A

SUMMER TRAINING REPORT

ON
RECRUITMENT AND SELECTION PROCESS AT Bharti AXA Life
Insurance Company Ltd.

SUBMITTED IN PARTIAL FULFILMENT FOR THE REQUIREMENT OF

THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION
TO
MAHARSHI DAYANAND UNIVERSITY
ROHTAK

SUBMITTED BY:
RITESH SAINI
Roll No-2839
MBA (3rd sem)

AMITY BUSINESS SCHOOL

MANESAR, GURGAON
2008-10
DECLARATION

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I, Ritesh Saini, Roll No.2839, M.B.A (3rd Semester) of the Amity Business School,
Manesar, hereby declare that Summer Training Report entitled, “Recruitment and
Selection Process at Bharti AXA Life Insurance Company Ltd.”, is an original work and
the same has not been submitted to any other institute for the award of any other degree. A
seminar presentation of the Training Report was made on 09.10.09 and the suggestions by
the faculty were duly incorporated.

Presentation Incharge Signature of the Candidate

(Faculty)

Countersigned
Director of the Institute

ACKNOWLEDGEMENT

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This report has been made possible due to invaluable support of a number of people to
whom I own my heartfelt gratitude and without whose help I may not have been able to
complete this report.

I would like to thank Prof (Dr) R C Sharma, Advisor, Amity Business School,
Manesar, for extending full help in my project. His consistent support and cooperation
showed the way towards the successful completion of the project.

I would like to acknowledge the support of my faculty guide, Ms Poonam Sharma,

Lecturer, Amity Business School, Manesar, for her constant guidance in this project and
for providing me the necessary information whenever required. A heartfelt thanks to
other faculty members of Amity Business School, Manesar, for their support and co-
operation.

I am very grateful to my project guide Mr Himanshu, Agency Manager, for providing

me constant support and inspiration during the summer training.

My overriding debts continue to be to the management and all employees of Bharti AXA
Life Insurance Ltd. for their co-operation and guidance, which made my summer
training project possible.

Finally I would like to give special thanks to my family and my friends who make it all
happen and make it worth while.

Ritesh Saini

TABLE OF CONTENTS

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Certificate
Declaration
Acknowledgement

Chapter I
• Introduction 2
• Significance of the study 3
• Conceptualization 4
• Focus of the study 20
• Objectives of the study 21
• Limitations of the study 22

Chapter II
• Industry Profile 24
• Company Profile 29

Chapter III
• Review of Existing Literature 40
• Research Methodology 42

Chapter IV
• Analysis and Interpretation 44

Chapter V
• Findings 63
• Recommendations 64
• Conclusions 65

Bibliography
Annexure

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5
Chapter-1

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INTRODUCTION
The insurance sector has gone through a number of phases and changes. Since 1999,
when the government opened up the insurance sector by allowing private companies to
solicit insurance and also allowing FDI up to 26%, the insurance sector has been a
booming market.

The insurance sector in India has come a full circle from being an open competitive
market to nationalization and back to a liberalized market again. The business of life
insurance in India in its existing form started in India in the year 1818 with the
establishment of the Oriental Life Insurance Company in Calcutta by Anita Bhavsar.

Despite the fact that general insurance business has been growing at a healthy rate of 16
per cent annually between 2004-05 and 2008-09, its penetration level is just 0.60 per cent
of India’s GDP against world average of 2.14 per cent. India ranks 136th on penetration
levels and Life Advisors behind China(106), ThaiLife Advisornd (87), Russia(86),
Brazil(85), Japan(61), and the US(9). The penetration of general insurance in india
remains low on account of low consumer preference, Life Advisorrgely untapped rural
markets and constrained distribution channels (Crisil & Assocham).

Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job.Human Resource Management includes all activities
used to attract & retain employees and to ensure they perform at a high level in meeting
organizational goals. It means employing people, developing their resources, utilizing,
maintaining and compensating their services in tune with the job and organizational
requirements.

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SIGNIFICANCE OF THE STUDY
A research has its own importance in any business organization. It is a systematic and
scientific investigation of any idea either precise or abstract from continuous basis of
learning. As we know in present times, the modern world is progressing at a very high
pace. Due to high competition and increased expectations, every organization needs
effective recruitment and selection process. By this study new segments of recruitment
and selection has been discovered. This will help to enhance the capability of Bharti
AXA Life Insurance Company Ltd. in using the recruitment and selection process more
effectively.
This project would be significant for researcher because this is the opportunity for putting
theortical knowledge into practical application.
This project would be significant for the readers as it is providing them knowledge about
recruitment and selection process.

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CONCEPTUALIZATION
Recruitment
Recruitment is defined as, “a 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 workforce.”
Edwin B. Flippo defined recruitment as “the process of searching for prospective
employees and stimulate them to apply for jobs in the organization.” Recruitment is a
‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a
‘joining process’ in that it tries to bring together job seekers and employer with a view to
encourage the former to apply for a job with the Life Advisor.

In order to attract people for the jobs, the organization must communicate the position in
such a way that job seekers respond. To be cost effective, the recruitment process should
attract qualified applicants and provide enough information for unqualified persons to
self-select themselves out.
Recruitment is distinct from Employment and Selection. Once the required number and
kind of human resources are determined, the management has to find the potential Life
Advisors where the required human resources are/will be available and also find the
means of attracting them towards the organization before selecting suitable candidates for
jobs. All this process is generally known as recruitment. Some people use the term
“Recruitment” for employment. These two are not one and the same. Recruitment is only
one of the steps in the entire employment process. Some others use the term recruitment
for selection. These are not the same either. Technically speaking, the function of
recruitment precedes the selection function and it includes only finding, developing the
sources of prospective employees and attracting them to apply for jobs in an organization,
whereas the selection is the process of finding out the most suitable candidate to the job
out of the candidates attracted (i.e., recruited).Formal definition of recruitment would
give clear cut idea about the function of recruitment.

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PURPOSES AND IMPORTANCE OF RECRUITMENT

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:

• Increase the pool of job candidates at minimum cost.

