Professional Documents
Culture Documents
A Project Report
for
BY :
Acknowledgement
We take this opportunity to thank all the people whose cooperation and encouragement
made the completion of this research project a possibility.
First of all we wish to express my sincere gratitude and for all the support
throughout the project study to my research guide Mr.Binto Kurien under whose
guidance the Research was undertaken. Without his supervision at each stage of research,
the task would not have been accomplished.
Last but not the least I wish to thank all the respondents who gave me some of
their valuable time to fill up the questionnaires, without which the Research wouldn’t
have been a success.
Date: ………………
Place: Bangalore SIBI ABRAHAM.C
DECLARATION
……………………………………..
Signature
Date:
TABLE OF CONTENTS
1. Executive Summary
2. Introduction
3. Company profile
4. Methodology
6. Summary of findings
7. Recommendations
8. Conclusion
9. Bibliography
10. Annexure
EXECUTIVE SUMMARY
A firm should evaluate its recruitment and retention process along with all its other
human resource management activities. Collecting appropriate evaluation measures on
recruitment and retention efforts can help an organization to predict the time and budget
needed to fill future openings. Identify the recruiting and retention methods that yield the
greatest number and/or the greatest quality of candidates, and evaluate the performance
of each individual.
The granddaddy of all recruiting evalvuation measures is cost per hire, though speed of
filling vacancies is also an important measure. Nationwide insurance , a large insurance ,
financial services firm and also the fast growing software industries in Bangalore ,
recently benchmarked its recruiting methods and subsequently made a number of
improvements to the process. Improvements in the recruitment process were needed to
modify and improve the recruitment process. Many studies have been done to study the
recruitment process of the software companies.
Insurance Industry is emerging in a big way in both the Indian and the
overseas market and is on a recruitment spree to absorb the talented,
skilled and performance driven individuals for the industry. There is a
tendency among the recruiters to employ skilled workers. The penchant
of the insurance industry to recruit form Indian can be attributed to a
variety of reasons.
Human resources is a term with which many organizations describe the combination of
traditionally administrative personnel functions with performance , Employee Relations
and resource planning. The field draws upon concepts developed in
Industrial/Organizational Psychology. Human resources has at least two related
interpretations depending on context. The original usage derives from political economy
and economics, where it was traditionally called labor, one of four factors of production.
The more common usage within corporations and businesses refers to the individuals
within the firm, and to the portion of the firm's organization that deals with hiring, firing,
training, and other personnel issues. This article addresses both definitions.
The objective of Human Resources is to maximize the return on investment from the
organization's human capital and minimize financial risk. It is the responsibility of human
resource managers to conduct these activities in an effective, legal, fair, and consistent
manner.
1. Selection
4. Promotions
5. Redundancy
Modern analysis emphasizes that human beings are not "commodities" or "resources",
but are creative and social beings that make class contributions beyond 'labor' to a society
and to civilization. The broad term human capital has evolved to contain some of this
complexity, and in micro-economics the term "firm-specific human capital" has come to
represent a meaning of the term "human resources."
An extreme version of this view is that historical inequities such as African slavery must
be compensated by current developed nations, which benefited from stolen "human
resources" as they were developing. This is an extremely controversial view, but it echoes
the general theme of converting human capital to "human resources" and thus greatly
diminishing its value to the host society, i.e. "Africa", as it is put to narrow imitative use
as "labor" in the using society.
Advocating the central role of "human resources" or human capital in enterprises and
societies has been a traditional role of Human Resource socialist parties, who claim that
value is primarily created by their activity, and accordingly justify a larger claim of
profits or relief from these enterprises or societies. Critics say this is just a bargaining
tactic which grew out of various practices of medieval European guilds into the modern
trade union and collective bargaining unit.
A contrary view, common to capitalist parties, is that it is the infrastructural capital and
(what they call) intellectual capital owned and fused by "management" that provides most
value in financial capital terms. This likewise justifies a bargaining position and a general
view that "human resources" are interchangeable.
A sign of consensus on this latter point was the ISO 9000 series of standards which in its
1994 revision could be understood to require procedures or a "job description" of every
participant in a productive enterprise. The 2000 revision of ISO 9001 in contrast requires
to identify the processes, their sequence and interaction, and to define and communicate
responsibilities and authorities. In general, heavily unionized nations such as France and
Germany have adopted and encouraged such job descriptions especially within trade
unions. One view of this trend is that a strong social consensus on political economy and
a good social welfare system facilitates labor mobility and tends to make the entire
economy more productive, as labor can move from one enterprise to another with little
controversy or difficulty in adapting.
