O 44C

16C ,ntervie1 Lineup C ;ot $elected !or ,ntervie1 C *4C

-otal Line-up Cv7s !or ,ntervie1 O 1*% -otal $elected Candidates -otal 6inal $election C -otal 6inal "e.ected C O 15 O *033 C O #2C

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*033C 6inal $election C "e.ected CandidatesC #2C

BIBLIOGRAPHY Euman "esource &ana)ement G%.7 D#$$+#.A B/E9 @%.))#7

?e5site 1110relianceli!e0co0in 1110)oo)le0co0in

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