• Help increase the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
• Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
• Begin identifying and preparing potential job applicants who will be appropriate
candidates.
• Induct outsiders with a new perspective to lead the company.
• Infuse fresh blood at all levels of the organization.
• Develop an organizational culture that attracts competent people to the company.
• Search or head hunt/head pouch people whose skills fit the company’s values.
• Devise methodologies for assessing psychological traits.
• Search for talent globally and not just within the company.
• Design entry pay that competes on quality but not on quantum.
• Anticipate and find people for positions that do not exist yet.
• Increase organizational and individual effectiveness in the short term and long
term.
• Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

Recruitment represents the first contact that a company makes with potential
employees. It is through recruitment that many individuals will come to know a
company, and eventually decide whether they wish to work for it. A well-planned and
well-managed recruiting effort will result in high-quality applicants, whereas, a
haphazard and piecemeal effort will result in mediocre ones. High-quality employees

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cannot be selected when better candidates do not know of job openings, are not interested
in working for the company and do not apply. The recruitment process should inform
qualified individuals about employment opportunities, create a positive image of the
company, provide enough information about the jobs so that applicants can make
comparisons with their qualifications and interests, and generate enthusiasm among the
best candidates so that they will apply for the vacant positions.

The negative consequences of a poor recruitment process speak volumes about its role
in an organization. The failure to generate an adequate number of reasonably qualified
applicants can prove costly in several ways. It can greatly complicate the selection
process and may result in lowering of selection standards. The poor quality of selection
means extra cost on training and supervision. Furthermore, when recruitment fails to
meet the organizational needs for talent, a typical response is to raise entry-level pay
scales. This can distort traditional wage and salary relationships in the organization,
resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can
play a major role in determining the resources that must be expended on other HR
activities and their ultimate success

SOURCES OF RECRUITMENT
Every organisation has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the
organisation itself (like transfer of employees from one department to other, promotions)
to fill a position are known as the internal sources of recruitment. Recruitment candidates
from all the other sources (like outsourcing agencies etc.) are known as the external
sources of recruitment.

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 SOURCES OF RECRUITMENT

FACTORS AFFECTING RECRUITMENT

Potential advantages
Internal

 Worker morale and motivation is enhanced

 Organization has a better opportunity to assess knowledge & skills of the
candidate

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  Candidate has existing knowledge about the organization
 Less orientation may be needed
 May generate unhealthy competitiveness for promotions
 Additional training may be required
 Pool of candidates may be restricted
 Those not selected may feel rejected and discontented
External

• New ideas and insight

• New knowledge and experience
• Larger pool of talent to recruit from
• Recruiting and selecting may be more time-consuming
• Longer adjustment period may be needed
• Induction costs may be higher
• Less opportunity to assess knowledge & skills
Please note that these pros and cons may or may not apply when recruiting for all
positions. Weigh up possible pros and cons for each recruitment situation before making
your decision regarding sources

Undesirable consequences of poor recruitment:

Poor recruitment choices (i.e., poor person-job fit t) can have a range of undesirable
consequences for the organization and the worker including:
• Higher rates of turnover
• Reduced performance effectiveness
• Lowered job satisfaction
• Reduced work motivation.

.Challenges to recruitment of effective staff include:

 Lack of qualified applicants
 Inadequate salary packages

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  Lack of resources (including funds)
 Limited scope for advancement and promotion
 Lack of job security
 Remoteness of services
 Stigma attached to working in the AOD field.

Strategies for successful recruitment

Recruitment and selection is not only about choosing the most suitable candidate. The
recruitment and selection experience can also impact on the likelihood that a candidate
will accept a job offer and on their commitment to remaining with the organization.
Committing time and resources to develop a comprehensive recruitment strategy is a
worthwhile investment. Poor recruitment choices (i.e., poor person-job fit) can have a
range of undesirable consequences for the organization and the worker including:

 Higher rates of turnover

 Reduced performance effectiveness
 Lowered job satisfaction
 Reduced work motivation.

Effective recruitment process:

Step 1: Ensure an up-to-date job description

Step 2: Develop an effective recruitment strategy

Step 3: Evaluate the recruitment strategy.

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A clear, accurate and up-to-date job description is crucial to ensuring a good person-job
fit. It is worthwhile spending some time making sure that the job description matches the
everyday reality of the job.

A job description contains two types of information:

 Specific tasks and activities required for a particular job (e.g., conduct counseling
sessions, write client reports)
 The knowledge, skills and abilities required for effective performance by the job
incumbent (e.g., good communication skills, capacity to establish good client
rapport).

Most positions within the AOD field are complex, characterized by challenging work,
multiple roles and changing work demands. In these circumstances, the best person-job
fit t may be achieved by focusing on the tasks and activities as well as the knowledge,
skills and abilities of an effective performer.

The accuracy of a job description is likely to be improved by gathering information from

different sources. Different perspectives on the knowledge, skills, responsibilities,
challenges and demands of a position are likely to be provided by supervisors and
workers in the same or similar roles.

Useful information to gather from supervisors and coworkers includes:

 What knowledge, skills, abilities and other personal characteristics (KSAOs) are
necessary for the position?
 What KSAOs can be practically and reasonably expected?
 What KSAOs are essential for effective job performance?
 What KSAOs distinguish between good and poor performers on the job?

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  It may also be useful to consider whether the organization is willing to take on
less experienced workers and provide professional development activities (in-
house or external) to build up their knowledge and skills.

Step 2: Develop an effective recruitment strategy

Two important issues to consider when developing a recruitment strategy are:

• The source of recruitment (i.e., advertisements, personal referrals, employment
agencies, direct applications)
• The recruiter (i.e., the “personal face” of the organization).

The source of recruitment

A range of strategies (e.g., newspaper advertisements, personal networks) can be used to

recruit new workers. There is evidence that hiring new staff through referrals from
existing staff or direct (unsolicited) applications is likely to result in lower turnover rates
and higher job satisfaction compared to more traditional avenues of recruiting (e.g.,
newspaper advertisements.)
MODERN TECHNIQUES:

Walk-in: - As per this technique, the potential candidates are required to attend for an
interview directly and without a prior application on a specified date, time and at a
specified place.

Consult-in: - The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs.

Head-hunting: - These are also known as search consultants. The companies request the
professional organizations to search for the best candidates particularly for the senior
executive positions.

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Body Shopping: - Professional organizations and the hi-tech training institutes develop
the pool of human resources for the possible employment. The prospective employers
contact these organizations to recruit the candidates. These professional and training
institutions are called body shoppers and these activities are known as body shopping.

Business Alliances: - Business alliances like acquisitions, mergers and take-over help in
getting human resources. The company with surplus human resources offers the services
of their employees to other needy organizations.

Tele-Recruitment: - This technique involves the use of the Internet, to advertise job
vacancies and also for the candidates to apply online.

