RECRUITMENT AND DEVELOPMENT PROCESS OF LIFE ASSOCIATES IN DLF PRAMERICA LIFE INSURANCE PVT LTD

Project Report Submitted in partial fulfilment of the requirements for Master of Business Administration (MBA)

By Daljit Kaur Roll No. 1273527 Batch of 2012-14

GIAN JYOTI INSTITUTE OF MANAGEMENT & TECHNOLOGY PHASE-I, MOHALI July 2013

CERTIFICATE OF ORIGINALITY

I Daljit Kaur Roll no.1273527 of batch 2013-2014, am a full time bonafide student of first year of Master of Business Administration (MBA) Program of Gian Jyoti Institute of Management & Technology, Mohali

I hereby certify that I have undergone summer training at DLF Pramerica Life Insurance from 5 June to 20 July and the project report titled Recruitment and Development of Life associates in DLF Pramerica Life Insurance Pvt Ltd. submitted in partial fulfillment of the requirements of the MBA programme is an original work of mine under the guidance of the industry mentor Mr. Vishal Chauhan and faculty mentor Dr.Diljot Soin, and is not based on or reproduced from any existing work of any other person.

Further, the project report is not based on or reproduced from any earlier work Undertaken at any other time or for any other purpose, and has not been Submitted anywhere else at any time.

(Student's Signature) Student Name: Date:

(Faculty Signature) Faculty Name: Date:

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ACKNOWLEDGEMENT

The joy of ingenuity!!! This is doubtlessly what this project is about. Before getting to brass tacks of things, I would like to add a heartfelt word for the people who have helped me in bringing out the creativeness of this project.

To commence with things I would like to take this opportunity to gratefully and humbly thank to Mr. Vishal Chauhan, Project guide, DLF PRAMERICA life insurance, Chandigarh, for being appreciative enough by giving me an opportunity to undertake this project in DLF PRAMERICA Life insurance

Respected guide Dr. Diljot Soin, Faculty, Gyan Jyoti Institute of Management and Technology, Mohali for his undeterred guidance for the completion of the report. My parents need special mentions here for their constant support and love in my life.

I also thank my friends and well-wishers, who have provided their whole hearted support to me in this exercise. I believe that this Endeavour has prepared me for taking up new challenging opportunities in future

Student Name . Date ..

Signature

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Executive Summary
The project titled RECRUITMENT AND DEVELOPMENT PROCESS Undertaken in DLF PRAMERICA life insurance. PRAMERICA is a US based insurance group. It has a long history working in U.S and has a joint venture with DLF groups. DLF holds a 50 per cent stake in the joint venture and the Pramerica group holds the balance 50 per cent share. It is one of the leading providers of life and pensions products to U.S and has substantial businesses elsewhere around the world. The project report is about recruitment and development process thats an important part of any organization. Which is considered as a necessary asset of a company? In fact, recruitment and development gives a home ground to the organization acumen that is needed for proper functioning of the organization. It gives organizational structure of the company. Its methodology in which the particular organization works and how a new candidate could be recruited in such a way that he/she would be fitted for the right kind of career. There are two types of factors that affect the Recruitment of candidates for the company Internal factors External factors

The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision.

Development process involves all those activities and programmes which have substantial influence on changing the capacity of the individual to perform his present assignment better and in so doing are likely to increase his potential for future assignments.

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List of Contents:
TITLE PAGE CERTIFICATE OF ORIGINALITY ACKNOWLEDGEMENT Executive Summary i .. ii ... iii iv

Table of Contents:

Topic Chapter-1 Introduction

1.1 1.2 1.3 1.4 1.5 1.6 Human Resource Background of the Study Company Profile DLF PRAMERICA GUIDING PRINCIPLES Human Resource Management Recruitment 1.7 Development Process

Page number

1-27
1-2 2 2-7 7-10 10-15 15-22 22-27

Chapter-2 Research Methodology

2.1 Research Design 2.2 Project Objectives 2.3 My job at DLF Pramerica

27-32
27-30 30 31-32

Chapter-3 ANALYSIS & DISCUSSION

3.1 Descriptive Analysis 3.2 Discussion

33-38
33-37 38

Chapter-4 Summary
4.1 CONCLUSION 4.2 SUGGESION 4.3 BIBLOGRAPHY

39-41
39 40 41

ANNEXURE Daily Log Report

41-46 47-50

Table of Figures:

Figure
Fig 1.1 Fig 1.2 Fig 1.3

Description
Symbol of DLF Pramerica: The Rock Scope of HRM at organisational level Human Resource department at DLF PRAMERICA LIFE INSURANCE

Page No.
6 13 13

Fig 1.4 Fig 1.5 Fig 1.6 Fig 3.1 Fig 3.2 Fig 3.3 Fig 3.4 Fig 3.5 Fig 3.6

Process of Recruitment Sources of recruitment 360 degree appraisal Sources for recruitment and selection Preferred method of Recruitment Time prefer to go for manpower planning sources for external recruitment form of interview preferred Rating the HR practices of the company

21 22 25 33 34 35 36 37 37

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Chapter-1 INTRODUCTION
1.1Human Resource is a basic need of any work to be done. According to
ARTHUR LEWIS:

There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behaviours

The project report is all about recruitment and selection process thats an important part of any organization. Recruitment highlights each applicants skills, talents and experience. Their selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate.

