recruitment selection recommendations learning project report ch2

8/2/2019 Recruitment Selection Recommendations Learning Project Report Ch2

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Project Report Recruitment-Selection ProcessInsurance Companies

OBJECTIVES OF THE PROJECT

Every task is undertaken with an objective. Without any objective a task is rendered meaningless. The main

objectives for undertaking this project are:

To understand the internal Recruitment process at ICICI Prudential Life Insurance

To identify areas where there can be scope for improvement

To give suitable recommendation to streamline the hiring process

METHODOLOGY

The insurance sector is marked with a high level of attrition and therefore recruitment process becomes a crucial

function of the organization. At ICICI Prudential Life Insurance, recruitment is all time high during May-June and Oct-

Nov. The attrition is high among the sales managers, unit mangers mostly in the sales profile. The recruitment is high

during these months due to the fact that March and September are half year closing and business is high during Jan-Mar.

Thus it is only after March that people move out of the companies.

Since my summer training was in the months of May-June, it gave me the opportunity of involving myself

directly with the recruitment process and analyzing the process so that suitable recommendations can be given. This

project is centered on identifying best hiring practices in the insurance industries. It therefore requires great amount of

research work. The methodology adopted was planned in advance so as to collect data in the most organized way.

My area of focus was the recruitment and selection particularly at ICICI Prudential Life Insurance. I was

directly involved with the recruitment for candidates for the sales profile. I was particularly involved with the sourcing of

candidates for the regions outside Delhi such as M.P, U.P and Rajasthan.

Before any task was undertaken, we were asked to go through the HR policies of ICICI Prudential Life

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Insurance so that we get a better understanding of the process followed by them.

The first task was to understand the various job profiles for which recruitment was to be done.

The next step was to explore the various job portals to search for suitable candidates for the job profile.

Once the search criteria were put, candidates went through a telephonic interview to validate the information

mentioned in their resume.

A candidate matching the desired profile was then lined for the first round of Face to Face interview in their

respective cities.

Firstly the candidate had filled up the personal data form(pdf).

Then the candidatesINTERVIEW EVALUATION SHEET which is provided by interviewer was crosschecked by the

HR team. If they think that the candidate was good to hire or not.

When a candidate cleared his first round, he is then made to take an online aptitude test. We created the online

aptitude test. It the HR department, which has the exclusive rights to assign test, codes to the candidates. Each code

was unique and could be used only once by a candidate.

I was involved in assigning codes and administering the test

Once the candidate completed his first assessment, his scores were checked. If he cleared his cut-off he was given

another test.

I had the responsibility to make sure that candidates complete all formalities and had to regularly follow up with

them.

Since we received many resumes, it was essential that a database be maintained to keep a track. It was convenient

method than to stock up piles of papers. ICICI has their own database named as PACE, I update all the records of

the new joinees in that tracker. PACE containes all the information of a candidate such as name, contact number,

location etc.

The external guide maintained a regular updating of the database.

Understanding what kinds of database are maintained and how they help in keeping a record.

I was also involved in maintaining a track of test codes given, the database for employee referrals, Database for the

resumes received through mails and response of advertisement.

RESEARCH METHODOLOGY

Date Source

Primary :- Through Questionnaires

Secondary :- Through Internet, Journals, News papers and Misc.

Data Collection Procedure :- Survey


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Research Instrument :- Structured Questionnaire.

Sample Size : - 80

Sample Area : - work done in Delhi regional Office.

Sample procedure :- Random sampling.

PROJECT SCHEDULE :-

First 1 week :-Training program from the company.

Second week :-Collecting the primary and secondary data.

Third Fourth week :- Study Recruitment & Selection Process

Fifth week :-Designing the questionnaire .

Sixth week :-Conducting the survey in RO.

Seventh week :-Analysis of Data Collection.

Eighth week :-Final Report preparation and presentation.

Limitations of the study

Every task is undertaken with an objective and accomplishment of this objective determines

our success.

