Recruitment And Selection

CHAPTER: I INTRODUCTION ABOUT THE STUDY Recruitment and Selection Introduction: Recruitment and Selection system in Insurance sector had become vital for maximum output and effective business results. This study will provide sufficient information about Recruitment and Selection systems carried out in Royal Sundaram Alliance Insurance Company Ltd. Meaning: Recruitment and Selection system refers to sourcing and building efficient Human Resource to the organization to attain its objectives. This policy complies with, and supports, the Company’s Equal Opportunities Policy by: •

Ensuring that every stage of the recruitment and selection process is carried out in a systematic way, based on pre-agreed criteria, to eliminate the potential for personal bias affecting the decision making process.

•

Ensuring that all decision points are fully documented to assist with subsequent monitoring.

•

Making the whole procedure as open as possible, to ensure that all candidates understand why decisions have been taken and, where they wish, to obtain meaningful feedback.

•

Enabling demonstration of robust, transparent processes and thereby providing a basis for defense in the event of challenge.

There are seven main stages to the procedure: 1 | Page

 Pre-advertisement  placing advertisements and dealing with enquiries and applicants  short-listing  interviewing and selection  Post-selection procedures  Induction  monitoring Analyzing Your Workplace: To assist you analyze your workplace to identify recruitment or selection issues for women, we suggest you: •

revisit your workforce profile to find where your female employees are.

•

consult with your employees.

•

examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures •

Put in place a policy requiring recruitment and selection processes to select the best person for the job.

•

Develop a quality, consistent process for recruitment that delivers diverse recruits.

•

Have a recruitment strategy that links to your business plan, and to a strategy to retain employees.

Reviewing Recruitment and Selection Opportunities •

Monitor each stage of the recruitment process to identify any practice that may disadvantage some candidates.

•

Investigate whether women have equal opportunity in the recruitment and selection process by collecting information on the numbers of men and women:

 applying for positions  being short-listed  being interviewed 2 | Page

 being appointed, and  Survey staff about their perception of equity in recruitment procedures. •

Consider collecting diversity information as part of the process. There could be a pool of diverse candidates you’re not reaching or unnecessarily excluding.

Reviewing Job Descriptions: •

Ensure all job profiles/descriptions reflect the real requirements of the job, rather than describing the person who filled that job previously.

•

Write job profiles in language that encourages both men and women to apply – including women of and Differing backgrounds. For example, avoid use of jargon and acronyms that tend to be exclusive.

CHAPTER: II 3 | Page

OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE:  To find the Recruitment and Selection System in the organization.  To study the process of intake of employees with relation to Experience, Communication

skills and Qualification in the organization

LIMITATIONS OF THE STUDY  The study is focused only in Royal Sundaram Alliance Insurance Company Ltd

 Thus the respondents are not come forward to provide their feedback regarding their organization than the result is bias.  In this study the sample size is 20. The result might vary when the sample size values changes it.

METHODOLOGY

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INTRODUCTION Research in common parlance refers to a search for knowledge. The advanced learner’s dictionary of current English lays down the meaning of research as “a careful investigation of enquiry specially through search for new facts in any branch of knowledge.” The systematic approach concerning generalization and the formulation of a theory is also research. The purpose of research is to discover answers to questions through the application of scientific procedures. RESEARCH DESIGN “A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.” - JOHN.W.BEST Research may be defined as “any organized inquiry designed and carried out to provide information for solving a problem”. - EMORY “Research is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge”. - ROBERT ROSS DESCRIPTIVE RESEARCH DESIGN  Descriptive research design studies are those studies, which are concerned with describing the character of a group. The researcher makes a plan of the study his research work. That will enable the researcher to save and resources such a plan of study or blue print or study is called a research design. DATA COLLECTION

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The study was based on questionnaire method. The study was about the Recruitment and Selection System. There are two types of data collection: 

Primary data



Secondary data

Primary data The primary data are those, which are collected a fresh and for the first time happen to be original in character. It has been collected through a Questionnaire and personal interview Secondary data Secondary data are those which have already been collected by someone else and which have already been passed through the stratified process. It has collected through the books, journals & Internet.

RESEARCH INSTRUMENT  Questionnaire containing both closed and open ended questions. SAMPLE DESIGN: Population

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 It covers the 30 employees working in RSA Insurance Company Ltd, Chennai. SAMPLE UNIT  Sample unit is 30 RSA Insurance Company Ltd, Chennai.