It is said if right person is appointed at right place the half work has been done. In this project I have tried to cover all the important point that should be kept in mind while recruitment and development process and have conducted a research study through a questionnaire that I got it filled with all the sales managers of the DLF Pramerica life insurance Chandigarh and tried to find out which methods and various other information related to recruitment and selection and tries to come to a conclusion at what time mostly the manpower planning is dont , what the various method used for recruiting the candidates and on what basic the selections is done.

DLF Pramerica, India has a well-articulated equal opportunity policy, which lays strong emphasis on hiring of individuals irrespective of age, race, caste or gender. As best practice in recruitment.

The project work entitled a RECUITMENT AND DEVELOPMENT PROCESS with special reference to DLF Pramerica Life Insurance Company Limited; Chandigarh is mainly conducted to identify the factors which will motivate the employees and the organizational functions in DLF Pramerica Life Insurance Company Limited, Chandigarh Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and to develop the talent of people at work to the fullest satisfaction. The employee recruitment process is one of the more critical aspects of running a successful business. As a business owner or manager you need good employees to address critical business needs. And yet most everyone treats hiring as a necessary evil only to be done when it is absolutely necessary. Adopting a different philosophy about recruiting and hiring employees can provide the edge necessary to get the best employees, faster and for less money. Start by understanding what employee recruiting is all about. Think of recruitment as an on-going process designed to develop a cadre of qualified candidates. There are two key take away from this approach. First, the search for new employees needs to be an on-going process. If you recruit only when a position is open, you will always be in a reactive mode. The best analogy I can provide is to think of recruiting just like selling. You are always on the lookout for new sales opportunities. The same holds for efforts to hire great people. Second, you want a choice of qualified candidates. To have qualified candidates it is necessary to understand the business needs and what skills and behaviours will be successful in your environment.

1.2 Background of the Study

Business all over the world today is very challenging. Internal and external operating environment factors continue to challenge corporate performance and revenue growth. To stay profitable in the highly challenging and competitive global market economy, all the factor of production - men, machine and materials should be wisely managed. Among the factors of production the human resource constitutes the biggest challenge because unlike other inputs employee management calls for skilful handling of thoughts, feelings and emotions to secure highest productivity. Employee recruitment delivers long-term benefits in the form of high productivity.

1.3 COMPANY PROFILE

'We are here to protect you.'

For DLF Pramerica Life Insurance Company Limited, this is not just a phrase it is a promise. It is to deliver on this promise to you, our customers, and your loved ones that we commenced business on September 01, 2008. We know that our work begins much before telling you about our products - it begins with comprehensive advice on everything related to insurance. From giving insurance advice to offering information on our solutions and services and then finally to provide you with the promised protection, our team stays with you every step of the way. A hand-picked and highly trained sales force ensures that your needs are assessed accurately so that you can make an informed choice and you get the insurance cover that is best suited to your needs. We understand that your needs may vary from investment returns to protection and we advise you on achieving both. Our mission is to not just help you with insurance, but also help you achieve overall financial security. Through our customized plans and advice, we ensure that you are financially secure to face any eventuality.

Ultimately, we are not just a life insurance provider. We are a symbol of trust, commitment and leadership. We are a promise of protection.

1.3.1 Lineage
DLF Pramerica Life Insurance Company Limited is a joint venture between DLF Limited, one of Indias largest and most respected real estate organizations, and Prudential International Insurance Holdings, Ltd (PIIH), a fully owned subsidiary of Prudential Financial, Inc. (hereafter referred to as PFI), a U.S. based financial services leader

1.3.2 About DLF

DLF Limited is one of the leading real estate companies in the world. It has a track record of over six decades of sustained growth, customer satisfaction, and innovation. DLF's primary business is development of residential, commercial and retail properties. DLF has a unique business model with earnings arising from development and rentals. DLF has entered into several strategic alliances with global industry leaders. Also, it has recently forayed into the infrastructure, SEZ, financial services and hotel businesses. (www.dlf.in)

1.3.3 About PFI

Pramerica Financial is a trade name used by PFI, a company incorporated and with its principal place of business in the United States, and its affiliates in select countries outside the United States. PFI is a financial services leader with operations in the United States, Asia, Europe, and Latin America. PFIs diverse and talented employees are committed to helping individual and institutional customers grow and protect their wealth through a variety of products and services, including life insurance, annuities, retirement-related services, mutual funds, investment management, and real estate services. In the U.S., the companys iconic Rock symbol has stood for strength, stability, expertise and innovation for more than a century. PFI of the United States is not affiliated in any manner with Prudential plc, a company incorporated in the United Kingdom (www.prudential.com)

1.3.4 Vision & Values

Our Vision At DLF Pramerica Life Insurance, our vision is to ensure that every life we touch, feels secure and enriched. Our Mission We shall be a guide and a mentor to people so that they are able to make the most informed insurance decisions to meet their life goals. Our Values Customer Focused Be someone who places customers and their needs at the forefront while developing and managing their financial solutions. Mutual Respect Build mutual respect by being an equal partner, who knows and willingly shares, helping people go further, rather than walking ahead and leading them, or walking behind and following. Worthy of Trust Build trust by choosing the right path, rather than the easy path and tell the truth the way it is. Be someone who keeps promises, meets commitments and behaves with integrity at all times. Winning Be positive and confident; seize every moment, every day, with a winning perspective, fearlessly facing the uncertainties of life.