Task:

The recruitment at ICICI Prudential Life Insurance involved a lot search from the database

and calling up candidates to check whether they fit the job specification.

Difficulties:

Candidates were reluctant to talk at times

Candidates who were contacted were not interested in Insurance on many occasions

Candidates who were scheduled for interview would not turn up

Run out of database many times since most of them would have already been contacted

Task:

Candidates were to be searched from the job portals and called up to be scheduled for an

interview.




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Difficulties:

A summer trainees we could not separate systems to work on

At times many people had for couple of hours to work on the computer

Since STD calls had to be made, the availability of phone was limited, so there was

greater coordination required with respect to its usage and maintains a time slot so thatother person has a chance to use.

Task:

Inter company analysis through survey and questionnaire filling.

Difficulties:

Did not secure cooperation easily

People asked lot of counter question so convincing them was a major task

People did not disclose much about their employee details.

Topic Information

RECRUITMENT AND SELECTION

The art of choosing men is not nearly so difficult as the art of enabling those one has

chosen to attain their full worth.

Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to

replace those who leave or are promoted in order to acquire new skills and promote

organizational growth.

Recruitment follows HR planning and goes hand in hand with selection process by

which organizations evaluate the suitability of candidates. With successful recruiting to

create a sizeable pool of candidates, even the most accurate selection system is of little use

Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it.

The next step is careful examination of the job and enumeration of skills, abilities and

experience needed to perform the job successfully. Other steps follow:

Creating an applicant pool using internal or external methods

Evaluate candidates via selection

Convince the candidate

And finally make an offer




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Scope: To define the process and flow of activities while recruiting, selecting and appointing

personnel on the permanent rolls of an organization.

Authorization:

Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by the Head-

human Resources and the Managing Director.

Exclusions:

The policy does not cover the detailed formalities involved after the candidate joins the

organization.

ACTIVITY FLOW

The organization philosophy should be kept in mind while formulating the recruitment

procedure.

The HR department would set the recruitment norms for the organization. However,

the onus of effective implementation and compliance with the process rests with the heads

of the respective functions and departments who are involved in the recruitment and

selection process.

The process is aimed at defining the series of activities that needs to be performed by

different persons involved in the process of recruitment, the checks and control measures to

be adopted and information that has to be captured.

Recruitment and Selection is conducted by:

HR & Branch Manager

Functional Head

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the companys

budgeting activity. The respective Functional heads would submit the manpower

requirements of their respective functions/ departments to the board of Directors as

part of the annual business plan after detailed discussion with the head of human

Resource Function along with detailed notes in support of the projected numbers

assumptions regarding the direct and indirect salary costs for each position.

S.No. Authorized Signatory

1 Head- Human resource

2 Managing director




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B. A copy of the duly approved manpower plan would be forwarded by the HR

department for their further actions during the course of the year. The annual budget

would specify the manpower requirement of the entire organization, at different

levels, in various functions/departments, at different geographical locations and the

timing of the individual requirements. It would also specify the requirement budget,

which is the cost allotted towards the recruitment of the budgeted staff and the

replacement of the existing employees. The manpower plan would also clearly

indicate the exact time at which the incumbent should be on board in such a way that

the Regional HR has adequate notice for the time lapses involved in sourcing any other

activities.

C. The Regional HRs would undertake the planning activity and necessary preparations

in advance of the anticipated requirements, as monthly and quarterly activities on the

basis of the approved budget, estimated separations and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the approved

annual manpower budget and no recruitment process shall be initiated without the

formal concurrence of the Head of the Regional HR under any circumstance. Head of

the Regional HR shall also have the responsibility to monitor the appointments being

considered at any point of time with specific respect to the duly approved manpower

budgets.

Review of Manpower Plans and Additional Manpower

A. Review of manpower budgets shall take place on a quarterly basis. In the event of

any new position or any deviations to the original plans, details of the positions

maybe forwarded to the VP-HR along with the adequate supporting information. The

recommendations would normally require a formal approval of the Managing

Director. Alternately, VP-HR may record the summary of his discussion with the

Managing Director and the MDs approval on the recommendations, to signify the

final decision taken regarding the recommendations.

SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right candidate.

Depending on the nature of the position/grade, volumes of recruitment and any other

relevant factors, the Regional HR would use any one multiple sources such as:

Existing database (active application data bank)

Employee referral as per any company scheme that may be approved from time to time

Advertisement in the internet/newspapers/magazines/companys sites/job sites or any

other media

Placement Agencies (particularly for positions of Managers and above)

Headhunting firms particularly for senior positions, specialist positions and critical

positions

Direct recruitment from campuses/academic institutes




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Job websites and

Any other appropriate sources.

The norms for using any of the sources are not water tight. Number of positions,

criticality of positions and the urgency of the positions, confidentiality requirements, relative

efficacy and cost considerations would play a role in the choice of the appropriate sourcing

mechanism.

ADVERTISEMENTS

All recruitment advertisements (in any form and any medium) shall always conform to

the KLI compliance norms and would not be released by any department or branch

without the approval of the VP-HR. depending on the specifics of each position for

which recruitment advertisements are to be released, Regional HR may obtain assistance

from the companys marketing department and/or any external advertising agencies for

the preparation of the contents. Key features of the positions as notified by the

Functional Heads would normally form a part of the advertisement text.

The media for releasing advertisement would depend on the level of the position being

considered and the urgency of the requirements.

The advertisement mode that could be broadly specified as newspapers (local or

mainline depending on requirements), internet sites and business magazines.

Placement Agencies/Headhunting Agencies

Depending upon the vacancies, fresher fitting different description listed above may be

recruited from time to time, from academic institutes of appropriate

standards/reputation/grade, in the requisite numbers and at the compensation/stipend

amounts to be formally approved of the VP-HR. Plans for such recruitment need specificspecial approval of VP-HR. norms regarding the identification of the appropriate

institutes, constitution of the selection panels, timings of the recruitment, number of

candidates to be recruited into different positions, choice of the appropriate selection

process and the tools thereof shall be decided by the Head of the Regional HR in

consultation with the VP-HR, depending on the specific features of the position.

Screening the candidates

First level screening

The Candidates would be screened by the HR Manager/Branch Manager for the

respective locations. Screening would be on the basis of the profile of the candidate and the

departmental requirements.

This assessment will be with respect to:

a. The general profile of the candidate,

b. Personality fit of the candidate into the profile,

c. Aptitude/attitude of the candidate,

d. Motives of the person to join the company and whether focus is in the short term or is




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a long term player,

e. Basic skill level on our set of requirements, say numerically ability, networking ability,

etc

f. Establish the annual guaranteed cash compensation of the individual and check

whether the person would fit into the system.

g. Explain the role of Sales manager to the applicant and check the acceptance of the

candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for further

assessment process.

Second Level Screening

Aptitude Test

If the first assessment is positive, the candidates will give the aptitude test, once such

test is selected approved by the company. The scoring, interpretation and the generation of

interview probes from that test will also be done at this time. People who qualify the

minimum criteria on this test will be put up on to the Functional Head (VP s in case of HO)for functional assessment and suitability into the role.

Tied Agency Sales Manager candidates short listed by the BM have will then take

sales Aptitude test, once such a test is finalized. For the final selection, the regional Manager

(Business Heads for HO) will meet the candidates short listed by the branch manager/VP.

The chart specifying the Minimum approval level for each level of recruitment is specified

below:

General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate either through

the formal CV or otherwise before coming to a conclusion about the candidate. They

may insist on seeing the proof of the claims made by the candidate regarding

qualifications, experience and other achievements. They may, at their discretion,

decide to meet the candidate on more than one occasion or to refer the candidate to

another panel.