 Total Employee strength of the particular branch is above eighty. SAMPLE PROCEDURES  In this study convenient sampling method was adopted. First the each organization was divided into different departments like Operations, Customer Services, Human Resources, Internet Marketing and under writing departments. From this department, the respondents were selected on the basis of convenience.

CONTACT METHOD  Respondents were contacted personally. INTERVEIW SCHEDULE  The interview schedule has been used to collect the data. Information can be gathered even when the respondents happen to be literate or illiterate.

TABULATION  It is the arrangement of classified data in an orderly manner. This involves creating table for recording the filled in interview schedule. These tables are of immense help to analysis by using the statistics tools help to analysis by using the statistical tools.

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SCALING TECHNIQUES  Questionnaire was framed on attitude scale having 5-point scales and two point scale. PERIOD OF STUDY  The study was conducted for period of 60 days. TOOLS USED FOR ANALYSIS Simple percentage analysis  It is simple analysis tool. In this method, based on the opinions of the respondents, percentage and bar chart is calculated for the respective scales of each factor. Formula: Simple percentage =

No of Respondents Total No of Sample Size

CHI- SQUARE TEST: As a non parametric test chi-square can be used be to determine if categorical data shows dependency or the two classifications are independent. It is generally used to test the significance of association between two variables. In chi-square test first a null hypothesis is formed that there is no significance relation between the two given attributes. The calculated chi-square value is less than the theoretical value. We accept the null hypothesis as valid. Otherwise reject the null hypothesis and accept the alternative hypothesis. Ho: Null Hypothesis Ha: Alternative Hypothesis Chi- square is a measure for comparing variance studies.

Formula:

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Where, O = is the observed frequency, and E = is the expected frequency Expected frequency (E) = Row Total *Column Total/Grand Total. Degree of freedom = (R – 1)*(c -1) Where, R = Number of Rows C = Number of Columns

CHAPTER: III ABOUT THE INDUSTRY The insurance sector in India has come a full circle from being an open competitive market to nationalization and back to a liberalized market again. Tracing the developments in the Indian insurance sector reveals the 360-degree turn witnessed over a period of almost two centuries. A brief history of the Insurance sector The business of life insurance in India in its existing form started in India in the year 1818 with the establishment of the Oriental Life Insurance Company in Calcutta. 9 | Page

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

1912: The Indian Life Assurance Companies Act enacted as the first statute to regulate the life insurance business.

•

1928: The Indian Insurance Companies Act enacted to enable the government to collect statistical information about both life and non-life insurance businesses.

•

1938: Earlier legislation consolidated and amended to by the Insurance Act with the objective of protecting the interests of the insuring public.

•

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

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

1907: The Indian Mercantile Insurance Ltd. set up, the first company to transact all classes of general insurance business.

•

1957: General Insurance Council, a wing of the Insurance Association of India, frames a code of conduct for ensuring fair conduct and sound business practices.

•

1968: The Insurance Act amended to regulate investments and set minimum solvency margins and the Tariff Advisory Committee set up.

•

1972: The General Insurance Business (Nationalization) Act, 1972 nationalized the general insurance business in India with effect from 1st January 1973.

•

107 insurers amalgamated and grouped into four companies’ viz. the National Insurance Company Ltd., the New India Assurance Company Ltd., the Oriental Insurance Company Ltd. and the United India Insurance Company Ltd. GIC incorporated as a company.

Indian Insurance Industry:

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Insurance may be described as a social device to reduce or eliminate risk of life and property. Under the plan of insurance, a large number of people associate themselves by sharing risk, attached

to

individual.

The risk, which can be insured against include fire, the peril of sea, death, incident, & burglary. Any risk contingent upon these may be insured against at a premium commensurate with the risk involved. Insurance is actually a contract between 2 parties whereby one party called insurer undertakes in exchange for a fixed sum called premium to pay the other party happening of a certain event. Insurance is a contract whereby, in return for the payment of premium by the insured, the insurers pay the financial losses suffered by the insured as a result of the occurrence of unforeseen

events.

With the help of Insurance, large number of people exposed to a similar risk makes contributions to a common fund out of which the losses suffered by the unfortunate few, due to accidental events, are made good.