Overview of selection techniques

Evidence-based best practice for three of the most commonly used selection techniques is
outlined below.

1. Curriculum vitas / résumés and written applications

A curriculum vitae (CV) / résumé provides valuable information relating to a person’s

professional Qualifications and experience. All information in the CV should be verified
where appropriate (e.g., asking applicants to explain gaps in employment history).
Requesting job applicants to address specific c selection criteria (i.e., essential and
desirable) can improve the efficiency of reviewing CVs.

2. Conducting interviews

Structured interviews are recommended. A structured interview involves asking each

candidate the same set of questions and assessing their responses on the basis of pre-
determined criteria. Questions and assessment criteria should be based on accurate,

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updated job descriptions. It is also helpful to develop criteria to categories responses
(e.g., as excellent, good, average and unsatisfactory). An interview panel consisting of a
representative selection of people may also be helpful. Two common types of structured
interview questions are:

• Situational questions which ask candidates about hypothetical scenarios that may be
encountered in the job and how they would respond in that situation

• Experienced-based questions which focus on specific examples of the candidate’s prior

work experiences and their responses to past situations that are relevant to the job in
question.

3. Reference checks

Referees are useful for identifying past employment problems and clarifying the accuracy
of information presented in an interview or CV. Only a small percentage of all reference
checks are negative, therefore, it is often difficult to differentiate between candidates on
the basis of reference checks alone.

Induction and orientation of new workers

An effective induction helps new workers understand their role and where they “fit”
within the organization. It also equips them with the tools they need to perform their
work role. Two useful induction tools are:

1. Induction manual / kits which may contain:

• An induction checklist
• Organizational philosophy / ethics / history
• Strategic values of the organization
• An organizational chart / structure

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• An employment manual on policies and procedures
• An orientation to the workplace (including parking and safety issues)
• Information about episodes of care, the duty system, supervision, staff meetings, etc.

2. Mentoring / “buddy” system

New workers can be paired with experienced workers from a similar area to “show them
the ropes”.
Alternatively, a more formal / structured mentoring system can be a useful induction
strategy in
Which new workers are paired with a mentor who can assist them with their ongoing
professional development?

Best practice in selection techniques

A wide selection of techniques are available which range from intensive (and expensive)
activities (e.g., multi-day assessment centers), to the more commonly used interviews and
reference checks. Based on the evidence alone, best practice in selection requires a
comprehensive program that, Includes realistic tests of work practice and the use of
validated psychometric instruments. This is clearly an unrealistic expectation for most
AOD organizations.

The next section describes evidence-based best practice for three of the most commonly
used selection techniques:

 Curriculum vitaes / résumés and written applications

 Conducting interviews
 Selection tests.

Curriculum vitaes / résumés and written applications

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Information about a person’s professional qualifications and experience can be obtained
from their curriculum vitae (CV) / résumé and their written applications. This
information needs to be verified as far as possible before the person is hired. When
reviewing the CV / résumé and written application, look for items that may need further
clarification such as:

 Unexplained gaps in employment history

 Ambiguous wording
 Unanswered or partly answered questions
 Inconsistent information
 Frequent job changes.

Consider requesting job applicants to address specific selection criteria (i.e., essential and
desirable) for the job position. The onus is then on the applicant to summarise their work
experience and qualifications and present it in an accessible manner. This makes for a
more efficient and time-saving
process to find relevant information about each applicant that matches the criteria for the
job.

Conducting interviews
In order to obtain the best person-job fit (i.e., matching the right person for the right job),
a Structured interview format is recommended. A structured interview involves asking
each candidate the same set of questions and assessing their responses on the basis of pre-
determined criteria. The questions and assessment criteria are based on an accurate,
updated job description.
The more common types of structured interview questions are situational
and experience-based.
Situational questions
Situational questions ask candidates about hypothetical scenarios that may be
encountered in the job and how they would respond in that situation.The questions
directly tap into the work related experience and problem-solving style of the candidate.

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For example, situational interview questions may include:

 Your case load has increased to the point of being unmanageable - how would
you address this?
 What would you do if a client did not attend an appointment?
 You are the team leader and two team members have had an argument with one
another about the way the work tasks should be assigned. How would you handle
this?
 If you disagreed with the work practices of a coworker or team member, how
would you deal with this situation?
 A client arrives to a session intoxicated. How would you manage this?
 A client complains to you that another staff member has acted inappropriately.
What would you do?
 During a counselling session, it becomes apparent that a client has problems to
manage that are beyond your skill level (e.g., mental health issues or abuse). How
would you handle this?

Experience-based questions
Experience-based questions focus on specific c examples of the candidate’s prior work
experiences and their responses to past situations that are relevant to the job in question.
One advantage of experience-based questions is the opportunity to tap into actual
behavior and feelings rather than hypothetical ones.

Examples of experience-based questions include:

• Please describe a situation where you had to deal with an aggressive client and outline
how you dealt with this. What were some of the strengths and weaknesses in your
approach?
• Can you give an example of when you had to manage a complex project and describe
the strategies you used to do this?

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Developing criteria to assess candidates’ responses

To effectively distinguish between candidates, it is recommended that structured

questions are accompanied by a pre-determined scoring key. The scoring key should
contain examples of excellent, good, average, and unsatisfactory answers against which
candidates’ answers can be compared. Advantages of pre-determined scoring criteria
include:

• Reduced reliance on interviewers’ memory or written notes

• Increased cLife Advisorrity regarding the criteria against which candidates are assessed
(i.e., what is a “good” answer?)
• Consistency of assessment across candidates and between interviewers (if a panel is
used).

Interview panels
It is recommended that an interview panel, rather than a single interviewer, is used. Using
a panel of interviewers can help to minimize potential biases, as well as provide the
opportunity to compare evaluations of the candidate before a final decision is made.29
Where appropriate, the panel should be
representative of gender and professions. Representation on an interview panel can
provide frontline workers / team members with an opportunity to participate in the
recruitment and selection process.

Selection tests
Purpose
• To judge potential ability/job related problems
• To eliminate the possibility of biasness on the part of interviewer
• To uncover talents not identifiable by interviewer.

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Types

There are mainly four kind of tests:-

1. achievement test(profeceancy test): to test the skills or knowledge acquired by the

candidate due to his training and achievement for example typing test,shorthand
test,operating calculators etc.
2. Aptitude test(Potential test): to judge latent ability to learn a new job,in order to
judge memory,reasoning,speed of perception,fluency in language,to judge the
capacityto learn a particular type of mechanical work etc.
3. Pschometer or skill test: measure to ability to do a specific job
4. Personality test: to judge individual value system,emotional
reaction,maturity,confidence,to judge the dominance,selfconfidence,self
sufficiancyetc.

