Coalescent Final

8/8/2019 Coalescent Final

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SUMMER INTERNSHIP PROJECT

TO UNDERSTAND THE INTERNAL RECRUITMENT PROCESS

AT INSURANCE COMPANY (AVIVA LIFE INSURANCE)In Partial Fulfillment of Requirement of Degree of

Project Guide: Submitted By:

GURPAL SINGH


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COMPANY PROFILE

Coalescent was launched to provide quality consultancy in the field of Human

Resource. Coalescent boasts of having top professionals from the field of HR to

cater to requirements of customers who prefer quality. Our greatest assets are our

people at all levels led by experienced and well qualified leaders. Our

specialization includes placements of senior, middle and entry level professionals

in the field ofPharmaceutical, Healthcare & Life-Sciences; Engineering, Process

& Infrastructure; Fast Moving Consumer Goods (FMCG); Banking, Finance,

Insurance, Engineering, Research & Development; Entertainment ,Media &

Communication; I.T Enabled Services (ITES); Retail; Hospitality; Information

Technology (I.T); Telecommunication; Automobile & Auto

Components.Coalescent uses innovative selection methods/tools to help get

candidates with better fitment for the specified roles. Our employees are specially

handpicked from the industry so that they understand the requirements of the

customer better and we are able to provide better customer satisfaction. Our

biggest strength is our strong referral program. We do not solely rely on the

commercial databases but have strong alternate channels to get referrals. We have

career guidance program which we offer complimentary to individuals.


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VISION

To be a company of standards offering business value through innovative and cost-

efficient service delivery models to customers worldwide. We want to sustain our

position as a premier staffing provider in India & North America. We are

committed to maintain & build the sense of ethics & integrity by our culture &

services with our clients, team members and partners.

MISSION

We want to take care of our customers and employees and then profits will follow.

We look forward to meet our strategic corporate objectives by way of maintaining

our growth by at-least 60%.

It is our endeavor to create the largest placement company in the country with a

global presence. We want to grow along with our partners and create a truly world

class organization.

BELIEF

Quality, integrity, transparency, compliance, customer satisfaction, giving value

for money to our customers, wealth creation for our partners, team work, employee

satisfaction, wealth creation for our employees, process orientation and working

for the social cause


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OURPEOPLE

Having worked with companies like Wipro, IBM, Convergys and Genpact, our

management teams have a proven track record. They amalgamate cross functional

leadership with profound understanding, vision, strategic thinking, analytical skills

& hands on experience of the business landscape in India & US.

GLOBAL SERVICE DELIVERY MODEL

Its the quality of people on which the success of any enterprise is placed. People

are undoubtedly the most valuable asset to any enterprise. We understand that

people shape an organization, sustain it and ensure its place in the corporate world.

Our services aim at providing our clients with the greatest return on its staffing

investment to help a company grow and manage change. We take the time to learn

a client's specific hiring needs and corporate culture so that we can provide the

most qualified talent ready to make a meaningful difference to their organization.

Here we are demonstrating one of the effective workflow which will guide us

through the full life cycle from receiving a request for assistance to being selected.

We deliver prompt professional high-quality hiring solutions every time by

obtaining leading edge talent that matches our clients' business goals and work

environment.


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ROADMAP TO PRECISION STAFFING MECHANISM

Requirement: Upon initial request for hiring solutions, we spend time with clients

to understand the hiring solutions required. The time spent upfront defining the

responsibilities, requirements, organizational goals and culture help attract the right

talent and determine the best candidates based on prior experience and personality

fit.

Prescreen: We evaluate job-fit Index based on applicant's job compatibility and

turnover risk. We evaluate success rate based on match of applicant and client's

core values and corporate environment. We conduct personal interviews to gauge

intellectual level, behavioral pattern, stability, thought-process, interpersonal &

communication skills. We also run a confidential background check which is

administered & carried-out by our internal team of professionals.