Insurance sector reforms: In 1993, Malhotra Committee headed by former Finance Secretary and RBI Governor R.N. Malhotra was formed to evaluate the Indian insurance industry and recommend its future direction. The Malhotra committee was set up with the objective of complementing the reforms initiated in the financial sector. The reforms were aimed at "creating a more efficient and competitive financial system suitable for the requirements of the economy keeping in mind the structural changes currently underway and recognizing that insurance is an important part of the overall financial system where it was necessary to address the need for similar reforms…" In 1994, the committee submitted the report and some of the key recommendations included: 11 | P a g e

1) Structure •

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

•

Government should take over the holdings of GIC and its subsidiaries so that these subsidiaries can act as independent corporations.

•

All the insurance companies should be given greater freedom to operate.

2) Competition •

Private Companies with a minimum paid up capital of Rs.1bn should be allowed to enter the industry.

•

No Company should deal in both Life and General Insurance through a single entity.

•

Foreign companies may be allowed to enter the industry in collaboration with the domestic companies.

•

Postal Life Insurance should be allowed to operate in the rural market.

•

Only One State Level Life Insurance Company should be allowed to operate in each state.

3) Regulatory Body •

The Insurance Act should be changed.

•

An Insurance Regulatory body should be set up.

•

Controller of Insurance (Currently a part from the Finance Ministry) should be made independent.

4) Investments •

Mandatory Investments of LIC Life Fund in government securities to be reduced from 75% to 50%.

•

GIC and its subsidiaries are not to hold more than 5% in any company (There current holdings to be brought down to this level over a period of time).

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5) Customer Service •

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

•

Insurance companies must be encouraged to set up unit linked pension plans.

•

Computerization of operations and updating of technology to be carried out in the insurance industry The committee emphasized that in order to improve the customer services and increase the coverage of the insurance industry should be opened up to competition.

But at the same time, the committee felt the need to exercise caution as any failure on the part of new players could ruin the public confidence in the industry. Hence, it was decided to allow competition in a limited way by stipulating the minimum capital requirement of Rs.100 crores. The committee felt the need to provide greater autonomy to insurance companies in order to improve their performance and enable them to act as independent companies with economic motives. For this purpose, it had proposed setting up an independent regulatory body.

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

Company is formed and registered under the Companies Act, 1956; 13 | P a g e

•

The aggregate holdings of equity shares by a foreign company, either by itself or through its subsidiary companies or its nominees, do not exceed 26%, paid up equity capital of such Indian insurance company;

•

The company's sole purpose is to carry on life insurance business or general insurance business or reinsurance business.

•

The minimum paid up equity capital for life or general insurance business is Rs.100 crores.

•

The minimum paid up equity capital for carrying on reinsurance business has been prescribed as Rs.200 crores.

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

Insurance companies: IRDA has so far granted registration to 12 private life insurance companies and 9 general insurance companies. If the existing public sector insurance companies are included, there are currently 13 insurance companies in the life side and 13 companies operating in general insurance business. General Insurance Corporation has been approved as the "Indian reinsurer" for underwriting only reinsurance business. Particulars of the life insurance companies and general insurance companies including their web address is given below Indian Insurance sector touted to record a 18% growth According to K N Bhandari, the Secretary General of General Insurance Council, India's general insurance sector is slated to grow at a 18% rate in 2008. The comparable figure for 2007 was 13%. As per Mr. Bhandari, the present market value of the Indian general insurance sector is Rs 30,000-crore. The current penetration level of the Indian insurance sector is 0.65 %. 14 | P a g e

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

Websites Public Sector

Life Insurance Corporation of India

www.licindia.com

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

www.gicindia.com 15 | P a g e

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

IRDA has notified Protection of Policyholders Interest Regulations 2001 to provide for policy proposal documents in easily understandable language; claims procedure in both life and non-life; setting up of grievance redressal machinery; speedy settlement of claims; and policyholders' servicing. The Regulation also provides for payment of interest by insurers for the delay in settlement of claim.

•

The insurers are required to maintain solvency margins so that they are in a position to meet their obligations towards policyholders with regard to payment of claims.

•

It is obligatory on the part of the insurance companies to disclose clearly the benefits, terms and conditions under the policy. The advertisements issued by the insurers should not mislead the insuring public.