1.3.5 Symbol of DLF Pramerica: The Rock

Fig 1.1

Standing tall and firm. At DLF Pramerica, the Rock is not just a corporate symbol. It is the essence of our being. It is the icon of strength, stability, expertise and innovation and is the symbol of our unshakable commitment to our customers, stakeholders and employees. It is also the seal of security for the lives we touch. In fact, at the heart of everything we offer at DLF Pramerica - be it a sense of trust, a ray of hope or a dash of happiness, are values that are truly and quintessentially Rock-Solid.

1.3.6 Management and Leaders

Pawan Dhamija, Director and CEO Ms Sujata Dutta, Sr Vice- President and Head Marketing Total Employees OF DLF Pramerica Life Insurance 35

LIST OF COMPETITORS LIC Bajaj Allianz General Insurance ICICI Prudential AVIVA Life insurance

1.3.7 MAIN SERVICES

They have a full range of transparent, flexible and value for money products that include Protection Plans: DLF Pramerica Family Income plan, DLF Pramerica Family First Plan Child Progress Plans: DLF Pramerica Rakshak, DLF Pramerica Fee Protect Saving Plans: DLF Pramerica Dhan Suraksha, DLF Pramerica Assure Money+, DLF Pramerica Ezee Wealth Group Plans: DLF Pramerica Surv Suraksha

DLF Pramerica products are modern and contemporary unitised products that offer unique customer benefits like flexibility to choose cover levels, indexation and partial withdrawals.

1.4 DLF PRAMERICA GUIDING PRINCIPLES

Recruit the best Accept personal responsibility Build an empowered team Building a shared vision and purpose Leadership Development Reward and Recognition

1.4.1 Recruit the best DLF Pramerica India has a well-articulated equal opportunity policy, which lays strong emphasis on hiring of individuals irrespective of age, race, caste or gender. As a best practice in recruitment, they deploy identified psychometric tools such as SHL and Belbin and designate ability tests to eliminate any biases in the resourcing process and facilitate hiring of diverse profiles (vis-vis gender, background, experience levels and competencies). The focus is on competence-based credentials rather than past experience or length of service.
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DLF PRAMERICA does not follow a very descriptive hierarchy you have transparency at each level, unlike most other organizations, where managers and senior management dont look after their subordinates. Here you feel comfortable talking with your seniors
At DLF Pramerica they have an Employee Referral Programme, which seeks to encourage employees to be brand ambassadors of the Company and actively contribute to the resourcing process by recommending candidates with relevant competencies and potential, thereby facilitating in strengthening domain expertise within the Organization. They aim at providing a business perspective and Summer Trainees work on live projects, which form the core of our business strategy. Not only do they get the freedom to experiment and make decisions, but also spend quality time with their Project Guide or mentor, who provides them the perspective of the 'bigger picture'. The programme thus gives them a unique opportunity to integrate their classroom learning with the realities of real business, in a live yet safe environment.

1.4.2 Accept Personal Responsibility

Apart from professional development, DLF PRAMERICA also looks after the personal development of employees
They believe that dealing with diversity is an on-going phenomenon that facilitates the process for a Company to adapt to and capitalize on today's increasingly complex marketplace. Specific action plans have been formulated to ensure the mandated gender ratio is achieved at the recruitment stage for a new position or through job enhancement/ job rotation opportunities for existing roles.

The organization has tremendous respect for the individual - which it demonstrates by doing what it says

1.4.3 Build an Empowered Team

To institutionalize an open and honest environment with shared goals and participative decision-making, they have various open forums, one such initiative being the Town Hall(s). These are conducted on a monthly basis by the Managing Director and designate leadership team members. To share information on celebrations, events and people across locations, celebrates achievements and Milestones of individuals and teams and updates employees on new and on-going initiatives and highlighting news of past and futures events

Employees are not working with DLF PRAMERICA, they are living in DLF PRAMERICA

1.4.4 Build Shared Vision and Purpose.

You feel as if you are part of the system when you are included in all the decisions being made for your function.

As

Company,

they

encourage

self-starters.

Given

their

dynamic

environment, one is expected to deliver from day one. Somewhere between adjusting to the new environment and proving their worth they forget to ASK. Ask basic questions

1.4.5 Leadership Development

To strengthen entrepreneurial capabilities required to operate in a fiercely competitive and dynamic insurance market environment and plan effective succession planning by building futuristic leadership competencies, various initiatives are taken by the DLF Pramerica Group

1.4.6 Reward and recognize performance

To build a meritocratic environment, they have implemented a robust value based performance management process wherein they recognize significant contributions made by their employees in an objective and transparent manner and on demonstrated competence levels. Further, they also recognize people who 'walk that extra mile' in living the DLF Pramerica values.