An important controversy regarding labor mobility illustrates the broader philosophical
issue with usage of the phrase "human resources": governments of developing nations
often regard developed nations that encourage immigration or "guest workers" as
appropriating human capital that is rightfully part of the developing nation and required
to further its growth as a civilization. They argue that this appropriation is similar to
colonial commodity fiat wherein a colonizing European power would define an arbitrary
price for natural resources, extracting which diminished national natural capital.
The debate regarding "human resources" versus human capital thus in many ways echoes
the debate regarding natural resources versus natural capital. Over time the United
Nations have come to more generally support the developing nations' point of view, and
have requested significant offsetting "foreign aid" contributions so that a developing
nation losing human capital does not lose the capacity to continue to train new people in
trades, professions, and the arts.
An extreme version of this view is that historical inequities such as African slavery must
be compensated by current developed nations, which benefited from stolen "human
resources" as they were developing. This is an extremely controversial view, but it echoes
the general theme of converting human capital to "human resources" and thus greatly
diminishing its value to the host society, i.e. "Africa", as it is put to narrow imitative use
as "labor" in the using society.
The traditional but extremely narrow context of hiring, firing, and job description is
considered a 20th century anachronism. Most corporate organizations that compete in the
modern global economy have adopted a view of human capital that mirrors the modern
consensus as above. Some of these, in turn, deprecate the term "human resources" as
useless.
Features
Personnel administration
Personnel management
Manpower management
Industrial management
But these traditional expressions are becoming less common for the theoretical discipline.
Sometimes even industrial relations and employee relations are confusingly listed as
synonyms although these normally refer to the relationship between management and
workers and the behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are
individuals with varying goals and needs, and as such should not be thought of as basic
business resources, such as trucks and filing cabinets. The field takes a positive view of
workers, assuming that virtually all wish to contribute to the enterprise productively, and
that the main obstacles to their endeavors are lack of knowledge, insufficient training,
and failures of process.
HRM is seen by practitioners in the field as a more innovative view of workplace
management than the traditional approach. Its techniques force the managers of an
enterprise to express their goals with specificity so that they can be understood and
undertaken by the workforce, and to provide the resources needed for them to
successfully accomplish their assignments. As such, HRM techniques, when properly
practiced, are expressive of the goals and operating practices of the enterprise overall.
HRM is also seen by many to have a key role in risk reduction within organisations.
Synonyms such as personnel management are often used in a more restricted sense to
describe activities that are necessary in the recruiting of a workforce, providing its
members with payroll and benefits, and administrating their work-life needs. So if we
move to actual definitions, Torrington and Hall (1987) define personnel management as
being:
“a series of activities which: first enable working people and their employing
organisations to agree about the objectives and nature of their working relationship and,
secondly, ensures that the agreement is fulfilled" (p. 49).
".......those decisions and actions which concern the management of employees at all
levels in the business and which are related to the implementation of strategies directed
towards creating and sustaining competitive advantage" (p. 352).
Academic theory
The basic premise of the academic theory of HRM is that humans are not machines,
therefore we need to have an interdisciplinary examination of people in the workplace.
Fields such as psychology, industrial engineering, industrial and organizational
psychology, industrial relations, sociology, and critical theories: postmodernism, post-
structuralism play a major role. Many colleges and universities offer bachelor and master
degrees in Human Resources Management.
One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines
4 fields for the HRM function:
Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of
administration and employee champion, and are seen rather as reactive than strategically
proactive partners for the top management. In addition, HR organizations also have the
difficulty in proving how their activities and processes add value to the company. Only in
the recent years HR scholars and HR professionals are focusing to develop models that
can measure if HR adds value.[7]
Two studies of employees in the life insurance industry examined the impact of employee
perceptions that they had the power to make decisions, sufficient knowledge and
information to do the job effectively, and rewards for high performance. Both studies
included large samples of employees (3,570 employees in 49 organizations and 4,828
employees in 92 organizations). In both studies, high-involvement management practices
were positively associated with employee morale, employee retention, and firm financial
performance[3]. Watson Wyatt found that high-commitment organizations (one with
loyal and dedicated employees) out-performed those with low commitment by 47% in the
2000 study and by 200% in the 2002 study.[8]
Influences
Employee clarity of job expectations. "If expectations are not clear and basic
materials and equipment not provided, negative emotions such as boredom or resentment
may result, and the employee may then become focused on surviving more than thinking
about how he can help the organization succeed."