•

All insurers are required to set up proper grievance redress machinery in their head office and at their other offices.

•

The Authority takes up with the insurers any complaint received from the policyholders in connection with services provided by them under the insurance contract.

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CHAPTER: IV ABOUT THE COMPANY (ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY LTD.)

CORPORATE OFFICE ADDRESS Royal Sundaram Alliance Insurance Company Limited Tel: 91-44-28517387 / 91-44-42227373 Fax: 91-44-28517376 Email: [email protected] Sundaram Towers 45 & 46, Whites Road, Chennai 600 014 Royal Sundaram Alliance Insurance Company Limited has been at the forefront of providing innovative insurance solutions for you, your family and business. The Company became the first private insurer in the country to be licensed post privatization in 2001. Since then The Company have been innovating constantly for our customers. Like being the first to offer cashless hospitalization, the first to offer segment specific business solutions, first to offer cobranded credit cards, first to introduce industry-specific proposition. Our product range is designed to provide extra cover to a varied range of customers starting from the common man to corporate conglomerates. You can reach us directly and also through our partners, agents, and brokers. The Company does business in over 150 cities through a combination of our own branches and those of our partners.

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Royal Sundaram brings to you the golden heritage and reliability of Sundaram Finance (AAA), one of the most respected non-banking financial institution in India, and RSA (Royal &SunAlliance), one of the oldest and the second largest general insurer in the UK. The coming together of these two financial giants allows us to offer you the best global practices in insurance industry, innovation in terms of products and services, and unmatched, personalized customer service. About RSA (Royal &SunAlliance) With an almost 300 year heritage, RSA is one of the world’s leading multinational quoted insurance groups. It has the capability to write business in over 130 countries and with major operations in the UK, Scandinavia, Canada, Ireland, Asia and the Middle East and Latin America. Focusing on general insurance, it has around 22,000 employees and, in 2007,its net written premiums were £5.8bn. GROUP OF COMPANIES:

About Sundaram Finance Sundaram Finance, a Triple A rated Non-Banking Finance Company, is one of the most respected financial services companies in India. The Sundaram Finance group’s operations span Vehicle finance, Home mortgages, Asset management, General Insurance, Business process outsourcing, IT solutions and distribution of financial products. Sundaram Finance has a network of over 320 branches across India with over 2,500 employees. NEWS RELEASE Thursday, August 02, 2007 PROFILE: MD Mr. AJAY BIMBHET Royal Sundaram today announced that Ajay Bimbhet will be joining as its Managing Director. The necessary approval from IRDA has been received.

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This move follows current Managing Director Antony Jacobs appointment as the Regional Finance Director - Asia & Middle East, Royal & SunAlliance. Antony will continue to be a nonExecutive Director on the Board of Royal Sundaram. GK Raman, Chairman, Royal Sundaram commented: We are delighted that Ajay is joining us at this exciting period. We are confident that he will be able to build on the strong foundation that has been established over the past few years and deliver profitable growth for Royal Sundaram. For Royal & SunAlliance, Paul Whittaker, CEO of Emerging Markets said: Ajay is a great choice for our Indian business and has an excellent track record of developing financial service businesses in the region. I am confident he will lead the operation into the next phase of its growth. He shares our vision of a rapidly expanding franchise in one of the world''''''''''''''''s most exciting insurance markets RECENT ACHIEVEMENTS by RSA:  The FOS (fleet on street) team has covered 1500 Health Insurance policies in a span of one week time in the month of July 2009 and set a record in this sector.  The WRO region had acclaimed the Motor Insurance policy of RSTC (Rajasthan State Transport Corporation) and the same has achieved revenue of Rs. 16 Cr. In the month of July 2009.

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ORGANIZATIONAL STRUCTURE

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DEPARTMENTS OF ROYAL SUNDARAM: 

HUMAN RESOURCES DEPARTMENT



OPERATIONS DEPARTMENTS



CLAIMS AND UNDERWRITERS



CUSTOMER SERVICES DEPARTMENTS



INTERNET MARKETING

BUSINESS REGIONS:  WRO – Western Region  NRO – Northern Region  SRO – Southern Region  ERO – Eastern Region BUSINESS CHANNELS: (See figure)  Open Market Channel  Affinity Channel  Renewal Retention Channel  Open Market Telemarketing Channel

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FLEET ON STREET

CHAPTER: V 23 | P a g e

ANALYSIS AND INTERPRETATION

TABLE NO: 1 AGE OF THE RESPONDENTS

S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1. Below-25

1

3.3

25-30

15

50

30-35

5

16.6

35-40

9

30

TOTAL

30

100

2. 3. 4.