Evaluate: Target job is simulated and potential job candidate is required to

demonstrate the ability to perform critical job skills. By working on this practice,

the applicants get a realistic preview of the job. Our clients get a realistic preview

of applicants' skills and abilities. Accurate forecasting can be done of each

applicant's potential for success.

Verify: Structured and streamlined interview processes with standardized rating

criteria and skills-based questions resulting in interaction between our client and


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applicant. It helps in evaluating job-related skills, experience, and abilities. We can

easily verify which applicants have the greatest potential for success.

Hire: Detailed & written references for selected candidates are provided. Once the

choice is made, we help our clients throughout the offer negotiation process

ensuring the needs of both parties are decently met. We continue to follow up for

the next year of the candidate's employment. We help with the transition to the new

position and stay in close-touch with our clients and the candidate to ensure

satisfaction in the placement.

PROVIDE HR SOLUTIONS FOR

Engineering I.T Pharma FMCG R&D

Hospitality


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Media ITES Telecom BFSI Automobile

OUR CLIENTS

We are proud to associate as premier staffing partners to prominent companies in

different verticals. Our diverse coverage on domains includes Pharmaceutical,

Healthcare & Life-Sciences; Engineering, Process & Infrastructure; Fast Moving

Consumer Goods (FMCG); Banking, Finance, Securities and Insurance (BFSI);

Engineering, Research & Development; Entertainment ,Media & Communication;

I.T Enabled Services (ITES); Retail; Hospitality; Information Technology (I.T);

Telecommunication; Automobile & Auto Components. etc.

CLIENT TESTIMONIALS

Coalescent HR has a very competent and talented management team. They are

aware of our business requirements and can help us differentiate in the marketplace


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with a focus on our needs. We look forward to successfully continue this relation.

ICICI PRUDENTIAL

Coalescent has effectively & dedicatedly worked on our requirements. We were

able to staff adequate staff within a month to start a new project with our

demanding client. STEEL INDIA

Coalescent has helped us realize significant cost reductions in our staffing &

recruiting costs and at the same time considerably improved the quality of the

services we were providing to our clients at multiple locations. HONEYWELL


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QUALITY THROUGH SIX SIGMA

Methodical Selection

Coalescent HR has a solution that meets that challenge better than its competitors.

Weve created an innovative approach that applies the proven principles of Six-

Sigma to the candidate screening process. Our data-driven approach helps reduce

costs and speed up the hiring-cycle while improving the quality of hires and the

experience of our clients.

Technological Experience

Coalescent HR is a full service staffing and recruiting provider offering full-time

employee placement services as well as contract staffing for businesses in need of

short term help. Coalescent works with medium-sized companies, many auto


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suppliers as well as Fortune 1000 companies representing engineering, BPO/ITES,

IT, healthcare, financial and sales industries. The company concentrates on

technical positions utilizing an extensive network of contacts in the engineering

community.

Established and Verified Track Record

To be a company of standards offering business value through innovative and cost-

efficient service delivery models to customers worldwide.

While most recruiting companies use human resource practitioners, Coalescent has

professionals with technical and engineering backgrounds doing the recruiting. Our

patent-pending process for candidate screening incorporates a multi-stage method

that includes behavioral-based interview questions and technical criteria about the

client.

With this customer-focused process, Coalescent eliminates most of the common

technical hiring mistakes and saves its clients hours of precious time.

We want to sustain our position as a premier staffing provider in India & North

America. We are committed to maintain & build the sense of ethics & integrity by

our culture & services with our clients, team members and partners.


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LOCATIONS OF COALESCENT HR CONSULTANTS

IndiaSCO-5 IInd floor,Gurgoan, Haryana,Ph: +91 124 3277151Fax: +91 124 4141754

USA65 Saxony DriveTrumbull,Connecticut06611-1123Ph:+1 - 203 -4523160

India,

15-B A/C, Gandhi Nagar,

Jammu, J&K 18004Ph: +91 191-2431177

India Achla Tal,

G.T Road, Aligarh,U.P

India

H-10, 1st Floor, South Ex. Part -1,New Delhi - 1100049.Phone - 011-41002782,


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41002781

INSURANCE SECTOR AND COALESCENT.