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24
FOCUS OF THE PROBLEM

The insurance industry is expanding very fast and there is big scope in this sector in
future, insurance companies recruit Life Advisors and take work from them on
commission bases. The whole growth of company depends upon the capability of Life
Advisor.So the main problem is to recruitment and selection of capable candidates for life
advisors

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OBJECTIVES OF THE STUDY

 To study and understand the process of recruitment and selection of Life Advisor
at Bharti AXA Life Insurance Company Ltd.
 To find out the different sources of recruitment.
 To study the effectiveness of Recruitment and Selection process.
 To suggest the various profiles for getting capable Life Advisor in Bharti AXA
Life Insurance Company Ltd.

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LIMITATIONS OF THE STUDY

 Time was the biggest limitation. The project requires a thorough study which
requires a considerable amount of time.
 The study is based on both primary as well as secondary data and has the
limitations pertaining to the usage of both kinds of data.
 Respondents may be biased while filling the questionnaire.

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Chapter-2

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INDUSTRY PROFILE

History of insurance sector in india

In India, insurance has a deep-rooted history. It finds mention in the writings of Manu (
Manusmrithi ), Yagnavalkya ( Dharmasastra ) and Kautilya ( Arthasastra ). The
writings talk in terms of pooling of resources that could be re-distributed in times of
calamities such as fire, floods, epidemics and famine. This was probably a pre-cursor to
modern day insurance. Ancient Indian history has preserved the earliest traces of
insurance in the form of marine trade loans and carriers’ contracts. Insurance in India has
evolved over time heavily drawing from other countries, England in particular.

1818 saw the advent of life insurance business in India with the establishment
of the Oriental Life Insurance Company in Calcutta. This Company however failed in
1834. In 1829, the Madras Equitable had begun transacting life insurance business in the
Madras Presidency. 1870 saw the enactment of the British Insurance Act and in the last
three decades of the nineteenth century, the Bombay Mutual (1871), Oriental (1874) and
Empire of India (1897) were started in the Bombay Residency. This era, however, was
dominated by foreign insurance offices which did good business in India, namely Albert
Life Assurance, Royal Insurance, Liverpool and London Globe Insurance and the Indian
offices were up for hard competition from the foreign companies.

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 In 1914, the Government of India started publishing returns of Insurance Companies
in India. The Indian Life Assurance Companies Act, 1912 was the first statutory measure
to regulate life business. In 1928, the Indian Insurance Companies Act was enacted to
enable the Government to collect statistical information about both life and non-life
business transacted in India by Indian and foreign insurers including provident insurance
societies. In 1938, with a view to protecting the interest of the Insurance public, the
earlier legislation was consolidated and amended by the Insurance Act, 1938 with
comprehensive provisions for effective control over the activities of insurers.

The Insurance Amendment Act of 1950 abolished Principal Agencies. However, there
were a large number of insurance companies and the level of competition was high.
There were also allegations of unfair trade practices. The Government of India, therefore,
decided to nationalize insurance business.

An Ordinance was issued on 19th January, 1956 nationalising the Life Insurance
sector and Life Insurance Corporation came into existence in the same year. The LIC
absorbed 154 Indian, 16 non-Indian insurers as also 75 provident societies—245 Indian
and foreign insurers in all. The LIC had monopoly till the late 90s when the Insurance
sector was reopened to the private sector.

The history of general insurance dates back to the Industrial Revolution in the
west and the consequent growth of sea-faring trade and commerce in the 17 th century. It
came to India as a legacy of British occupation. General Insurance in India has its roots in
the establishment of Triton Insurance Company Ltd., in the year 1850 in Calcutta by the
British. In 1907, the Indian Mercantile Insurance Ltd, was set up. This was the first
company to transact all classes of general insurance business.
1957 saw the formation of the General Insurance Council, a wing of the Insurance
Associaton of India. The General Insurance Council framed a code of conduct for
ensuring fair conduct and sound business practices.

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 In 1968, the Insurance Act was amended to regulate investments and set minimum
solvency margins. The Tariff Advisory Committee was also set up then.
In 1972 with the passing of the General Insurance Business (Nationalisation) Act, general
insurance business was nationalized with effect from 1st January, 1973. 107 insurers were
amalgamated and grouped into four companies, namely National Insurance Company
Ltd., the New India Assurance Company Ltd., the Oriental Insurance Company Ltd and
the United India Insurance Company Ltd. The General Insurance Corporation of India
was incorporated as a company in 1971 and it commence business on January 1sst 1973.

This millennium has seen insurance come a full circle in a journey extending to nearly
200 years. The process of re-opening of the sector had begun in the early 1990s
and the last decade and more has seen it been opened up substantially. In 1993, the
Government set up a committee under the chairmanship of RN Malhotra, former
Governor of RBI, to propose recommendations for reforms in the insurance sector.The
objective was to complement the reforms initiated in the financial sector. The committee
submitted its report in 1994 wherein , among other things, it recommended that the
private sector be permitted to enter the insurance industry. They stated that foreign
companies be allowed to enter by floating Indian companies, preferably a joint venture
with Indian partners.

Following the recommendations of the Malhotra Committee report, in 1999, the

Insurance Regulatory and Development Authority (IRDA) was constituted as an
autonomous body to regulate and develop the insurance industry. The IRDA was
incorporated as a statutory body in April, 2000. The key objectives of the IRDA include
promotion of competition so as to enhance customer satisfaction through increased
consumer choice and lower premiums, while ensuring the financial security of the
insurance market.

The IRDA opened up the market in August 2000 with the invitation for application for
registrations. Foreign companies were allowed ownership of up to 26%. The Authority
has the power to frame regulations under Section 114A of the Insurance Act, 1938 and

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has from 2000 onwards framed various regulations ranging from registration of
companies for carrying on insurance business to protection of policyholders’ interests.

In December, 2000, the subsidiaries of the General Insurance Corporation of India

were restructured as independent companies and at the same time GIC was converted into
a national re-insurer. Parliament passed a bill de-linking the four subsidiaries from GIC in
July, 2002.

The insurance sector is a colossal one and is growing at a speedy rate of 15-
20%. Together with banking services, insurance services add about 7% to the country’s
GDP. A well-developed and evolved insurance sector is a boon for economic
development as it provides long- term funds for infrastructure development at the same
time strengthening the risk taking ability of the country.