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INTERPRETATION: The above table depicts that 50% of the respondents are below the age group of 25-30 years age`, 30% of the respondents are comes under the category of 35-40 years age group, 16.6% of the respondents are between the age group of 30-35 years and 1% of the respondents are comes under category of above below-25 years of age group. CHART NO: 1

AGE OF THE RESPONDENTS

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1. Male

18

60

Female

12

40

30

100

2.

TOTAL

TABLE NO: 2

GENDER OF THE RESPONDENTS

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INTERPRETATION: The above table reveals that 50% of the respondents are male and 50% of the respondents are female.

CHART NO: 2

GENDER OF THE RESPONDENTS

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TABLE NO: 3

SALARY PARTICULARS OF RESPONDENTS

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1. 5000

1

3.3

5000-10000

13

43.3

10000-15000

11

36.6

Above 15000

5

16.6

30

100

2. 3. 4.

TOTAL INTERPRETATION:

The above table depicts that 43.3% of respondents are earned comes the salary of 500010000, 36.6% of the respondents have got RS 10000-15000 per month, 16.6% are fall in the income group of above 15000 and 3.3% of the respondents comes under the 5000 level of category.

CHART NO: 3

SALARY PARTICULARS OF RESPONDENTS

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TABLE NO: 4 RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1. Scale 5

19

36.33

Scale 4

10

33.3

Scale 3

1

3.

Scale 2

0

0

Scale 1

0

0

30

100

2. 3. 4. 5.

TOTAL

INTERPRETATION:

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The above table reveals that 36.33% of the respondents are considering about the importance of communication skills necessary for the selection from the organization.33.3% of the respondents gave second level of importance to the same. 3. no one of the respondents says that Communication skills are not important for the selection process. This data interprets that Communication skills is necessary at all stage of the Recruitment and Selection Process.

CHART NO: 4

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1. Scale 5

18

60

Scale 4

6

20

Scale 3

4

13.33

Scale 2

2

6.66

Scale 1

0

0

30

100

2. 3. 4. 5.

TOTAL

TABLE NO: 5 RESPONDENTS FOR LEADERSHIP QUALITIES

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

CHART NO: 5 RESPONDENTS FOR LEADERSHIP QUALITIES

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TABLE NO: 6 PRIORITY GIVEN FOR THE QUALIFICATION

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1. Scale 5

12

40

Scale 4

9

30

Scale 3

7

23.33

Scale 2

2

6.66

Scale 1

0

0

30

100

2. 3. 4. 5.

TOTAL

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

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TABLE NO: 7 JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1. Scale 5

13

43.33

Scale 4

9

30

Scale 3

5

16.66

Scale 2

2

6.66

Scale 1

1

3.33

30

100

2. 3. 4. 5.

TOTAL

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

CHART NO: 7 JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

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TABLE NO: 8 AWARE OF JOB RESPONSIBILITIES

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1. Scale 5

15

50

Scale 4

8

26.66

Scale 3

5

16.66

Scale 2

2

6.66

Scale 1

0

0

2. 3. 4. 5.

TOTAL

30

100

CHART NO: 8 AWARE OF JOB RESPONSIBILITIES

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RECRUITMENT AND SELECTION SYSTEMS: Working with Recruitment Providers/Agencies •

When selecting a provider, make a key selection criterion ‘Evidence of sourcing quality, diverse applicants’.

•

Hold your provider accountable for delivering female as well as male applicants.

Increasing the Pool of Applicants: 43 | P a g e

•

Communicate vacancies throughout the organization to attract a diverse applicant pool.

•

Consider partnerships with key providers (for example, schools, universities and training companies) to find quality female and male candidates.

•

Establish contacts and partnerships with organizations and networks that serve ethnic or other communities.

•

Build Intern programs into these partnerships.

•

Offer both female and male employees training, shadowing or cross-skilling opportunities to develop their skills further.

•

Encourage existing staff, including women, to apply for vacancies – this can be a useful way of encouraging women into non-traditional areas.