Career advancement/improvement opportunities. "Plant supervisors and managers
indicated that many plant improvements were being made outside the suggestion system,
where employees initiated changes in order to reap the bonuses generated by the
subsequent cost savings."
Regular feedback and dialogue with superiors. "Feedback is the key to giving
employees a sense of where they’re going, but many organizations are remarkably bad at
giving it."[4] "'What I really wanted to hear was 'Thanks. You did a good job.' But all my
boss did was hand me a check.'"
Perceptions of the ethos and values of the organization. "'Inspiration and values' is
the most important of the six drivers in our Engaged Performance model. Inspirational
leadership is the ultimate perk. In its absence, [it] is unlikely to engage employees."
A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted. The
result is a pool of applications from which new employees are selected.
Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organisation so that the management can select the
right candidate for the right job from this pool. The main objective of the recruitment
process is to expedite the selection process.
PLANNED i.e. the needs arising from changes in organization and retirement policy.
ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can predict
by studying trends in internal and external environment.
UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.
Create a talent pool of candidates to enable the selection of best candidates for the
organisation.
Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
Help increase the success rate of selection process by decreasing 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.
Meet the organizations legal and social obligations regarding the composition of its
workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organization and individual effectiveness of various recruiting techniques and
sources for all types of job applicants
Retention
The process of employee retention will benefit an organization in the following ways:
• Job is not what the employee expected to be: Sometimes the job responsibilities
don’t come out to be same as expected by the candidates. Unexpected job
responsibilities lead to job dissatisfaction.
• Job and person mismatch: A candidate may be fit to do a certain type of job
which matches his personality. If he is given a job which mismatches his
personality, then he won’t be able to perform it well and will try to find out
reasons to leave the job.
• No growth opportunities: No or less learning and growth opportunities in the
current job will make candidate’s job and career stagnant.
• Lack of trust and support in coworkers, seniors and management: Trust is the
most important factor that is required for an individual to stay in the job. Non-
supportive coworkers, seniors and management can make office environment
unfriendly and difficult to work in.
• Stress from overwork and work life imbalance: Job stress can lead to work life
imbalance which ultimately many times lead to employee leaving the
organization.
• New job offer: An attractive job offer which an employee thinks is good for him
with respect to job responsibility, compensation, growth and learning etc. can lead
an employee to leave the organization.
Employee Retention Strategies
The basic practices which should be kept in mind in the employee retention strategies
are:
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the organization.
9. Create an environment where the employees want to work and have fun.
These practices can be categorized in 3 levels: Low, medium and high level.
Recruitment and Retention Issues in companies
Recruitment pressures have increased by more than 20 per cent during the past twelve
months, despite the economic slowdown and wave of redundancies.
According to the Chartered Institute of Personnel and Development (CIPD), the problem
exists across all sectors and regions with more than nine out of ten of the 557
organisations surveyed experiencing difficulties.
The CIPD’s survey confirms the trend of the ‘3Rs effect’, where mass redundancy co-
exists alongside recruitment and retention difficulties.
The three main causes of the problem include a lack of specialist skills, poor quality
applicants and pay inflexibility, all of which are particularly acute in the public sector.
The cost of living is also cited as a major reason - in London and the South East in
particular.
Meanwhile, the number of organisations reporting retention difficulties has jumped even
more markedly in the past year from half in 2002 to more than seven out of ten this year.
The problem is even more acute in the public sector, where more than eight out of ten
report problems. Retaining administrative staff is also proving difficult. And more
organisations in London report retention difficulties than in any other UK region.
Angela Baron, CIPD Adviser on Employee Resourcing and the survey's co-ordinator
comments, "Recruiting and retaining staff remains HR's biggest challenge in spite of the
economic downturn. While some may see this as surprising, a combination of low
unemployment and a massive expansion in public sector recruitment has meant that staff
at all levels, in all sectors and in all regions are difficult to recruit and retain.
"The problems are particularly acute in the public sector where the demand for trained
specialist staff currently exceeds supply. However, this should even itself out over time
as more trained staff come on stream."
One result of these recruitment and retention problems is that employers are now more
prepared to train new recruits and lower the level of experience required. Seven out of ten
organisations now say that they will appoint people with potential who do not currently
meet the job requirements, while the use of coaching and mentoring has also increased
sharply.
Although more than a third of organisations have improved their starting salaries to
recruit staff, the number that have increased pay to retain staff has dropped, a reflection
of difficult economic conditions.
But this pay inflexibility has led to almost a half of organisations losing candidates, with
the public sector the biggest loser. More than six out of ten public sector organisations
see pay as a major issue.