1.5.1 HUMAN RESORCE MANAGEMENT

Human Resource plays a crucial role in the development process of the modern economics. ARTHUR LEWIS observed

There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behaviours

Human resource management is the management of employees skill, knowledge abilities, talent, aptitude, creativity, ability etc. different terms are used for denoting Human Resource Management. They are labour management, labour administration, labour management relationship, employee employer relationship, industrial relationship, human capital management, human assent management etc. Though these terms can be

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used differently widely, the basic nature of distinction lies in the scope or coverage and evolutionary stage. In simple since, human resource management means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements.

1.5.2 Functions of HUMAN RESOURCE MANAGEMENT

1.5.2.1 Administration: Strategic planning, organizational evaluation, County Board relations, policy recommendations, supervision of department staff

1.5.2.2 Benefits: Health insurance, dental insurance, life insurance, disability insurance, retirement benefits, vacation, sick leave, paid holidays, section 125 plan, donor program, educational incentive, uniform allowance, and others.

1.5.2.3 Employee relations: Disciplinary processes, incident investigations, complaint/grievance

procedures, labour-management relations.

1.5.2.4 Fiscal: Staffing budgets, departmental budget, accounts payable, insurance

receivables, insurance fund management, total package costing. Insurance receivables, insurance fund management, total package costing

1.5.2.5 Leaves of absence: State and/or Federal Family and Medical Leave rights, County approved leaves of absence, rights upon return to work, light duty assignments for temporary periods

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1.5.2.6 Performance appraisal: Employee files, litigation files, payroll records, safety records and other administrative files 1.5.2.7 Recruitment: Recruitment is defined as a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ to employ effective measures for attracting the manpower in adequate numbers to facilitate effective selection of an effective workforce. 1.5.2.8 Training and development: County-wide needs assessment, development of supervisory and

management skills, employee training and workshops. Benefits orientation for new and transferring employees, Supervisory newsletter 1.5.2.9 Salary and benefits: Salary/wage plans, employee benefits

1.5.3 Importance of Human Resource Management

Attract highly qualified and competent people Ensure thats the selected candidate stays longer with the company. Make sure that there is match between cost and benefit. Helps the organization to create more culturally diverse workforce

Whereas, the poor quality of selection means extra cost on training and supervision Furthermore, when recruitment fails to meet organizational needs for talent, a typically response is to raise entry level pay scales. This can distort traditional wages and salary relationship in organization, resulting in unavoidable consequences. Thus the effectiveness of the recruitment process can play a major role in determining the resources that must be expended on other HR activates and their ultimate success.

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1.5.4 Scope of HRM at organisational level

Fig 1.2

1.5.5 Human Resource department at DLF PRAMERICA LIFE INSURANCE

Fig 1.3

5.5.1 Human resource development This department looks after the needs and Requirement the present employees. This Department includes number of function which are as follows:

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Training and Development it includes technical, soft skills and process related to training Process and policies it contains all the rule and regulations that need to be followed by the employees. Appraisal and increment- it is in the formal feedback to the employees about their performance and the conduct of work. Induction-involves the information to the new employees about the company, job, departments etc, Motivational activities and entertainment- involves motivating the employees to improve their productivity. Roles and responsibilities-that every individual employee needs to fulfil Project trainees Joining formalities- take place when a new employee joins the company. Computerization Helpdesk Employee verification-take place at the time of joining of the new employee. Surveys Counselling and grievance handling-both are different as counselling is basically helping out in personal problems whereas, grievances Handling involves the handling of complains that the employees has towards the management.

All the above head are included in the human resource development and involves the overall development of individual employees which in turn increases the overall profit of the company

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1.5.5.2 Recruitment Procedure overview

Manpower Requisition Form

Recruitment Plan

Budget

Sourcing

Selection Process

Joining

Post Recruitment Data Updating

1.6 RECRUITMENT
Recruitment is hiring of employees from outside. Recruitment has been regarded as the most important function of the HR department , because unless the right type of people are hired, even the best plans, organization chart and control system would not do much good.

Recruitment is the discovering of potential applicant for actual or anticipated organizational vacancies. Accordingly the purpose of recruitment is to locate sources of manpower to meet the job requirements and job specification.

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It is defined as a process to discover the sources of manpower to meet the requirements of staffing schedule and to apply effective measures for attracting the manpower to adequate number to facilitate effective selection of an effective workforce

Yoder points out that recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employee effective measures to attracting that manpower in adequate number to facilitate effective selection of an effective workforce. Edwin B Flippo defines recruitment as the process of searching for prospective employees and stimulating them to apply for the jobs in the organization. It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their application are submitted. The result is a pool of applicants from which new employees are selected. 1.6.1 Methods of Recruitment Dunn and Stephens summaries the possible recruiting methods into three categories, namely Direct method Indirect method Third party method

DIRECT METHOD The direct method includes sending of the recruiters to different educational and professional institutions, employees contact with public, and mannered exhibits. One of the widely used methods is sending the recruiters to different colleges and technical schools. This is mainly done with the cooperation of the placement office of the college. Sometimes, firms directly solicit information form the concerned professors about student with an outstanding records. Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go the desired centres.