Tracing the developments in the Indian insurance sector reveals the 360-degree turn
witnessed over a period of almost 190 years.

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

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

are:

1912 - The Indian Life Assurance Companies Act enacted as the first statute to regulate
the life insurance business.
1928 - The Indian Insurance Companies Act enacted to enable the government to collect
statistical information about both life and non-life insurance businesses.
1938 - Earlier legislation consolidated and amended to by the Insurance Act with the
objective of protecting the interests of the insuring public.

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1956 - 245 Indian and foreign insurers and provident societies taken over by the central
government and nationalized. LIC formed by an Act of Parliament, viz. LIC Act, 1956,
with a capital contribution of Rs. 5 crore from the Government of India.

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

Insurance Regulatory and Development Authority(IRDA)

The Insurance Regulatory and Development Authority (IRDA) is a national agency of

the Government of India, based in Hyderabad. It was formed by an act of Indian
Parliament known as IRDA Act 1999, which was amended in 2002 to incorporate some
emerging requirements. Mission of IRDA as stated in the act is "to protect the interests of
the policyholders, to regulate, promote and ensure orderly growth of the insurance
industry and for matters connected therewith or incidental thereto."

33
Company profile

Bharti AXA Life Insurance is a joint venture between Bharti, one of India’s leading
business groups with interests in telecom, agri business and retail, and AXA, world leader
in financial protection and wealth management. The joint venture company has a 74%
stake from Bharti and 26% stake of AXA.

The company launched national operations in December 2006. Today, we have over 8000
employees across over 12 states in the country and a national footprint of distributors
trained to provide quality financial advice and insurance solutions to the large Indian
customer base.

As we further expand our presence across the country with a large network of
distributors, we continue to provide innovative product and service offerings to cater to
specific insurance and wealth management needs of customers. Whatever your plans in
life, you can be confident that Bharti AXA Life will offer the right financial solutions to
help you achieve them.

Bharti enterprises

Bharti Enterprises is one of India’s leading business groups with interests in telecom, agri
business, insurance and retail. Bharti has been a pioneering force in the telecom sector
with many firsts and innovations to its credit. Bharti Airtel Limited, a group company, is
one of India’s leading private sector providers of telecommunications services with an
aggregate of 60 million customers, spanning mobile, fixed line, broadband and enterprise
services. Bharti Airtel was ranked amongst the best performing companies in the world in
the BusinessWeek IT 100 list 2007. Bharti Teletech is the country’s largest manufacturer
and exporter of telephone terminals. Bharti has a joint venture with ELRo Holdings India
Ltd. – ‘FieldFresh Foods Pvt. Ltd’ - for global distribution of fresh fruits and vegetables.
Bharti also has a joint venture - ‘Bharti AXA Life Insurance Company Ltd.’ - with AXA,
world leader in financial protection and wealth management. Bharti has recently forayed

34
into the retail business under a company called Bharti Retail Pvt. Ltd. It also has a joint
venture – ‘Bharti Wal-Mart Private Limited’ – with Wal-Mart, for wholesale cash-and-
carry and back-end supply chain management operations.

Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti
Group has a diverse business portfolio and has created global brands in the
telecommunication sector. Bharti has recently forayed into retail business as Bharti Retail
Pvt. Ltd. under a MoU with Wal-Mart for the cash & carry business. It has successfully
launched an international venture with EL Rothschild Group to export fresh agri products
exclusively to markets in Europe and USA and has launched Bharti AXA Life Insurance
Company Ltd under a joint venture with AXA, world leader in financial protection and
wealth management. Airtel comes
to you from Bharti Airtel Limited, India’s largest integrated and the first private telecom
services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its
inception has been at the forefront of technology and has steered the course of the
telecom sector in the country with its world class products and services. The businesses at
Bharti Airtel have been structured into three individual strategic business units (SBU’s) -
Mobile Services, Airtel Telemedia Services & Enterprise Services. The mobile business
provides mobile & fixed wireless services using GSM technology across 23 telecom
circles while the Airtel Telemedia Services business offers broadband & telephone
services in 94 cities. The Enterprise services provide end-to-end telecom solutions to
corporate customers and national & international long distance services to carriers. All
these services are provided under the Airtel brand.

Bharti is the “first”

• To launches India’s first private sector National Long Distance service

• Mobile service to cross the three million customer mark and to cross 1,00,000 in
Himachal

35
 • To launch world’s first Flexi-Recharge prepaid coupon for its customer

• To announce innovative outsourcing to enhance Quality of Customer Services

• To launch talk-time transfer service for its pre-paid customers in Delhi

• To win the prestigious “MIS Asia IT Excellence Award 2005”

Awards

• Airtel wins the “World Communication Best Brand Award”

• Bharti Tele-Ventures is the “Asian Mobilenews Mobile Operator Of the Year”

• Airtel chosen as “Most Preferred Mobile Service” by CNBC Awaaz Consumer

Awards

• Bharti Tele-Ventures is the Indian Mobile Operator of the Year 2005

• Bharti wins Silver Trophy at the CII National Six Sigma Awards

• Bharti Tele-Ventures amongst the top technology companies in the World-

Business Week

• Bharti foundation wins Golden Peacock award for corporate social responsibility.

AXA Group

AXA Group is a worldwide leader in Financial Protection. AXA's operations are diverse
geographically, with major operations in Western Europe, North America and the
Asia/Pacific area. AXA had Euro 1,315 billion in assets under management as of
December 31, 2006. For full year 2006, IFRS revenues amounted to Euro 79 billion,
IFRS underlying earnings amounted to Euro 4,010 million and IFRS adjusted earnings to

36
Euro 5,140 million.

The AXA ordinary share is listed and trades under the symbol AXA on the Paris Stock
Exchange. The AXA American Depository Share is also listed on the NYSE under the
ticker symbol AXA.

AXA Asia Pacific Holdings

AXA Asia Pacific Holdings Ltd (AXA APH) is listed on the Australian stock exchange
and is 52.3% owned by AXA SA. AXA APH is responsible for AXA SA’s life insurance
and wealth management businesses in the Asia-Pacific region. It has operations in
Australia, New Zeland, Hong Kong, Singapore, Indonesia, Philippines, Thailand, China,
India and Malaysia. AXA APH had A$106.4 billion in total funds under management and
administration at 30 June 2007 and reported a profit after tax before non-recurring items
of A$374.0 million for the six months ended 30 June 2007.