B. Ratings on various attributes of the candidates shall be recorded in the interview

evaluation sheet, soon after the interview is over. Along with these numerical ratings,

qualitative observations about the candidate and overall decision regarding selection

or otherwise (including a decision to defer the induction, referral to another panel,

considering for another position) shall be forwarded to the associated Recruitment

Manager/ Head of Regional HR. Individual panel members have the option of

Category Branch

Manager/Chief

Manager

Area

Manager/AVP/VP

Business

Heads

Managing

Director

CSE/ADVISORS Yes No No No

BIC Yes Yes No No

BM/CM Yes Yes Yes No

SM Yes Yes Yes Yes




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appending their additional remarks/observations. No selection will be treated as final

unless the IES form is filled comprehensively. Suitably appropriate IES formats may be

created for specific positions.

C. Any discrepancies noticed by the panel members regarding the authenticity of the data

provided by the candidate should be specifically and formally recorded on the IES

form and suitably high lightened.

D. Specific points to be probed during the reference check process, if any, must also be

clearly recorded and high lightened on the IES forms.

Administrative Actions Regarding Interviews

A. Scheduling and the venue of the interviews would be handled by the recruitment team

in consultation with the short listed candidate and the selection panel members, after

taking mutual convenience into account. For field positions, respective

branch/regional heads would undertake this co-ordination.

B. After the final round, if the candidate is selected, the complete set of papers Personal

Data Form, CV, job requisition no., Interview evaluation sheet ,reference check details,

educational details, along with the interviewers recommendations and Reference

check form should be forwarded by the recruitment managers to recruitment head.

Fitment of the candidate into a grade and compensation fitment shall be on the

assumption of authenticity of the information provided in the CV/application form.

C. An appropriate formal communication shall be sent to the candidate whose

candidature is not being taken forward, or details of the verbal/telephonic

communications provided to the candidate shall be recorded on the candidates papers,

by the recruitment team/associated line managers. In the case of interviews taking

place at the branch/regional levels, similar noting should be recorded on the

individual candidates papers.

Negotiations of the terms and conditions and other pre-appointment formalities

A. In the case of sales-Tied Agency functions, the branch managers will be allowed to fix

the salary and grade of the incoming sales manager, provided the compensation does

not exceed 20% of the candidates current cash salary. Any fitment beyond this norms

will need the approval of Head-HR. HR will forward a worksheet to support the BMs

to evaluate the appropriate cash CTC of the incumbent. For all other functions, the

compensation and grade would be fixed post a discussion between the Head of the

Regional HR and the associated AVP/VP. Any candidate being offered a CTC of more

than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the discretion

of the VP-HR, a deviation may be referred to the Managing Director, for the MD s

formal approval.

B. Responsibility for negotiations and finalization of the terms shall rest with the bestBranch Manager/Associated Manager. They may seek the assistance of the

recruitment managers, whenever required. Reference checks process should not

normally be initiated unless the candidate has indicated his firm acceptance of the

offer being made by us.

Reference checks

A. Normal, reference checks should be undertaken with at least one reference. A second

reference check will be done if considered necessary. Responsible officials from the




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former employers, academic institutes and/or any other eminent personalities can be

considered as appropriate references. Close relatives and friends cannot be

considered as references. Wherever feasible and considered appropriate, a reference

should be made with a senior official of the candidates current employer. In case the

candidate is currently un-employed, reference should be made with the latest

employer. The format of reference check is to be used as a framework for conducting

the process.

B. Where the minimum two reference checks are not possible (particularly with the

current employer) or where there is a mixed response from different sources, the

matter may be to the VP-HR for a final decision. Depending on the seniority and any

other considerations about the positions, VP-HR would normally consult the

functional head concerned, before coming to conclusions. Any candidate whose

credentials are doubtful shall not be recruited.

C. In case of recruitment of Management trainees, fresher and life advisors as sales

Managers no reference checks will be required.