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INDIRECT METHOD Indirect method involves mainly advertising in newspapers, on the radios, in trade and professional journals, technical magazines and brochures. Advertisements in newspapers and or trade journals and magazines are the most frequently used methods. Senior post is largely filled with such methods. Advertising is a very useful for recruiting blue colour and hourly worker, as well as scientific, professional, and technical employees.

Local newspaper can be good sources of blue collar workers, clerical employees, and lower level administrative employees. The main point is that the higher the position in the organization the more dispersed advertisement is likely to be. The search for the top executive might include advertisement in a national periodical, whereas the advertisement of the blue colour jobs usually confine to the daily newspaper.

According to the Advertisement tactic and strategy in personnel Recruitment, three main points need to be borne in the mind before an advertisement in inserted. First, to visualize the type of applicants one is trying to recruit. Second, to write out a list of advantages the company offers, or why should the reader join the company. Third, to decide where to run the advertisement , not only in which area, but also in which newspaper having a local, state or a nation- wide circulation THRID PARTY These include the use of commercial or private employment agencies, state agencies, and placement offices of schools colleges and professional associations recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives. Private employment agencies are the most widely used sources. They charge a small fee from the applicant. They specialize in specific occupation; general office help, salesmen, technical workers, accountant, computer staff, engineers and executives.

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State or public employment agencies are also known as the employment or labour exchanges, are the main agencies for the public employment. Employers inform them of their personnel requirement, while job seekers get information for them about the type of job are referred by the employer. Schools and colleges offer opportunities for recruiting their student. They operate placement services where complete bio data and other particular of the student are available. Professional organization or recruiting firms maintain complete information records about employed executive. These firms maintain complete information records about employed executives. These firms are looked upon as the head hunters, raiders, and pirates by organization which lose their personnel through their efforts.

1.6.2 Objective of recruitment To attract with multi-dimensional skills and experience that suite the present and future organization strategies. To induct outsider with new perspective to lead the company. To infuse fresh blood at all levels of organization. To develop an organizational culture that attracts competent people to the company. To search or headhunt people whose skill fit the companys values To seek out non-conventional development grounds of talent To devise methodology for assessing psychological traits. To search for talent globally not just with in the company. To design entry pay that competes on quality but not on quantum. To anticipate and find people for position that doesnt exists yet.

Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals come to know about the company and eventually decide whether they wish to work for it. The recruitment process should inform qualified individuals about the job so that applicant can make comparison with their qualification and interest
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1.6.3 Theories Regarding Recruitment Recruitment is two way street: it takes a recruiter has a choice whom to recruit, same way the prospective employee also has taken the decision whether or not to apply for the given job vacancy. The individual take the decision usually on three different basic: 1: The objective factors 2: The critical contact 3: The subjective factor
The objectives theory views that the process of organizational choice as being one of weighing and evaluating set of measurable characteristic of employment offers, such pay, benefits , location, opportunity for advancement, the nature of job to performed, and education opportunities.

Whereas, the critical contact theory suggests that the typical candidates is unable to make a meaningful differentiation of organizations offers in terms of objective or subjective factors, because of his limited or very short contact with the organisation. Choice can be made only when applicant can readily perceive the factors such as the behaviour of the recruiters, the nature of the physical facilities, and such as the efficiency in processing paper work association with the application. On the other hand, the subjective theory emphasizes the congruence. Here the choices are made on highly personal and emotional basis. 1.6.4 Recruitment Process The actual steps involved in recruitment follow a well-defined path:

Application shortlist: In this step, we shortlist the resume received from various sources based on the suitability for the requirement.

Preliminary Assessment: The short listed candidates go through a preliminary round of interviews. This interview lays more emphasis on functional competencies. To have more data on the functional skills, the candidates may be given a business
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case for analysis and presentation (This is done for certain positions only).

Final interview: Here the candidates who successfully clear the first round of interview go through another round of interview with one or more of the functional heads. Medical Evaluation: Candidates who are selected by Colgate are asked to undergo a medical test. 1.6.5 Process

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Fig 1.4

1.6.6 PHILSOPHIES OF RECRUITEMT Basically there are two Philosophies of recruitment. These are as follows:

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1: REALISTIC JOB PREVIEWS (RJP)

Realistic Job Previews provides complete job related information to the applicants so that they can make the right decision before taking up the jobs. It includes positive and the negative aspects of the job.
2: JOB COMPATIBILITY QUESTIONNAIRE: (JCQ)

Job compatibility Questionnaire was developed to determine whether an applicants preference for the work match the characteristic of the job. The JCQ is designed to collect information on all aspects of the job which have a bearing in on employee performance .absenteeism, turnover and job satisfaction. The underlying assumption of JCQ is that, greater the compatibility between an applicants preference for the job and characteristic of the job as perceived by the job seeker, the greater the probability of employee effectiveness and longer the tenure. 1.6.7 Sources of recruitment: Broadly, there are two main sources of recruitment

Internal sources of recruitment which means recruitment from within the organization.