AXA Group is a worldwide leader in financial protection and wealth management.

AXA's operations are diverse geographically, with major operations in Western Europe,
North America, and the Asia/Pacific area. AXA had Euro 1315 billion in assets under
management as of DEC. 30, 2008 and reported revenues of approximately Euro 79
billion for 2007. IFRS underlying earnings amounted to Euro 4,010 million and IFRS
adjusted earnings to Euro 5,140 million.

The AXA ordinary share is listed and trades on the Paris Stock Exchange. The AXA
American Depository Share is also listed on the NYSE.

37
 Bharti AXA Life Insurance

Bharti AXA Life Insurance is a joint venture between Bharti, one of India’s leading
business groups with interests in telecom, agri business and retail, and AXA, world leader
in financial protection and wealth management. The joint venture company has a 74%
stake from Bharti and 26% stake of AXA.
The company launched national operations in December 2007. Today, we have over 5200
employees across over 12 states in the country. Our business philosophy is built around
the promise of making people "Life Confident”. The CEO of Bharti AXA Life
Insurance is Mr. Nitin Chopra.

Vision:-
To be a leader and the preferred company for financial protection and
wealth management in India

Values:-

• Professionalism
• Innovation
• Team Spirit
• Pragmatism
• Integrity

38
Strategy:-

• To achieve a top 5 market position in India through a multi-distribution, multi-

product platform
• To adapt AXA's best practice blueprints as a sound platform for profitable growth
• To leverage Bharti's local knowledge, infrastructure and customer base
• To deliver high levels of shareholder return
• To build long term value with our business partners by enhancing the proposition
to their customers
• To be the employer of choice to attract and retain the best talent in India
• To be recognised as being close and qualified by our customers

39
PRODUCTS

Individual Plans

• Bharti AXA Bright Stars

• Bharti AXA Spot Suraksha
• Bharti AXA Dream Life Pension
• Bharti AXA Aspire Life
• Bharti AXA Invest Confident
• Bharti AXA Wealth Confident
• Bharti AXA Future Confident
• Bharti AXA Future Confident II
• Bharti AXA Save Confident
• Bharti AXA Secure Confident

Group Plans

• Bharti AXA Mortgage Credit Shield

• Bharti AXA Life Credit Shield
• Bharti AXA Life Shield
• Bharti AXA Swasthya Sanjeevani
• Bharti AXA Sanjeevani

40
COMPETITORS OF BHARTI AXA

SBI Life Insurance

BAJAJ Allianz

ICICI Prudential

AVIVA Life Insurance

HDFC Life Insurance

BIRLASUN LIFE insurance

ING VYASA

41
SWOT Analysis
STRENGTH
• Bharti and AXA both are strong groups in world wide.Bharti is India’s one of the
largest group and AXA is one the leading group in insurance all over the
world.By combining both the groups their strength will increase.
• Wide geographic reach, growing clients, and a diversified portfolio of products
and services. .
• Easy Ways to pay your premium:

WEAKNESS
Bharti AXA Life Insurance Ltd. is the new entrant in insurance sector.People don’t know
much about the company.

OPPORTUNITY
Company is new so there are wide scope to grow.there are only one third population is
insured so there is wide scope to grow.

THREATS
Company has to do lot of hard work because there are already 21 competetors present in
the market and same number are ready to come in near future.

42
Contact Address
Bharti AXA Life Insurance Co. Ltd.
Unit 601 & 602, 6th Floor
Raheja Titanium, Off Western Express Highway
Goregaon (East), Mumbai - 400063
Website: www.bharti-axalife.com

43
Chapter-3

44
REVIEW OF EXISTING LITRETURE
Philip G. Swaroff, Lizabeth A. Barclay, Alan R. Bass(2006) has written in his article
relations between recruiting source, employee tenure and productivity were examined for
a sample of 618 technical salespersons over a 2-year period. Unlike earlier research, a
relation between recruitment source and job tenure was not found, nor was recruiting
source found to be related to employee productivity. Explanations for differences
between the present findings and earlier research include: characteristics of this particular
job; the fact that multiple jobs and levels were not always considered; and the turnover
rate of the sample job. Additional findings lent some support to Schwab's (1982)
suggestion that recruiting sources may be differentially effective to the extent that they
reach different populations. A comparison of research results with text book presentations
and practitioner articles is also provided, with a discussion of the gap between research
and practice.

Charieoliver(2008) has said on her research paper that the key to successful recruitment
is to ensure that the criteria of suitability are overt and relevant to the job itself. Once
these criteria are agreed and shared it is possible to make more rational decisions about
someone's suitability for a job, based on evidence rather than ‘gut feeling’ or instinct.
Effective recruitment and selection should not be about the luck of the draw. Systematic
planning and preparation will increase the likelihood of taking on the right person. The
key to effective recruitment is preparation: knowing the job and what is required of
someone to perform it well. The costs of recruiting the wrong person can be significant.
The cost of employing someone may be at least twice their salary when factors such as
training, expenses and employer's contributions to their pension are added.

Rakesh sharma(2008) has written in his book that a company's success begins in the
recruitment process during which the screening and vetting procedures shape and convey
the company's demands to aspiring candidates. Therefore, it is essential for an
organization to construct an explicit and standardized mode by which skills,
qualifications and personal attributes are illuminated and used in the decision-making

45
process leading to employment. The author discusses a dual interview and supplementary
self-evaluation process to be used to fill a new position of print media editor.

Robert P. Vecchio(2004) Selection is the process of choosing from a group of applicants

the individual best suited for a particular position based on conventional and non-
conventional methods . Therefore, the effectiveness of recruitment has a significant
impact on the efficiency of the selection process. The selection process should provide as
much reliable and valid information as possible about applicants so that their
qualifications may be carefully matched with the job requirements.

BLife Advisorckman (2002) said in his book interviews are used widely for selection
purposes at senior or executive level (Campion, Palmer, & Campion, 1997; Garman,
2005). Research shows that to increase their reliability, validity and feasibility, interviews
should be based on a thorough job analysis and selection criteria, they should be semi-
structured and scored according to a behaviourally anchored rating scale. Multiple
interviews are often favoured over panel interviews, the modality of the interview should
be standardised across all candidates, and assessors should be trained .

46
RESEARCH METHODOLOGY

Research problem:- To get the potential Life Advisors for the sake of company’s

benefit.