Employment offer letter

A. When a recruitment Manager is fully satisfied about the selection of the right

candidate and about completion of all the formalities connected with the appointment

of candidate including requisite documentation, satisfactory reference check reports

and medical fitness, he/she would forward the relevant papers listed below to the

head of recruitment.

Personal Data form

Employee requisition form duly filled by the regional Head/Branch Manager

Interview evaluation sheet filled by the regional head/Branch manager/interviewer

with his/her comments.

Latest and updated resume of the candidate

Photocopy of the appointment letter of the last employer or latest salary slip.

Employment details.

Two Professional references.

Language Proficiency.

B. Document check list for every grade is as follows:

Authorization Release Form.

Background check Form.

Highest Education certificate.

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Highest Education marksheet.

1 Month Salary Slip of Current Employer.

1 Month Salary Slip of Last Employer.

Relieving Letter of last Employment.

Proof of Residence.

2 Passport Size Photograph.

C. Regional HR manager will take the signature of Head-HR on the employee requisition

form and forward the papers to the employee service team for issuance of the offer

letter.

D. Employee services team will issue offer letter, to be signed by the National Recruitment

Manager or Chief Manager-HR, and send the same to the concerned Branch Manager/

HR Manager.E. It would be the responsibility of the Branch Manager/HR Manager to ensure that the

accepted copy of the offer letter is forwarded to the employee service team within a

week of receipt of the offer letter. Till this letter is issued, the offer has not taken place

in formal sense. A copy of the offer letter shall be duly signed and returned to the

candidate. Candidate would be expected to fulfill various joining formalities, which are

also formally communicated to him/her in the form of a checklist that is attached to the

letter of offer. The Regional HR head shall have the overall responsibility and

accountability to maintain the templates of the offer letters and also for drafting of

suitable non-standard terms to any specific candidate.

F. The employee service team will follow up Branch Manager/Regional HR Manager for

the joining of the candidate and will collect all relevant documents from the candidate

including the joining report, before issuing the appointment letter. The employee service

team may enlist the help of the Branch Manager to ensure that all necessary documents within

ten days o the person joining. After the of all necessary documents, the employee service

team will send the appointment letter to the new joinee.

G. Once the documentation is complete for the new joinee (including the accepted

appointment letter), people who may have joined before 20th of the month but have

not been included in the payroll for the month because of delay in receipt of papers

will be given ad-hoc salary advance (up to maximum of 65% of the pro rated salary).

This advance will be adjusted once the person gets included in the subsequent month s

payroll.

H. If the person does not submit the relieving letter from the previous organization, where

required to be submitted as per the table given above, within three months of joining,

the employee service manager can put their salary on hold till such time as the said

documents are received.

Key tasks of Regional HR Head

Regional HR Head will have the authority and responsibility to

administer/implement the recruitment and selection process as outlined. An illustrative list




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of the key deliverables of these incumbents is listed below.

Ensuring inductions as per quality, numbers, time and cost consideration of the

company in accordance with the approved manpower budget.

Creation of appropriate sourcing mechanism along with tracking the performance of

these mechanisms.

Creation of quarterly and monthly recruitment plans

Effective coordination with external parties such as candidates, placement agencies,

consultants, academic/professional institutes and any other including the custody of the

formal agreements , tracking timely payments and adjusted thereto

Creation of comprehensive and appropriate tools, linkages, documents, templates and

any other mechanisms to ensure smooth execution of the process requirement, along

with timely improvements thereto

Assistance to user department and line managers including in interviewing/selection

support, scheduling etc.

Effective internal communication with user departments and line managers including

making the standard recruitment formats and other templates easily available to such

users and notifying the modifications to such formats and templates.

Creation and maintenance of qualitative information base regarding candidates,

placement agencies, campuses, institutes, and any other employment-market

information.

Creation and maintenance of appropriate and high-quality MIS for current and future

needs of the organization, including publication/circulation of appropriate reports therefrom to the relevant users within the company.