•

Consider filling the vacancy with high-potential female and male staff eager to broaden their experience.

•

Review the job requirements for essential qualifications. Be prepared to give value to different kinds of employment and overseas experience in lieu of formal training and local credentials.

•

Be prepared to provide a workplace that accommodates differences in terms of employee needs and values (e.g., childcare, same-sex benefits, job-sharing, flexible work hours, etc).

Recruiting Internally •

Advertise the position widely to attract a diverse applicant pool, for example, would employees on maternity/parental leave have an opportunity to see the advertisement?

•

Design internal job advertisements as you would an external job advertisement – to attract a diverse applicant pool and get the best person for the job. For example, use inclusive language and images that speak to all candidates.

•

Ensure both female and male quality candidates are given equal opportunity to be shortlisted.

•

Consider offering both female and male employees the position as a development assignment.

 Prepare employees to apply for internal positions by:

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 Implementing and monitoring succession planning for both female and male employees.  Providing opportunities for both female and male employees to work in different organizational areas and gain a broad range of work experience.  Providing female and male unsuccessful candidates with feedback on the recruitment selection process, and offering development opportunities to position them well for the next internal recruitment opportunity. Interviewing •

Ensure that all interviewers are provided with sensitivity/awareness training related to diversity and gender issues.

•

Ensure interview panels consist of people from a range of backgrounds and a good understanding of the requirements of the job.

•

Encourage panel Chairs to challenge and address discriminatory assumptions made by panel members when deciding on the successful candidate.

•

Consider both female and male internal candidates – you may find that their knowledge and understanding of the business assists them to outperform the external candidates.

Communicating your Policies and Procedures: •

Publicize your recruitment and selection policy widely in the organization.

•

Ensure both female and male employees, and employees on long-term leave have access to the recruitment and selection policy and procedures information.

•

Train managers on your recruitment and selection policy and procedures.

•

Hold managers accountable for providing equal opportunity in recruitment and selection by including this requirement in managers’ workplace and performance agreements.

•

Encourage managers to lead by example by sourcing and selecting top female candidates.

Successful Recruitment and Selection: Equality of opportunity can seem quite a complex area, and recruiters and employers may often look at it from a defensive, legal compliance position. Diversity takes a wider and more positive outlook. There is still a need to ensure discrimination and stereotyping play no part in the 45 | P a g e

recruitment and selection process. But as important is the valuing of difference between people, and understanding the positive benefits for the University of employing a diverse range of talented people. A positive approach to diversity allows you to select the best person for the job based on merit alone and free from bias on the grounds of factors – such as age, disability, gender or race – that are not relevant to the person’s ability to do the job. Employers taking this approach are more likely to be seen as fair, positive and progressive places to work by the diverse society of which they are a part. “Everyone is different and unless employers take diversity seriously they will fail to recruit, retain and engage the commitment of the talent needed to sustain and improve performance” Despite a growing emphasis on positive approaches, legal issues should nevertheless be taken seriously. An increasing number of specific areas of discrimination are now covered by legislation. Decisions that fall foul of the law can be not only costly for the University in terms of bad publicity and financial penalties, but also time-consuming and stressful for the individuals involved – and that could be you! You don’t need to be an expert on anti-discrimination legislation and case-law but you do need to understand: •

the principles of what constitutes direct and indirect discrimination in the recruitment process; and

•

Why a positive approach to diversity is the best way to avoid problems and attract a wider range of suitable candidates.

•

Following the principles and practices outlined in this guide will help you to put this into practice. You may also find it useful to consider some specific actions to avoid discrimination and adopt a positive approach to diversity.

Screening Applications •

Based on qualitative or quantitative short listing

•

Service record should be consulted before short listing internal candidates. 46 | P a g e

•

Consideration may be given for gender/diversity balance

•

Screening process may be conducted in accordance

•

With benchmark (required skills, competencies,

•

Education and experiences) for each position.

Short-listing •

Short-listing is the vital first stage in the selection process. Measuring how candidates match up to your selection criteria at this stage is crucial to enable you to objectively assess which of the candidates you wish to consider further in the next part of the selection process, generally the interview stage. Careful short-listing is particularly important when you have a large number of applicants.