Research Design :- Descriptive and Exploratory Research Design. Study is

descriptive because it describes the process of recruitment and selection and study is

exploratory because some more new profiles or segments are discovered for recruitment.

Universe & Sample size;- Bharti AXA Life Insurance Company Ltd.Gurgaon.

Agency Managers-20

Life Advisors-50

Sampling Technique;- convenient sampling

Data Collection and Sources:- Data is collected through primary and secondary

sources where primary data collection was done by structured questionnaire and

secondary data was collected from magazines,newspaper,books,etc.

Analysis pattern:- pie chart and bar chart were used for analysis.

47
 Chapter-4

ANALYSIS AND INTERPRETATION

RECRUITMENT PROCESS OF BHARTI AXA:

48
Primary Sources Through Agency Manager References
Cold Calling
Through Interns

Kind Of Recruitment Process Basically, it is a 4 rounds procedure:

Initially Candidate has to fill 750/-Rs. NAAF

(New Agent Application Form) then Screening is

Strategies Followed
done by Agency Managers.
Business Opportunity Presentation (BOP) is
done by ADM (Agency Development Manager).
Then, Branch Manager will Interview the
candidate.
After this Training will be provided to
Candidate.
And then Candidate has to undergo IRDA
Exam.
No Strategies are followed as such.

Criteria for becoming Basic criteria is:

Financial Advisor(Life Graduate.
Advisor) Age > 25
Married Preferred.
Female Preferred
Min. of 5years of Residence in Gurgaon.

No. of days allocated for 18-20 days are allocated for Training.
training
In a month,no.of candidates 40-50 candidates are recruited as Life Advisors.
Recruited as Financial
Advisors

49
Training No Training Reimbursement is given to Life
Reimbursement/Commission Advisors.
In a year,no.of times Once in a month.
Training provided
Bharti AXA strictly follows the norms of IRDA

so; if anyone is not fulfilling the criteria then

he cannot be awarded with any position in the
company.
Career Path Life Advisors get a good Career Path so they
can become Agency Manager as well as
Training Manager.

How is it Different Basically, Bharti AXA concentrates on :

Professionalism
Pragmatism
Integrity
And also they want to become preferred
company for financial protection so, they take
candidate needs into consideration a lot as
they have multi-channel execution capability.

For agency managers

1. From which segment people come and ready to do the job of LIFE

ADVISOR
segments Response
students 60% 12
Businessman 10% 2

50
 govt. employes 10% 2
Housewives 5% 1
retired person 15% 3
100%

response

60%

50%

40%

30%
response
20%

10%

0%
students businessman govt. housewives retired
employes person

Interpretation
Most of the respondents said that the people come and ready to do the job of LIFE
ADVISOR are freshers..

2. What are the sources of recruitment?

Sources responses
employeement exchange 30% 6
consultancy firm 20% 4
Campus interview 0% 0
calling on random nos. 30% 6
References 20% 4

51
 Sources

30%

25%

20%

15%
Sources
10%

5%

0%
employeement campus references
exchange interview

Interpretation
According to survey the main source of life advisors are from employment exchange and
calling on random numbers.

3. Which one of the quality you want to see in your LIFE ADVISOR?

qualities Responses
communication skill 30% 6
Commitment 10% 2
Confidence 30% 6
social circle 30% 6
Punctuality 0% 0

52
 qualities

30%

25%

20%

15%
qualities
10%

5%

0%
communication confidence punctuality
skill

Interpretation
Communication skill,confidence and social circle are the main characteristics of LIFE
ADVISOR which agency manager want to see in the LIFE ADVISOR.

4. How many Life Advisor attend regular training sessions organized by

company?

Life Advisor in % Respondents

0-20 0
20-40 10%
40-60 45%

53
60-80 25%
80-100 20%

Respondents

0.5
0.45
0.4
0.35
0.3
0.25 Respondents
0.2
0.15
0.1
0.05
0
0-20 20-40 40-60 60-80 80-100

Interpretation
According to survey 40-60% Life Advisor attend the training sessions organized by
company.

5. How much time you can retain your active LIFE ADVISOR?

Time Respondents
0-1 year 40% 8
1-2 year 40% 8
2-3 year 10% 2
3-4 year 10% 2
4-5 year 0% 0

54
 retain active LA

0-1 year
1-2 year
2-3 year
3-4 year
4-5 year

Interpretation
According to survey a company can retain LIFE ADVISOR only 0-2 years,after that
they change their company and join some other company of insurance.

6. How much % LIFE ADVISOR got permotion within company?

promotion Responses
10-20% 40% 8
21-30% 40% 8
31-40% 10% 2
41-50% 10% 2
51-60% 0% 0

55
 promotion

10-20%
21-30%
31-40%
41-50%
51-60%

Interpretation
There is very small probability of permotion within company,this is only 10-30%.

7. Do you agree Life Advisor are doing good job?

respondents
StronglyAgree 0
Agree 25%
Neutral 25%
Disagree 50%
StronglyDisagree 0

56
 StronglyAgree
Agree
Neutral
Disagree
StronglyDisagree

Interpretation
Most of the agency managers are not satisfied with the performance of Life Advisor.

8. Which segment do you want to give more priority?

Segments respondents
Businessman 15%
govt.employee 30%
retired person 30%
house-wife 10%
Fresher 15%

57
 respondents

35%

30%

25%

20%
respondents
15%

10%

5%

0%
businessman govt.employee retired person house-wife fresher

Interpretation
According to survey managers want to recruit more businessman and retired persons as
compared to other options.

For Life Advisors

1. What is your qualification?

Qualification respondents
12th 10%
Graduation 60%
Postgraduation 20%
professional course 10%
any other 0%

58
 respondents

70%
60%
50%
40%
respondents
30%
20%
10%
0%
th

r
se

he
tio

ti o
12

ur

ot
ua

ua

co

y
ad

ad

an
al
gr

gr

on
st

si
po

es
of
pr

Interpretation
According to survey qualification of most of the Life Advisor are graduation.

2. Marital status

Marital status response

Married 40%
Unmarried 60%

59
 married
unmarried

Interpretation
More than half the number of employees out of sample are unmarried.

3. How much time you living in gurgaon?

Living status respondents

below 5yrs 20%
5-10yrs 30%
10-15yrs 20%
15-20yrs 20%
above 20yrs 10%

60
 35%

30%

25%

20%
Series1
15%

10%

5%

0%
below 5yrs 5-10yrs 10-15yrs 15-20yrs above 20yrs

Interpretation
Maximum 30% respondents are living in Gurgaon since 5-10 years.