On the flip side, however, a greater emphasis on work-life balance has become the public
sector’s key retention weapon. Half of public sector organisations offer flexible working
hours compared with just a quarter of manufacturing and production organisations. Half
of not-for-profit and public service organisations also offer both family-friendly and
work-life balance provisions beyond the legal minimum.
When staff do decide to leave, three-quarters of organisations monitor the findings from
exit interviews and six out of ten use staff attitude surveys. But less than a third monitor
the financial cost of replacing leavers.
Problems with staffing and retention may not be due to bad hires or a low unemployment
rate.
In fact, they may be related to poor management insight by not recognizing your
employees as a core competency in your business strategy. Although employees may not
fit the strictest definition of a core competency, it is a fact that your employees are the
ones responsible for creating many of your core competencies. It is an undisputable fact
that failure to recognize the importance of employee contributions will lead to failure
regardless of your business strategy.
Creating a strategic plan and definitive initiatives is the easy part of the formula for
success. The difficult part is finding, recruiting and retaining the appropriate talent
combination in today's market to carry out that plan. Recruitment and retention are major
issues in most industries today. These issues are especially critical to the wholesale
distribution industry for two reasons:
First, wholesale distribution is one of our aged-basic industries that doesn't necessarily
project the excitement of the high-tech industries and the dot coms of the new millennium
(even though many have crashed and burned).
Second, the number of employees between the ages of 25 and 44, traditionally the bulk of
the workforce, will continue to decline in the United States for at least the next five years.
The baby-boomers are aging quickly toward retirement.
Under these circumstances, how in the world does a company not only recruit new talent,
but protect the talent they have? Questions about compensation, training, incentives,
benefits and work environment always come to the forefront. The answer is committing
to becoming an employer of choice (EOC) with as much tenacity as you commit to being
a supplier of choice, always wanting the first call and last look.
Many company executives pay far too little attention to this part of their businesses.
Often the mindset is that this is the "touchy-feely" stuff that's a non-revenue producing
necessary evil. Maybe that thought process didn't hurt the company in the 80's or early
90's when unemployment in some areas reached 10%, but that's not the case today where
the labor unemployment rate in many markets is less than 4%. When unemployment is
that low, most people who are unemployed just don't want to work. As a result, there is a
lot of corporate raiding going on. Even with the recent massive layoff announcements by
the automotive industry and some high-tech industries, unemployment remains at a level
that just is not conducive to recruitment and retention.
Going on midnight raids? Offering BMWs as signing bonuses? Paying way above market
wages? NO, the answer is building a human resource strategy into your business plan.
Get over the old paradigm that human resource departments are too costly and of little
value. In fact, those companies that adopt that philosophy actually spend more money by
having highly compensated managers, particularly sales managers, running ads, receiving
resumes and doing preliminary interviews when they should be selling. The costs
associated with that process as well as the revenue lost due to extended position
vacancies inevitably far exceeds the annual costs of dedicated human resource
professionals. Secondly, a huge percentage of new hires will jump ship within 18 months
if they sense the company is not committed to its employees. They will jump if the
company does not accept them into the fold properly by offering initial orientation,
subsequent training and a culture that treats the employee as the company's most precious
assets.
The question is not, "Can you afford to invest in this soft touchy-feely stuff?" The
question becomes, "Can you afford to not invest in your most important asset, your
employees?"
The old paradigm creates a bias against paying attention to the human element of the
workforce. Many company executives that do strategic business plans initiate from the
top down instead of the bottom up often ignoring the real value of a strategic plan. The
real value is the involvement and education of your employees in completing the plan,
not in the document itself.
This bias that exists in many companies is almost as though admitting that employees are
the most precious of corporate assets will lead to an anarchy on which owners and
managers will fall at the mercy of the workforce. Well, shake your head in disbelief if
you want to, but the reality of the situation is that you are at the mercy of your workforce.
The rules have to continue to change. If you aren't willing to admit that and get your head
in the game then you won't survive in the new millennium.
"People are not profits but without people there are no profits."
Some companies recognized their dilemma years ago. Many of the top performers in your
industry are at the top because they strive to be employers of choice. These are forward
thinking companies that have found solutions to their recruitment and retention
challenges. Following in their footsteps requires an initial "gut check." Honestly ask
yourself how your employees would answer questions like:
Do you receive performance updates and recognition beyond a once a year chat with your
boss?