External sources of recruitment means recruitment from outside the organization

Fig 1.5

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1.7.1 Development process

The development of employees has become one of the most important tasks of human resource management. It consists of all the activities by which a individual learn to improve in behaviours and performance. It is designed to improve the effectiveness of the manager or employee in their present jobs and to prepare them for higher jobs in future. According to Michael J.Jucius,

Development process is the programme by which employees capacities to achieve desired objectives are increased.
It involves all those activities and programmes which have substantial influence on changing the capacity of the individual to perform his present assignment better and in so doing are likely to increase his potential for future assignments.

1.7.2 Features Development process is a planned, organised and systematic process of learning. It is a continuous process and continues throughout an employees entire career because there is no end to learning. Professional skills cannot develop over night or in one shot, it is a long term process. It is a guided self development The aim of development is to prepare employees for better performance and helping them to realise their full potential.

1.7.3 Objectives of Development Process To impart basic knowledge to the new entrants so their overall knowledge is increased and their conceptual and decision making skills are improved.
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To improve the performance of employees at all the levels in their present jobs by exposing them to the latest concepts, information and techniques and developing the skills required in their respective fields.

To replace elderly employees and executives by highly competent and academically qualified professionals To develop and implement the latest techniques in place of traditional systems in order to increase productivity To ensure the optimal utilisation of managerial resources of the organisation

1.7.4 Approaches to Employee Development Formal education programs include:

Off-site and on-site programs designed specifically for the companys employees. Short courses offered by consultants or universities, executive MBA programs, and university programs.

Tuition reimbursement - the practice of reimbursing employees costs for college and university courses and degree programs.

Assessment

Collecting information and providing feedback to employees about their behaviour, communication style, values, or skills. Used most frequently to identify employees with managerial potential, and measure current managers strengths and weaknesses. Companies vary in the methods and sources of information they use in developmental assessment.

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Myers-Briggs Type Indicator (MBTI)

Most popular psychological test for employee development. Identifies individuals preferences for energy, information gathering, decision making, and lifestyle. It is a valuable tool for understanding communication styles and the ways people prefer to interact with others. process of measuring employees

Performance performance.

appraisal

Different approaches for measuring performance: -Ranking employees. -Rating their work behaviours. -Rating the extent to which employees have desirable traits believed to be necessary for job success. The appraisal system must give employees specific information about their performance problems and ways they can improve their performance. Managers must be trained in providing performance feedback.

Upward feedback - involves collecting subordinates evaluations of managers behaviours or skills.

Fig 1.6

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Factors necessary for a 360-degree feedback system to be effective: -The system must provide consistent or reliable ratings. -Feedback must be job-related (valid). -The system must be easy to use, understandable, and relevant. -The system must lead to managerial development.

Job Experiences - relationships, problems, demands, tasks, or other features that employees face in their jobs. -A major assumption is that development is most likely to occur when there is a mismatch between the employees skills and past experiences and the skills required for the job.

Job rotation - providing employees with a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department.

Externships - employees take full-time, temporary operational roles at another company.

Employee exchange is one example of temporary assignments in which two companies agree to exchange employees

Interpersonal relationships

Mentor - experienced, productive senior employee who helps develop a less experienced employee (the protg). -Mentors provide career support and psychosocial support to the protg. Provide opportunities for mentors to: -Develop interpersonal skills, increase feelings of self-esteem and worth to the organization, and gain knowledge about important new scientific developments.

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Purposes of Mentoring Programs -To socialize new employees and to increase the likelihood of skill transfer from training to the work setting. -To enable women and minorities to gain the experience and skills needed for managerial positions.

Group mentoring programs - successful senior employee is paired with four to six less experienced protgs. Coach - a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback. -The best coaches are empathetic, supportive, practical, and selfconfident but do not appear to know all the answers or want to tell others what to do Three roles that a coach can play: -One-on-one with an employee, providing feedback based on psychological tests, 360-degree assessment, or interviews with bosses, peers, and subordinates. -Help employees learn for themselves by putting them in touch with experts who can help them with their concerns and by teaching them how to obtain feedback from others. -Provide the employee with resources such as mentors, courses, or job experiences that the employee may not otherwise have access to. 1.7.5 The Development Planning Process

Identifying development needs. Choosing a development goal. Identifying the actions that need to be taken by the employee and the company to achieve the goal. Determining how progress toward goal attainment will be measured. Investing time and energy to achieve the goal. Establishing a timetable for development.

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Chapter-2 Research Methodology

2.1 Research Design
A research design is a plan, structure and strategy of investigation so conceived as to obtain answers to research question or problem. This study is descriptive in nature. It has been undertaken to learn and describe the characteristics of a group of employees, in an attempt to determine the Recruitment and Development process in the organization.

2.1.1 Need of the study

In everyday life human being has to face many problems viz. social, economic, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out.

Research was carried out at DLF PRAMERICA LIFE INSURANCE Pvt .Ltd to find out the Recruitment and development process.