•

Ideally, everyone who is part of the selection panel should be involved in the short-listing process either together or independently. However, if this is not practicable, at least two members of the interview/final assessment panel should be involved. There are two types of internal applicants who must be short-listed if they meet the essential criteria for the vacancy (in both cases this will be clearly indicated by a covering letter from Personnel Services)

Written test •

Must set questions by taking inputs from interview panel.

•

Final question should prepare and write out by trusted person.

•

Confidentiality must be ensured

•

Type of questions will depend on the level of position,

•

Generally, questions should be on core business, on management-related issues and job specifies.

Interview panel •

May consist of 3 to 5 experience persons. 47 | P a g e

•

Have adequate knowledge

•

Have specific skills and competencies

•

At least one woman may participate

•

Line manager or his/her designate and HRM

•

Representative’s participation is mandatory.

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

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The legislation 49 | P a g e

Equal Pay Act 1970 •

First introduced the principle that it is unlawful for employers to discriminate between men and women in the terms and conditions of their contract of employment.

•

Applies equally to men and women.

Sex Discrimination Act 1975 •

This Act is the principal legislation for gender and marital status, with some additional provisions in later Regulations.

•

The Act makes it unlawful to discriminate on the grounds of gender and marital status in relation to access to employment, vocational training, promotion and other terms and conditions of employment.

Any unfavorable treatment on the grounds of pregnancy, childbirth or maternity and paternity leave would constitute sex discrimination. •

Applies equally to men and women.

•

Includes some very limited circumstances where it is legal to employ only a particular gender on the grounds of the type or circumstances of the work (termed a Genuine Occupational Qualification) e.g. certain health or prison work providing a special service to people of one gender.

•

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

Race Relations Act 1976 Race Relations Act (Amendment) Regulations 2003 •

The Act makes it unlawful to discriminate on the grounds of ethnic, racial or national group in relation to access to employment, vocational training, promotion and other terms and conditions of employment.

•

Applies equally to all ethnic, racial or national groups Includes some very limited circumstances where it is legal to restrict employment to those of a particular race, ethnic or national group on the grounds of the type or circumstances of the work (termed a Genuine Occupational Qualification)

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•

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

Disability Discrimination Act 1995 Disability Discrimination (Amendment) Act 2003 •

The act makes it unlawful to discriminate on the grounds of a disability in relation to employment (although the scope of the Act is much wider than just employment).

•

It covers a wide range of mental or physical conditions with a substantial or long-term adverse effect on a person’s ability to carry out normal day-to-day activities.

•

As well as direct discrimination, the Act also covers less favorable treatment – treating a person with a disability less favourably for a reason related to their disability where such treatment cannot be justified.

•

Discrimination or less favorable treatment cannot be justified where the employer has failed to make a reasonable adjustment to the working environment, arrangements or conditions.

•

The definition of reasonable pertains to how effective, practical and costly the adjustment would be in relation to the resources and support available to the employer.

. Thinking about your needs: 51 | P a g e

Before embarking on the recruitment process it is vital to put some thought into what your needs are and the best way to meet them. This should involve considering a number of questions with colleagues in your team, your line manager or your Faculty Personnel Manager,1 such as: •

If this is a new role, what are the main job purpose and objectives, responsibilities and tasks and what sort of experience skills and attributes will you be looking for?

•

If this is an existing role, are there any changes that need to be made to the tasks and responsibilities to ensure the job will be fully effective? Rather than recruiting a new person, are there opportunities for developing the skills and experience, or redesigning the jobs of, existing staff?

•

Are there people in your department or related departments who are at risk of redundancy and seeking redeployment who may be potentially suitable for the role?

•

If so then they will need to be considered for the role prior to advertising.

Deciding on the most appropriate selection methods •

A well-planned and structured interview process is an adequate way of helping you to select the most appropriate candidate. However, it is more effective if used alongside other selection methods. Whichever selection methods are used, it is important to ensure that:

•

The methods chosen are appropriate to the job and will provide added value in assessing the best candidate. For example, it would not be appropriate or useful to ask candidates for a more junior clerical role to give a presentation.

•

The panel is clear as to how the method used relates back to the selection criteria and how performance will be assessed;

•

The selection process is clearly defined to all the candidates in advance and consistently applied to all.