These questions relate to the basic core competencies of human resources: staffing,
training, rewarding, recognizing and organizing. The business strategic plan cannot
succeed without paying attention to this part of the business. You must facilitate your
employees' involvement and feedback into this process. This basic premise in
implementation across steel service centers varies according to size. The same plan for a
$20 million privately held company would not work for a $500 million private or public
company.. EOC
To solve your recruitment and retention problems you must strive to become an
Employer of Choice. To accomplish that objective you must have a Human Resources
strategy that is integrated into your corporate strategic plan that acknowledges and
recognizes the employees as the company's most precious asset. R2 = EOC
Recruitment Policy Of a Company
The sort of careers available in HRM are varied. There are generalist HRM jobs such as
human resource assistant. There are careers involved with employment, recruitment and
placement and these are usually conducted by interviewers, EOE (Equal Opportunity
Employment) specialists or college recruiters. Training and development specialism is
often conducted by trainers and orientation specialists. Compensation and benefits tasks
are handled by compensation analysts, salary administrators, and benefits administrators.
Each company has a different set of circumstances, and so develops an individual set of
human resource policies.
• To ensure that every applicant and employee is treated equally with dignity and
respect.
• Unbiased policy.
• Organizational objectives
Every person who has cleared higher secondary examination can become an Agent other
than a minor or the person who is convicted in any court for crime or any legal
proceedings. Men and women both can work as an Agent. A single person can be
associated with other life insurance companies.
A training program is there to train a person who wants to become an Agent. There is 100
Hrs. training program which can be done either with the physical appearance in the class
room or the interest basis. In the classroom training the trainee has to be physically
present in the training session. There are difference sessions of training program. A
trainee can attend any session according to his comfort. The training period is of 25 days
approx. If the trainee does not have enough time to devote in the classroom training, then
there is another option left that is training on Internet.
On the basis of Internet the trainee has provided a login number along with the password
through which he operated his login and completed his training hrs. as convenient. Each
and every hour pass on the net under his login head will be count on his account. The test
for the training program is also on line. This is only procedure to be an Insurance Agent.
The FC is the interface between the customer and insurance company. l The agent
should be able to accomplish the following service.
Ensuring peace of mind and quality of life for the millions of people around you.
Telecalling
Contacting the person directly (interview)
Collect references.
Some important steps to make effective telecalling:-
Clearly succinctly explain how the meeting will be benefiting the prospect.
Achievements:
Got the knowledge about, how to differentiate our product form that of LIC.
Made more and more people aware about my companies Products (Policies)
Taken some appointments for policies and got positive response from 8 persons with the
help of my BDM.
RECRUITMENT PROCESS:
Steps in recruitment of Insurance Agents
2. Brochure
3. Company’s plan
4. Questionnaire
Modes of Contact
Personal Contacts
References
Phone Calls
As a financial consultant the role will be to identify prospective customer. You will
makes presentation, as to how you can help analyses their financial needs, provide
customize financial solution to cater to their respective needs and conduct reviews on
regular basis to keep customers on thank.
Zero investment: There is no start-up capital. Be an own boss with a flexible working
environment, unlimited earning potential and the opportunity to be part of world class
sales team.
Flexible work timings, part time or full time: FCs can work whenever he likes and
from whereeve4r he like, FCs can work full time depending on their convenience its like
no other job however, the time.
Sunrise industry: Life insurance in India has a huge potential for growth Statistics
reveal that only 25% of the insurable population in India is insured and those insured are
in need of still higher insurance cover. The over 100% growth displayed by private life
insurers indicates this hu7ge untapped potential.
Strong Partnership:
We have been rated by business world magazine. As Indies most respected private life
insurance company 2004.
We have grown over 130% in the last and more than 8 Lakhs policy holder. HDFC
standard life insurance has one of the highest brand recall of around 80%
At HDFC standard training is an inherent element of our support system for FCs. Some
of our training and support initiative are as:
IRDA Training: Online training of 100 hrs. prepares for career as FCs and enables to
pass the IRDA examination. After the IRDA license, first step towards a successful
career as a FC.
Basic Training and Induction: Independence of work experience, this training will give
perfect knowledge about the insurance industry along with comprehensive knowledge
about the insurance along with comprehensive knowledge abut HDFC SLIC Product.
Disha training: This is a professional sales skill program eased by us to one selling
skills. Those program enable to understand customer need and provide need based
insurance solution.. A huge step from an amateur to a true finance professional.
HDFC Incorporated in 1977 with a share capital of Rs 10 Crores, HDFC has since
emerged as the largest residential mortgage finance institution in the country The
corporation has had a series of share issues raising its capital to Rs. 119 crores. The gross
premium income for the year ending March 31, 2007 stood at Rs. 2, 856 crores and new
business premium income at Rs. 1,624 crores. The company has covered over 8,77,000
lives year ending March 31, 2007.