4. What is your family annual income?

family income(per annum)

Below 50000 0
50000-100000 10%
100000-200000 20%
200000-300000 30%
above 300000 40%

61
 0.45
0.4

0.35
0.3

0.25
Series1
0.2

0.15
0.1

0.05
0
below 50000 50000-100000 100000-200000 200000-300000 above 300000

Interpretation
Most of the respondents have more than three Life Advisorkh annual household income.

5. Are you satisfied with training sessions provided by company?

strongly agree 0
Agree 60%
Neutral 10%
Disagree 30%
strongly disagree 0%

62
 strongly agree
agree
neutral
disagree
strongly disagree

Interpretation
There are half respondents satisfied with the training sessions provided by company and
one third are dissatisfied with the training sessions.

6. Are you satisfied with commission of Life Advisor?

strongly agree 0
Agree 25%
Neutral 0
Disagree 75%
strongly disagree 0

63
 strongly agree
agree
neutral
disagree
strongly disagree

Interpretation
Most of the respondents are dissatisfied with commission of Life Advisor

7. Are you satisfied with promotion policy of company?

strongly agree 0
Agree 20%
Neutral 0
Disagree 70%
strongly disagree 10%

64
 strongly agree
agree
neutral
disagree
strongly disagree

Interpretation
Most of the respondents are dissatisfied with the permotion policy of the company.

8. Are you doing this job as part time or full time?

part time 10%

full time 90%

65
 part time
full time

66
 Chapter-5

FINDINGS
• The agency managers can not retain the Life Advisor in company.
• There are very less number of Life Advisor who got promotion within the
company.
• About half number of Life Advisor are not attending the training sessions
provided by company.
• Most of the Agency Managers are not satisfied with the performance of Life
Advisor

67
 • Most of the Life Advisor are not satisfied with their commission & promotion
policy of company.
• Agency managers mainly focus on students or freshers for life advisors .
• Bharti AXA is new in insurance sector so people not know much abut the
company.

RECOMMENDATIONS
1. Company should focus more on profiles of Life Advisor while recruiting them,
for example, company should recruit people at the age of 28-32 years, company
should prefer married people who have a higher level of responsibility and
company should give preference to female life advisors such as female
entrepreneurs, divorced women.

2. Company should do some amendments in their promotion policy like they should
do internal promotion and stress on succession planning.

68
 3. Company try to retain their active Life Advisors by giving some lucrative
incentives,quarterly bonus,tours based on their performance.

4. Company should do more interesting training sessions with the help of audio
visuals,two way communication,activities,practical training,etc.

5. Company should give more focus on advertisements so that they can lure more
people.

CONCLUSION

As we know Recruitment is distinct from Selection. Once the required number and kind
of human resources are determined, the management has to find the places where the
required human resources are/will be available and also they have to find the means of
attracting them towards the organization before selecting suitable candidates for jobs. The
present study has been done to analyze the effectiveness of recruitment process at Bharti
AXA Life Insurance Company Ltd. This study reveals that the company is not able to

69
recruit potential Life Advisors. Also the Life Advisors are dissatisfied with their
commission and promotion policy.
At the end of the study, we can conclude that though there is satisfactory recruitment
process but company have to do some amendments in their recruitment process to get
potential Life Advisors like company should choose suitable segment for Life Advisor.

BIBLIOGRAPHY
Books :

a) Blackman(2002), Human Resource Management, Tata Mcgraw Hill Publications.

b) Kotler Philips(2009),Marketing Management, Dorling Kindersley(India) Pvt.Ltd.
c) Kothari, C. R.(2005), Quantitative Technique, Vikas Publishing House Pvt.
Limited, New Delhi
d) Vecchio P Robert (2008), HRM Review, The Icfai University Press

70
Websites :
a) www.bhartiaxalife.com
b) www.citehr.com
c) www.irda.nic.in
d) www.paradize.com

Questionnaire

Hello sir/madam,
I am an M B A student and conducting a very prestigious marketing research project on “
Recruitment and Selection of Life Advisor in Bharti AXA.” You are requested to
cooperate me by filling this questionnaire.

For agency managers

71
NAME ________________________________

GENDER a) Male b) Female

AGE a) Less than 25 b) 25-35 d) more than 35

1. From which segment people mostly ready to do the job of life advisor?
a) students(Freshers)
b) businessman
c) govt.employee
d) housewife
e) retired person

2. What are the sources of recruitment?

a) through employment exchange
b) through consultancy firm
c) through campus interview
d) calling on random numbers
e) through references.

3. Which one of the following quality you want to see in your LA?(rate 1-5)
a) good communication skill
b) commitment
c) confidence
d) social circle
e) punctuality

4. How many LA’s attending regular training sessions organized by company ?(in %)
a) 0-20
b) 20-40
c) 40-60
d) 60-80
e) 80-100

72
5. How much time you retain your active LA’s?(in yrs)
a) 0-1
b) 1-2
c) 2-3
d) 3-4
e) 4-5

6. How much percent LA got permotion within company?

a) 0-20
b) 20-40
c) 40-60
d) 60-80
e) 80-100

7. Do you agree agents are doing good job?

Strongly Agree Agree Neutral Disagree Strongly Disagree

8. Which segment do you want to give more priority?

a) businessman
b) govt.employee
c) retired person
d) house-wife
e) fresher

73
For Life Advisors
NAME ________________________________

GENDER a) Male b) Female

AGE a) Less than 25 b) 25-35 d) more than 35

1. What is your qualification?

a) 12th
b) graduation
c) postgraduation
d) professional course

74
 e) any other

2. Are you married?

a) yes b) no

3. How much time you living in gurgaon?(in years)

a) 0-5
b) 5-10
c) 10-15
d) 15-20
e) above 20

4. What is your family income?(in Rs per annum)

a) below 50,000
b) 50,000-1,00,000
c) 1,00,000-2,00,000
d) 2,00,000-3,00,000
e) above 3,00,000

5. Are you satisfied with training sessions provided by company?

Strongly Agree Strongly Disagree
1 2 3 4 5

6 .Are you satisfied with commission of LA’s?

Strongly Agree Strongly Disagree
1 2 3 4 5

7. Are you satisfied with permotion policy of company?

Strongly Agree Strongly Disagree
1 2 3 4 5

75
8. Are you doing this job as part time or full time?

76
77