•

Remember that using a range of selection methods will increase the level of forward planning involved and will often require someone from outside the selection panel to coordinate the exercises during the day. CHI-SQUARE TEST 52 | P a g e

TABLE NO: 9 RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFIACTION:This tool is used to identify the significance difference between Qualification and Communication. The Result will show whether communication or Qualification is the most considered factor during the Recruitment and Selection Process. Qualification

(5)

(4)

(3)

(2)

(1)

Row Total

Post

5

4

1

1

0

11

Graduation Under

4

2

1

0

0

7

Graduation Diploma

2

1

1

0

0

4

Below

3

2

1

1

1

8

14

9

4

2

1

30

Graduation Column Total NULL HYPOTHESIS:Ho: There is no significant relationship between Communication and Qualification. ALTERNATIVE HYPOTHESIS:Ha: There is significant relationship between Communication and Qualification. CHART NO: 9

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFIACTION

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Chi-square test Expected frequency (E) = Row Total * Column Total/ Grand Total S.No

O

E

(O-E)

(O-E)²

(O-E)²/E

1

5

5.13

0.13

0.018

0.003

2

4

3.30

0.70

0.490

0.148 54 | P a g e

3

1

1.47

0.47

0.218

0.148

4

1

0.73

0.27

0.071

0.097

5

0

0.37

0.37

0.134

0.367

6

4

3.27

0.73

0.538

0.165

7

2

2.10

0.10

0.010

0.005

8

1

0.93

0.07

0.004

0.005

9

0

0.47

0.47

0.221

0.473

10

0

0.23

0.23

0.053

0.227

11

2

2.33

0.33

0.109

0.047

12

1

1.50

0.50

0.250

0.167

13

1

0.67

0.33

0.111

0.167

14

0

0.33

0.33

0.109

0.327

15

0

0.17

0.17

0.029

0.173

16

3

3.73

0.73

0.533

0.143

17

2

2.40

0.40

0.160

0.067

18

1

1.07

0.07

0.005

0.005

19

1

0.53

0.47

0.218

0.408

20

1

0.27

0.73

0.538

2.017 ∑ = 5.157

Calculated value ∑ = 5.157 TABLE VALUE:5% level of significance = 0.05 Degree of freedom = (row-1) * (coiumn-1) = (5-1)*(4-1) = 4*3 = 12 55 | P a g e

Table value at degree of freedom 12 is = 21.026 INTERPRETATION:Hence the calculated value is less than the table value. So accept the null hypothesis here there is no significant relationship between Communication and Qualification.

CHAPTER VI 6.1. FINDINGS  Majority of the respondents come under the age group of 25-30.  In the 30 respondents 50% of the respondents are male and 50% of the respondents are female.  50% of the respondents have got the experience of 5-10 years.  46.3% of the respondents are getting the salary range between 8000-10000.  100% of the respondents are getting the on the job training.  Majority of the respondents are satisfied with their present salary.  60% of the respondents are satisfied with the incentive scheme 56 | P a g e

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

the organization.

RECOMMENDATIONS •

The organization should provide or set up a communication lab for the benefit of the fresher and existing employees that makes a career development and new opportunity to grow up in the organization.

•

This increases the employee morale and helps to attain the target.

•

Communication classes should be conducted timely to all employees should be followed by organization.

•

Refresher courses may organize intermittently for all employees in the rank and file category to relive job fatigue and monotony of every day work life. So employees can gain skills by Communication. 57 | P a g e

•

Candidates who enter into the Job Market must make sure that their efficiency in Communication is up to the expectation of an organization which will make them to go through the Recruitment and Selection system of Royal Sundaram Alliance Insurance Company.

•

The respondents in the corporate exhibits that communication skills are necessary for all the employees from different channels.

•

FOS (Fleet on street) Team should be made involved to pass through more communication classes from language experts.

•

The company should allot funds to create a communication laboratory for the beneficiary of all the employees.

CONCLUSION In the present competitive & dynamic environment, it has become essential for organization to build and sustainable. In competitive advantage, the Communication skill set has assumed more importance than even before. Dynamic and growth-oriented organization recognizes Communication as an important aspect of the Recruitment and Selection system for managerial function in a rapidly changing and economic environment. Insurance industries should possess a valuable work force with good communication skill sets to get a good deal or business from their customers. In this sector the Open Market channel is the 58 | P a g e

main source of revenue for the company for which they should be able to communicate well with their clients.

Then the company can reach its profitability and objectives easily.

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

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