Monitoring recruitment costs

Complete documentation for the entire recruitment and selection process for easy and

quick retrieval in a readily auditable format

Timely and effective communication with all internal and external parties including the

candidates

Tracking the progress of the selected candidates including resignation, extensions of

probation periods/training period, etc for the purpose of improvement to recruitmentand selection process.

Effective coordination with the post recruitment arm of the Human Resource function

Documentation and creating MIS regarding waiver, deviation, etc and identifying the

key areas for improvement in the formal recruitment and selection process document.




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SWOT Analysis of ICICI Prudential LifeInsurances Recruitment Process

RECOMMENDATIONS & SUGGESTIONS

Compress the "white space" in your hiring process.

White Spaces are delays in hiring process that are unproductive, waste time, and virtually

assure you'll lose talented candidates. Often the longest delays occur between critical

Strengths

Brand equity of Kotak Mahindra Bank.

Rigorous Pre-Hiring assessment tests tounderstand aptitude and personality ofcandidates.

Proper reference checks to ensure thatonly bonafide candidates are appointed.

Adequate number of channel partners togenerate footfalls for each location.

Footfall MIS being maintained at eachbranch locally by Admin.

Weaknesses

Pre assessment tests are costly.

Conversion of footfalls is low.

Lengthy pre-offer formalities.

Huge employee turnover.

Opportunities

Campus recruitments have hugepotential for fulfilling manpowerrequirements cost effectively.

Tie up with recruitment agencies onsupplying fixed number of footfalls weekon week.

Develop exclusive contract with channelpartners to meet the manpowerrequirements.

Make blue form brief and to the point.

Reduce turn around time of making anoffer.

Threats

Increasing number of private players ininsurance sector creates ample choices,frequent and easy mobility foremployees.

Same channel partners are handling allinsurance companies. This leads to same

pool of candidates being circulated to allpartners.

Increasing spill over as a candidate hasmore than one offer at the time of makinga job shift.

As the insurance industry is small,senior level candidates hesitate to meetHR of other companies for the fear ofgrapevine.




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selection events. For example, a recruiter may need several weeks to screen a few hundred

resumes from the Web job boards, or candidates who make it through screening may wait

weeks to interview with a hiring manager.

Here at ICICI Prudential Life Insurance, the delays occur when the outstation candidates are

called for interviews at Regional branches like Delhi and Mumbai. Sometimes, because of

busy schedule of senior managers and sometimes because of tight schedule of candidate, the

interview has to be postponed. This delay could be minimized by scheduling interviews in

the regional locations. It is recommended to reduce the turnaround time for the recruitment

and selection process. It must be made mandatory for the candidates to take the test, filling

up forms etc within the stipulated time, this will make sure that the candidates do not hold

casual attitude and take the recruitment process more seriously. Additionally it can send

across a positive image about the company. White space in recruitment can be compressed

by the use of IT also. Technology (such as automated or Web-based tracking) is ideal for

eliminating unnecessary steps and reducing delays.

Tie up with more & more consultants from multiple segments

Since the limited placement agencies are sourcing candidates to all insurance companies,

there often comes the problem of duplication of data. Therefore it is recommended that

more and more consultants should be tied up from multiple segments to attract large pool of

new and fresh talent.

Know what you're looking for in candidates.

It is observed that the candidates sourced by placement agencies and send for further

rounds of interviews are rarely found suitable by the hiring managers. Therefore, in case

there is need to utilize the service of a placement agency, then it is recommended that

these placement agencies be given a well drafted job description and job specification.

This can also be circulated to internal employees under the employee referral scheme.

This will help people to get a clearer picture and provide for most suitable candidates.

Thus making efficient utilization of the existing resources.

Reduce the pre offer formalities:

Pre-offer documentation includes filling of a lengthy Blue form which includes all personal,

educational and professional details of candidate. This is very time consuming and even

after taking these details from candidate its not sure that offer will be made or not. This also

becomes frustrating for the candidate sometimes. So, it is recommended that unnecessary

details should not be asked before we make the final offer to the candidate. Blue form

should be made consise.