HDFC operates through almost 450 locations throughout the country with its corporate
head quarters in Mumbai, India. HDFC also has an International Office in Dubai, UAE,
with service associates in Kuwait, Oman and Qatar.
HDFC is the largest housing Company in India for the last 27 years.
STANDARD LIFE
Standard Life is Europe’s largest mutual life assurance company. Standard Life, which
has been in the life insurance business for the past 175 years is a modern company
surviving quite a few changes since selling its first policy in 1825. The company
expanded in the 19th century from kits original Edinburgh premises, opening offices in
other towns and acquitting other similar businesses.
Standard Life Currently has assets exceeding over £ 70 billion under its management and
has the distinction of being accorded “AAA” rating consequently for the six years by
Standard and Poor.
JOINT VENTURE
HDFC Standard
Life Insurance Company Limited was one of the first
companies to be granted license by the IRDA to
operate in life insurance sector. Reach of the JV player is highly rated and been conferred
with many awards. HDFC is rated ‘AAA ’ by both CRISIL and ICRA. Similarly,
Standard Life is rated ‘AAA’ both by Moody’s and Standard and Poor’s. These reflect
the efficiency with which HDFC and Standard Life manage their asset base of Rs. 15,000
Cr and Rs. 600,000 Cr. Respectively.
HDFC Standard Life Insurance Company Ltd was incorporated on 14th August 2000.
HDFC is the majority stakeholder in the insurance JV with 81.4 %stale and Standard :of
as a staple pf 18.6% Mr. Deepak Satwalekar is the MD and CEO of the venture.
HDFC Standard Life Insurance Company Ltd. Is one of India’s leading Private Life
Insurance Companies., which offers a range of individual and group insurance solutions.
It is a joint venture between Housing Development Finance Corporation Limited (HDFC
Ltd.) India’s leading housing finance institution and the Standard Life Assurance
Company, a leading provider of financial services from the United Kingdom. Both the
promoters are will known for their ethical dealings and financial strength and are thus
committed to being a long-term player in the life insurance industry- all important factors
to consider when choosing your insurer.
PRODUCTS
VISION of HDFCSL
The most successful and admired life insurance company, which means that we are the
most trusted company, the easiest to deal with, offer the best value for money, and set
the standards in the industry. In short,
“The most obvious choice for all”
Values of HDFCSL
- Integrity - Innovation
SWOT
STRENGTHS
2. HDFC Standard Life has the financial expertise required to manage your
long-term investments safely and efficiently.
3. The company has covered over 8,77,000 lives year ending March 31,
2007
4. Rated ‘AAA’ by CRISIL and ICRA for the 10th consecutive year for
High service standards
WEAKNESSES
2. Low number of offices and network and number of life insurance agents.
1. Life insurance has captured its mere15 – 20% growth therefore a wide
open untapped market is open to the company to develop, grow and measure its
success.
2. Still the number of companies are few and company has every
capabilities to grow and forward its performance areas to the widest
THREATS
1. People are hesitant to invest and put their hard earned money to the
private life insurance company with the fear of getting lost.
5. Rising real estate industry also pose threat as people are investing a bulk
of their money over to that industry.
OBJECTIVES OF THE STUDY
Recruitment helps a company to achieve its objective from time to time by creating a
positive attitude among workers. Reducing wastage and making maximum use of
resources etc.
Allocating the jobs to the right person :-
If proper recruitment and selection methods are followed, the company will be able to
select the right people for the right job. When this happens the number of people leaving
the job will reduce as the will be satisfied with their job leading to decrease in labour
turnover
To know the benefits of Recruitment to the employees with respect to welfare activities
LIMITATIONS OF THE STUDY
• The sample size. We restricted ourselves to samples. And due to this errors while
would have arisen in analyzing the data since important data’s were not recorded.
• There was also a time constraint. There was little time given to complete the
project since we were doing our internship as well at the same time.
• Most of the people whom we surveyed did not give out sufficient information
which could have been useful to our project.
1- Candidates are less aware about recruitment in the private insurance company in
market.
2- HDFC is too selective in making a FC rather than to appoint any one like LIC.
3- Candidates don’t want to join as financial consultant because it’s on commission
basis they want job on salary basis.
4- Candidates are joining HDFC the segment is more of tax consultant, investment
for consultant and other people who are engaged in investment business that is
because they want to diversify their portfolio.
5- HDFC SLIC is having good retention strategies for their financial consultant.
Reason for not joining HDFC SLIC.