Insurance Domain is one of the main domains of Coalescent.The various clients of

Coalescent in Insurance Sector are-

Aviva Life Insurance

Max New York Life Insurance

ICICI Prudential

Insurance Limited,Delhi

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:


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To understand the internal Recruitment process at an Insurance

Company(AVIVA Life Insurance)

To identify areas where there can be scope for improvement

To give suitable recommendation to streamline the hiring process

EXECUTIVE SUMMARY

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


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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 .

The insurance sector is marked with a high level of attrition and therefore

recruitment process becomes a crucial function of the organization. At AVIVA

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 when

they outsource their hiring to a consultancy. It therefore requires great amount of


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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 AVIVA Life

Insurance, which is a main client in Insurance Sector of Coalescent Consultancy. 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.

AACCTTIIVVIITTYY FFLLOOWW

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.


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Recruitment and Selection is conducted by:

HR & Branch Manager

Functional Head

MY JOB AT COALESCENT FOR AVIVA LIFE INSURANCE-

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

the client company( AVIVA Life 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..

A candidate matching the desired profile was then lined for the first round

of Face to Face interview in their respective cities.

When a candidate cleared his first round, he is then made to take an online

aptitude test. We created the online aptitude test.

I had the responsibility to make sure that candidates complete all

formalities and had to regularly follow up with them.


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Since we received many resumes, it was essential that a database be

maintained to keep a track. It contains all the information of a candidate

such as name, contact number, location etc.

I was also involved in maintaining and updating the tracker.

Limitations of the study

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

determines our success.

Task:

The recruitment at AVIVA 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;


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

contacted.

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.

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


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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


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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;


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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;

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


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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 specific special 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


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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 a long term player,


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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 (VPs 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


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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:

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

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


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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 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.


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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.


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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 MDs formal approval.

B.Responsibility for negotiations and finalization of the terms shall rest with

the best Branch 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


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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 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


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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.


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

Authorization Release Form.

Background check Form.

Highest Education certificate.

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.


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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


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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 months 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 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.


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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.


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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 there from 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 recruitment and selection process.

Effective coordination with the post recruitment arm of the Human Resource

function


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Documentation and creating MIS regarding waiver, deviation, etc and

identifying the key areas for improvement in the formal recruitment and

selection process document.

SWOT Analysis of AVIVA Life Insurances Recruitment Process

Strengths

Brand equity of Kotak Mahindra

Bank.

Rigorous Pre-Hiring assessment

tests to understand aptitude and

personality of candidates.

Proper reference checks to ensure

that only bonafide candidates are

appointed.

Adequate number of channel

partners to generate footfalls for each

Weaknesses

Pre assessment tests are costly.

Conversion of footfalls is low.

Lengthy pre-offer formalities.

Huge employee turnover.


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location.

Footfall MIS being maintained at

each branch locally by Admin.

Opportunities

Campus recruitments have huge

potential for fulfilling manpower

requirements cost effectively.

Tie up with recruitment agencies on

supplying fixed number of footfalls

week on week.

Develop exclusive contract with

channel partners to meet the

manpower requirements.

Make blue form brief and to the

point.

Threats

Increasing number of private players

in insurance sector creates ample

choices, frequent and easy mobility

for employees.

Same channel partners are handling

all insurance companies. This leads

to same pool of candidates being

circulated to all partners.

Increasing spill over as a candidate

has more than one offer at the time

of making a job shift.

As the insurance industry is small,


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Reduce turn around time of making

an offer.

senior level candidates hesitate to

meet HR of other companies for the

fear of grapevine.

RECOMMENDATIONS & SUGGESTIONS

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


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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.

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


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retain its employees for a longer period of time and less burden on recruitment

staff.

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 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.

Documents

Coalescent Final