One size doesnt fits all

An effort must be made to study local condition, education levels. Since applying

common test for all candidates across entire country can overshadow a candidates

capabilities. This factor must be given importance since Indian society is divided on

various parameters such as education, language, infrastructure etc. A test with high level

of English and complicated sentence structure can be a hurdle in areas where language

itself is barrier. An option is to have different tests for different regions.




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Blend technology into every aspect of your recruiting and hiring

process.

Web-based technology lets you increase hiring speed and quality while reducing costs.

Currently, job boards constitute the biggest use of the Web, offering access to thousands

of resumes within hours. But the Web can also be a powerful tool for screening and

qualifying that flood of resumes. Companies have begun to use the Web to collect and

instantly match data on candidate skills, motivations, and experiences against job

criteria. Other uses of Web-based technology include online interviewing, candidate

assessment and testing, applicant self-scheduling, and tracking. Work the Web wisely

and you save time for recruiters and hiring managers and nab top candidates before

your competitors can.

It is recommended that apart from the person-job fit, method must be devised to check

for person-organization fit. A person-organization helps to assess how well a candidate

is suited the organization. Whether the attitude he/she carries will promote both

organizational as well personal goals. This takes a great importance especially when

attrition is high. It will help the organization to retain its employees for a longer periodof time and less burden on recruitment staff.

Build and manage your candidate pool as a precious resource.

A "candidate pool" is a group of individuals who have shown interest in working for

your company and are qualified for and ready to fill certain positions. Rather than

undertaking the time-consuming process of filling one job at a time, you draw on the

candidate pool and fill jobs as they become available. How do you keep a pool active?

Some companies send their newsletters to pool candidates, give them product coupons,

and keep in touch through e-mail. Pool management is not easy in a tight labor market --

good candidates often go elsewhere. But many organizations, especially those with a

reputation as a great place to work, are able to fill positions quickly using the pool

concept.

Create winning impression even on those who are not selected

Its very important to create a favorable impression of your organization on all those who

come for interview. Those who are not selected in the first round of personal interview

should also carry this impression that they have missed the opportunity to work in a

great company. For this, there must a proper coordination of the interview of the

candidate and greater degree of professionalism. A candidate when invited for a

interview must be attended as soon as possible and should be made to wait for hourstogether. Interviews conducted on a scheduled time leave a good impression on the

candidate. Even if he is not selected, a good impression about the will make him

recommend the name to his people.

CONCLUSION

Insurance is confronted with high attrition rate. Therefore it makes recruitment a

critical function in the organization. In order to grow and sustain in the competitive

environment it is important for an organization to continuously develop and bring out




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innovations in all it activities. It is only when organization is recognized for its quality

that it can build a stability with its customers. Thus an organization must be able to stand

out in the crowd.

The first step in this direction is to ensure competitive people come in the

organization. Therefore recruitment in this regard becomes an important function. The

organization must constantly improvise in its recruitment process so that it is able to attract

best in the industry in order to serve the best. Thus the organization must look out for

methods that can enable it to adopt best recruitment practices.

LEARNINGS

Every endeavor undertaken to accomplish challenging goals, can only be successful under the

experienced and encouraging guidance. I am privileged to have undergone training at ICICI

Prudential Life Insurance. As learning never stops, my learning at Kotak has come from a lot of

exposure, on the job training and close interaction with the corporate. In brief my learning and

achievements can be summarized as under:

Understanding of person and profile fit.

Convince people about the job profile and to sell the job to the prospective candidate

Following up with the candidates during the entire selection process

Learned to convince candidates about the offer rolled out and making them accept the offerthrough effective communication

Learning about salary fitments.

Communicating with the corporate

Performance appraisals, its various types, implications and significance

Handling queries received from various quarters

Managing HR department in the absence of HR manager

Reply to official mails

Prioritize issues according to their importance

Field work exposure to tap candidates that further strengthened the learning.




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