Associated with an other company.
Do not have time
Low sales.
Private Player.
Lack of awareness.
SUGGESTIONS
1. Need to train and develop life insurance agents with more comprehensive
knowledge and skills to counter every queries of the customer.
2. It is suggested that company should not left any stone unturned towards
sound advertisement and promotional measures on every section whether it is
printed, media or or air via radio.
4. Also, care need to be taken that every customer’s grievance should be met
with delight whether before purchase or after sales.
RESEARCH METHODOLOGY
ii) Secondary sources: -Where the data is obtained from some published
and printed sources such as newspaper, magazines, websites and so on.
b) Analyzing of collected data: - The data collected through market survey and
published sources is then processed to obtained necessary inferences and findings for
the purpose of achieving the objective as well as to derive necessary conclusion. A
considerable skill and knowledge is involved in analyzing the data for the purpose of
interpreting thereof.
c) Interpreting of data: - it is the significant step where the data collected and
analyzed is interpreted in the forms of graphs and figures is depicted in the report
called Project report.
There are two types questionnaire bing carried necessary for the market survey
of the summer training being undertaken and put for the by the trainee to the
sample people taken as a base for entire population:
a) Open ended Questionnaire: - where the people (also called respondents) are
required freedom to present their views and suggestions for the benefits and success
of the organization.
There are two type of sampling – i) Random Sampling and ii) Systematic
sampling.
The first question in the survey was to find out how many people were aware of the
recruitment policy of the organization. And this is the result as shown below.
As shown in the pie graph above(in percentage) most of the people who said yes
make up 97% of the total people shown in.
While 3% of the total people said they have no idea of the recruitment policy of
their organization.
Most of the employees are aware of the recruitment policy of their organization
i.e.
ANALYSIS OF THE INTERPRETATION
There are different ways by which organizations recruit their employees. And an analysis
was made according to this after taking the surveys.
The x-axis shows different ways, the company use to recruit their employees.
The y-axis shows numbers (not in percentage) of how employees get recruited in .
Only 1 respondent specified others i.e. he was the person responsible for
recruiting employees .
This was split up into three different sectors--- 45%-50% ---- 55%-75% ----- 75%>
An accuracy of 75% was registered by 43% of the respondents which came in top.
This shows that the compny accuracy in their recruitment and retention process is
more than 75% by majority (43%).
ANALYSIS OF THE INTERPRETATION
The next question deals with how much awareness the employees working in a
software company have about the retention policies of their organization.
It seems that the respondents who were not aware of the retention policy made up
55% of the total respondents.
Respondents who were aware of the retention policy were less than those who
were aware of it. They made up 45% of the total respondents.
ANALYSIS OF THE INTERPRETATION
The next question deals with the different methods by which employees are retained in
the company.
The bar graph shows that most of thecompany go for increasing the salary
annually.
The least popular among the 40 respondents working in different company were
methods like incentives and appraisals used in order to retain their employees.
ANALYSIS OF THE INTERPRETATION
The next question was asked to find out whether the employees working in the
company think that the recruitment and retention policy are interrelated.
As indicated by the pie chart 77% of the total respondents said “yes, the
recruitment and retention policy were indeed interrelated”.
But 23% of the total respondents said “recruitment and retention policy were not
interrelated”.
ANALYSIS OF THE INTERPRETATION
Next the respondents was asked to rate their organizations retention policy as
compared to the industry.
40% agreed that it was about 60%
Next the respondents were asked how successful the retention policy is in their
organization.
Most of the respondents said that their retention policy were satisfactory as
opposed to it being good and very good.
52% of the people said it(i.e. the retention policy) was satisfactory.
43% of the people said it(i.e. the retention policy) was good.
5% of the people said it(i.e. the retention policy) was very good.
ANALYSIS OF THE INTERPRETATION
AVERAGE 16 18
GOOD 22 16
POOR 12 16
TOTAL 50 50
Analysis
The above table shows that out of 50 respondents 16 told that the working environment
before Recruitment is average and 22 said it was good and remaining 12 said it was poor
after Recruitment only 16 respondents said that working environment in the company is
good.
INFERENCE
It can be observed that working environment was good before Recruitment, but the
difference is not much.
BEFORE
FEEDBACK AFTER RECRUITMENT
RECRUITMENT
HEAVY 26 29
NORMAL 24 21
TOTAL 50 50
ANALYSIS
The above table shows that out of 50 respondents 26 told that the workload before
Recruitment was heavy and 24said that it was normal.