Keeping in view the Insurance sector in India, which is very raw, and becoming very competitive day by day, it is decided to study the current scenario of DLF Pramerica Life Insurance in the market. It is very important to adopt a systematic method to carry out the research investigation. This chapter explains the research process that is to be followed during the course of the study. Now a methodology has to be developed that enables to make a study on Recruitment. Therefore, it is necessary to design research instrument that can be used to gather data on the components of the construction of the theoretical framework.

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The application of these research instruments within Insurance sector undertakings in the Chandigarh enabled the findings of the research study. This study makes an attempt to explore the significance of Recruitment and Development in an organization & make them realize the magnitude.

2.1.2 Sampling design

2.1.2.1 Universe of the Study The universe of the study includes all those employees who were working managerial and non-managerial level in DLF Pramerica Life Insurance, Chandigarh. 2.1.2.2 Sample Size The universe chosen here for the research study are the employees of DLF Pramerica Life Insurance, Chandigarh. A finite subset of population, selected from it with the objective of investigating its properties called a sample. A sample is a representative part of the population. A sample of 20 respondents in total has been randomly selected from the population. The response to various elements under each questions were totalled for the purpose of various statistical testing. The procedure adopted in the present study is probability sampling, which is also known as chance sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in the sample.

2.1.2.3 Sampling Technique A sample is a part of the target population carefully selected to represent that population. The sampling technique used for this study is convenience sampling and 20 samples were drawn.

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2.1.3 DATA COLLECTION:

2.1.3.1 Primary Data: Primary data was to collected branch through survey other method sales by distributing The

questionnaires

manager

and

manager.

questionnaires were carefully designed by taking into account the parameters of my study.

2.1.3.2 Secondary Data: Data was collected from books, magazines, web sites, going through the records of the organisation, etc. It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study. Or in other words we can say that secondary data is the data used previously for the analysis and the results are undertaken for the next process.

2.1.4 Statistical Analyses

Statistical analyses mean a critical examination of the assembled and grouped data for studying the characteristics of the object under study and for determining the patterns of relationships among the variables relating to it. Both quantitative and non-quantitative methods are used. Percentage method was used to carry the respondents perception towards the fourteen attributes accessing the Recruitment and Development process within the organizations. Correlation was evaluated to test the hypothesis and draw the conclusion.

Graphs and chats have been used to illustrate the data.

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2.2 Project Objectives:

1. The main objective of the project is to study the existing process of Employee Recruitment in a well reputed Organization, to explore the current trends in the industry in Employee Recruitment practices. Support the organization ability to acquire, retain and develop the best talent and skills.

2. Determine present and future manpower requirements of organization in coordination with planning and job analysis activities.

the

3. Obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives.

4. Create a pool of candidates so that the management can select the right candidate for the right job from this poor

5. To study the various sources of recruitment followed in DLF PRAMERICA.

6. To learn what is the process of recruitment and selection that should be followed. 7. To search or headhunt people whose skill fits into the companys values

2.3 My Job at DLF PRAMERICA LIFE INSURANCE

I started my job as HR Trainee. My job profile was to handle RECRUITMENT in my project. The sales manager narrated me the whole procedure. My job profile was to generate resumes from the various job sites such as Naukri.com, Timesjobs.com etc. according to the requirements of the company. After generating the resumes from the sites the next step is to shortlist the resume which best suited the requirements.

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Now the short-listed candidates have to be given a phone call in order to find out their interests and schedule them for interview. There are 2 forms of interview that a candidate can appear for:

Personal Interview.

Telephonic Interview.

2.3.1 PERSONAL INTERVIEW

This is regarded to be the BEST FORM of interview. In such form of an interview the candidate personally appears in front of the interviewer and gives his interview. This is regarded to be the best form of interview as the interviewee has the best chances of making his points clear in front of the interviewer.

2.3.2 TELEPHONIC INTERVIEW

Sometimes an interview is taken on the phone. A telephonic conversation is done between the interviewer and the interviewee where the interviewer calls up the candidate via phone and conducts the interview.

2.3.3 The Job profile

Selling insurance and building customer relations

Qualification: Entry level opening: Graduates in any stream preferred can be. 10th or 12th standard pass, according to the irda stipulation, depending on region of operation Additional communication skills and ability to interact with people will help.

Middle level opening: Professional in finance or marketing with the experience in service industry. (As asst sales manager)

Senior sales openings: Senior professional with experience of handling junior staff preferred (CEP/Senior consultant)
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Chapter-3 ANALYSIS & DISCUSSION

3.1 DESCRIPTIVE ANALYSIS 3.1.1 Sources for recruitment and selection.

Internal

External

Both

9%

18%

73%

Fig 3.1

About 75% of the managers of DLF Pramerica say that they prefer both internal as well as external source for recruitment and selection whereas only 9% go for internal source and 18% go for external sources.

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3.1.2 Which method do you mostly prefer for recruitment and selection.

Direct

Indirect

Third Party

3%

32%

65%

Fig 3.2

About 65% of the mangers of DLF Pramerica go for direct recruitment and selection and 32% go for Indirect and only 3 % go for third party recruitment way.

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3.1.3 When do you prefer to go for manpower planning?

