Ritesh Saini (2008-10)summer Training Report

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 1

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 2

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 cooperation. 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 Significance of the study Conceptualization Focus of the study Objectives of the study Limitations of the study

2 3 4 20 21 22

Chapter II • •

Industry Profile Company Profile

24 29

Chapter III • •

Review of Existing Literature Research Methodology

40 42

Chapter IV •

Analysis and Interpretation

44

Chapter V • • •

Findings Recommendations Conclusions

63 64 65

Bibliography Annexure

4

5

Chapter-1

6

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 12

 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 (inhouse 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 predetermined 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 predetermined 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. 20

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? 21

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. 22

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

reaction,maturity,confidence,to

individual

judge

sufficiancyetc.

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the

value

system,emotional

dominance,selfconfidence,self

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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 1520%. 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

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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-andcarry 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

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•

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 WorldBusiness 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

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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.

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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

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Strategy:•

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

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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

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COMPETITORS OF BHARTI AXA SBI Life Insurance BAJAJ Allianz ICICI Prudential AVIVA Life Insurance HDFC Life Insurance BIRLASUN LIFE insurance ING VYASA

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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.

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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

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Chapter-3

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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 nonconventional 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 semistructured 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 .

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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.

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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 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.

Strategies Followed Criteria

for

Financial

becoming Basic criteria is: Advisor(Life

Advisor)

Graduate. 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

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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. Life Advisors get a good Career Path so they

Career Path

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 students Businessman

60% 10%

Response 12 2

50

govt. employes Housewives retired person

10% 5% 15% 100%

2 1 3

response

60% 50% 40% 30%

response

20% 10% 0%

students

businessman

govt. employes

housewives

retired 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 employeement exchange consultancy firm Campus interview calling on random nos. References

30% 20% 0% 30% 20%

responses 6 4 0 6 4

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Sources

30% 25% 20% 15%

Sources

10% 5% 0% employeement exchange

campus interview

references

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 communication skill Commitment Confidence social circle Punctuality

30% 10% 30% 30% 0%

Responses 6 2 6 6 0

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qualities

30% 25% 20% 15%

qualities

10% 5% 0% communication skill

confidence

punctuality

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 % 0-20 20-40 40-60

Respondents 0 10% 45%

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60-80 80-100

25% 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 0-1 year 1-2 year 2-3 year 3-4 year 4-5 year

40% 40% 10% 10% 0%

Respondents 8 8 2 2 0

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

40% 40% 10% 10% 0%

Responses 8 8 2 2 0

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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 Agree Neutral Disagree StronglyDisagree

0 25% 25% 50% 0

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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 Businessman govt.employee retired person house-wife Fresher

respondents 15% 30% 30% 10% 15%

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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 12th Graduation Postgraduation professional course any other

respondents 10% 60% 20% 10% 0%

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respondents 70% 60% 50% 40% 30% 20% 10% 0% ot he r an y

se co ur

pr of es si on al

po st gr ad ua ti o n

n gr ad ua tio

12 th

respondents

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

2. Marital status

Marital status Married Unmarried

response 40% 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 below 5yrs 5-10yrs 10-15yrs 15-20yrs above 20yrs

respondents 20% 30% 20% 20% 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 50000-100000 100000-200000 200000-300000 above 300000

0 10% 20% 30% 40%

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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 Agree Neutral Disagree strongly disagree

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

0 25% 0 75% 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 Agree Neutral Disagree strongly disagree

0 20% 0 70% 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 full time

10% 90%

65

part time full time

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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

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•

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.

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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

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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

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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

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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

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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

8. Which segment do you want to give more priority? a) businessman b) govt.employee c) retired person d) house-wife e) fresher

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Strongly Disagree

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

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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 1

2

Strongly Disagree 3

4

5

6 .Are you satisfied with commission of LA’s? Strongly Agree 1

2

Strongly Disagree 3

4

5

7. Are you satisfied with permotion policy of company? Strongly Agree 1

Strongly Disagree 2

3

4

5

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

76

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