YES 17 27
NO 33 23
TOTAL 50 50
ANALYSIS:
The above table shows that out of 50 respondents 17 were satisfied & 33 were not
satisfied regarding welfare activities before Recruitment.
After Recruitment 27 respondents said that they are satisfied and remaining are not
satisfied.
INFERENCE:
It can be observed that the satisfaction regarding the welfare activities is more after
Recruitment.46%of employees after Recruitment are satisfied.
YES 39
NO 11
TOTAL 50
ANALYSIS:
The above table shows that out of 50 respondents 39 told that the authority & freedom is
changed.
Only 11 respondents said that authority and freedom in the company is changed.
INFERENCE:
It can be observed that there is a change in authority & freedom after Recruitment
YES 28
NO 22
TOTAL 50
ANALYSIS:
The above table shows that out of 50 respondents 28 told that the symbol of status is
changed. Only 22 respondents said that the symbol of status is not changed.
INFERENCE:
Regarding status symbol 44%of employees are felt that there is no change in it after
Recruitment.
ANALYSIS OF THE INTERPRETATION
YES 32
NO 18
TOTAL 50
ANALYSIS:
The above table shows that out of 50 respondents 32 told that they are enjoying extra
benefits
Only 22 respondents said that they are not getting any extra benefits.
INFERENCE:
64% employees said that they are benefited with the Recruitment. It means Recruitment
brought some extra benefits to the major portion of the employees.
AGE QUALIFICAITON:
6%
20%
39% 18-25 age group
25 – 35 age group
35 – 45 age group
Above 45 age group
35%
INFERENCE:
Further, the age qualification for agency recruitment, it was found that 39%
respondents were belonging to 18 – 25 age group, 35% were belonging to 25 –
35 age group where as 20% to 35 -45 age group and remaining 6% to above 45
age group. Also depicted in the following tale mentioned below: -
25 – 35 age group 37
35 – 45 age group 21
10%
23%
Low employment
16%
Low earning / income
Low status
17%
34% Huge capital investment
INFERENCE:
Respondents had different views about the dissatisfaction from the present status
of working or occupation. Dissatisfaction has been depicted in a table below and
graphically above:
70
59
60
46
RESPONDENTS
50
40
NO. OF
30
20
10
0
Yes RESPONSES No
INFERENCE:
When asked about whether they would like to know about a glorified career in
life insurance agency where they can fulfill any and every desire of their life, 59
respondents agreed while 46 respondents said No and will see later sometime in
future. It has been depicted that life insurance sector should be promoted at the
wide extent as it contribute to the economy as a useful source beneficial for both
nation as well as is citizens.
30 18
NO. OF
20
10
0
Ye s No
R ES PO N S ES
INFERENCE:
From the 59 respondents who agreed to know about the life insurance as a
career, 18 of them agreed to join HDFC Standard life insurance for agency and
come to the company fore more information whereas 41 still took time to think
and postponed to some future date. People are highly dissatisfied from the
earning, status and living standard they are sustaining at present and would
definitely like to make some additional source of earning and for this agency for
life insurance would prove a boon.
FINDINGS AND SUGGESTIONS
6- Candidates are less aware about recruitment in the private insurance company in
market.
7- HDFC is too selective in making a FC rather than to appoint any one like LIC.
8- Candidates don’t want to join as financial consultant because it’s on commission
basis they want job on salary basis.
9- Candidates are joining HDFC the segment is more of tax consultant, investment
for consultant and other people who are engaged in investment business that is
because they want to diversify their portfolio.
10- HDFC SLIC is having good retention strategies for their financial consultant.
Reason for not joining HDFC SLIC.
Associated with an other company.
Do not have time
Low sales.
Private Player.
Lack of awareness.
SUGGESTIONS
7. Need to train and develop life insurance agents with more comprehensive
knowledge and skills to counter every queries of the customer.
8. It is suggested that company should not left any stone unturned towards
sound advertisement and promotional measures on every section whether it is
printed, media or or air via radio.
9. It is also suggested that skilled management graduates need to be places
on sales and marketing of financial servies who can render their best ideas for the
accomplishment of the company goals and objectives to the best extent.
10. Also, care need to be taken that every customer’s grievance should be met
with delight whether before purchase or after sales.
REFERENCES:
• http://recruitment.naukrihub.com/recruitment-process.html
• http://retention.naukrihub.com/retention.html
• http://en.wikipedia.org/wiki/Human_resources
• http://en.wikipedia.org/wiki/Human_Resource_Law
• http://www.management-issues.com/2006/8/24/research/recruitment-retention-
problems-on-the-rise.asp