Yearly 20% No Fixed Time 30%

Quaterly 50%

Fig 3.3

Around 50% of the managers of DLF Pramerica go for Quarterly manpower planning and 20 % do not follow any pattern they do nt have any fixed time where as 20% go for yearly.

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3.1.4 What are the sources for external recruitment are Preferred.

Campus interviews

Placement Agencies

Data Bank

Casual applications

25% 34%

33%

8%

Fig 3.4

In DLF Pramerica 34% of managers go for campus interviews, 33% go for data bank, 25% from the casual application that are received and only 8% go for any placement agencies.

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3.1.5 What form of interview did you prefer.

Others, 1.2

video Confrencing, 20 Telephonic interviews, 30

Personal Interviews, 40

Fig 3.5

Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews whereas only 20% go for video conferencing and rest 10% adopt some other means of interviews

3.1.6 How do you rate the HR practices of the company.

Poor 1%

Average 22%

Very Good 33%

Good 44%

Fig 3.6

40% of the managers feel that HR department is good where and 30%say thats its very good where as 20% says its average and only 10% manager feel its bad.
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3.2 DISCUSSION
In DLF PRAMERICA life insurance most of the employees feel thats the HR department is good. About 75% of the managers say that they prefer both internal as well as external source for recruitment and selection. About 65% of the mangers go for direct recruitment and selection and less number for mangers prefer indirect or third party. Mostly the manpower planning is done Quarterly and 20 % do not follow any pattern they dont have any fixed time. DLF Pramerica prefers to go for campus interviews and even casual application that are received for recruitment but they hardly prefer placement agencies.

Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews whereas only 20% go for video conferencing and rest 10% adopt some other means of interviews

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Chapter-4 SUMMARY
4.1 CONCLUSION
This presents the summary of the study and survey done in relation to the Recruitment and Development in DLF PRAMERICA life insurance. The conclusion is drawn from the study and survey of the company regarding the Recruitment and Development process carried out there. The recruitment process at DLF PRAMERICA life insurance to some extent is not done objectively and therefore lot of bias hampers the future of the employees. That is why the search or headhunt of people should be of those whose skill fits into the companys values. Most of the employees were satisfied but changes are required according to the changing scenario as recruitment process has a great impact on the working of the company as a fresh blood, new idea enters in the company. Selection process is good but it should also be modified according to the requirements and should job profile so that main objective of selecting the candidate could be achieved

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4.2 SUGGESION

Manpower requirement for each department in the company is identified well in advance.

If the manpower requirement is high and the recruitment team of the HR department alone cannot satisfy it, then help from the placement agencies is needed.

Time management is very essential and it should not be ignored at any level of the process.

The recruitment and selection through placement agencies as the last resort and is utilised only when need.

The recruitment and selection procedure should not to lengthy and time consuming.

The candidates called for interview should be allotted timings and it should not overlap with each other

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4.3 BIBLOGRAPHY
Aswahthappa K. (2001),Human Resource and Personnel Management Aswathappa K. (2010). Human Resource Management, Published by Tata Mcgraw Hill, Fifth Edition. C.B Mamoria and S.V. Gankar (2004), Personal Management Text and Cases. Himalaya Publication. "How to Find Recruiters in Your Niche". Wall Street Journal. Retrieved 201208-03. "How to Find Recruiters in Your Niche". Wall Street Journal. Retrieved 201208-03. Human Resource Management, (2005), Dr.P.C. Pardeshi ,C.B Gupta (2005) Merkle, Judith A. Management and Ideology. University of California Press. ISBN 0-520-03737-5 Prasad L. M. (2003). Human Resource Management, Published by Sultan Chand and Sons. Shashi K. Gupta and Rosy Joshi (2011). Human Resource Management, Fifth Edition www.dlfpramericalife.com www.google.com

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ANNEXURE

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QUESTIONNAIRE FOR THE RESEARCH

1: When are the resources need and forecasted?

Quarterly Monthly Annually Not fixed

2: How is the resource need forecasted? .

3: How do you rate the recruitment procedure?

Short Average Long Very Long Cant say

4: What is the process you follow for recruitment and selection? People explain the same in brief?

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5: Which method do you mostly prefer from the following for recruitment and selection?

Direct Method Indirect Method Third Party

6: What sources you prefer for recruitment and selection?

Internal sources External sources Both

7: What are the sources for internal sourcing among the following -:

Present permanent employees Present temporary employees Retrenched / Retired / employees Deceased / disabled / employees

8: What are the sources for external recruitment among the following:

Campus interviews Placement agencies Employment agencies Professional associations Data bank Casual applicants Other, if any please mention

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9: Which is the most successful method for recruitment?

10: How many rounds of interviews are conducted?

1-3 3-5 More than 5

11: What form of interview did you prefer?

Personal Interview Telephonic Interview Video Conferencing Any two (then tick those two) All three

12: Are you satisfied with the interview process?

Yes No To some extent

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13: Are you satisfied with the present method being followed by the company for recruitment and selection?

Yes No

14: Are the aptitude test conducted?

Yes No Till some extent Cant say

15: How do you rate the HR practices of the company?

Very Good Good Average Bad

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