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Project title

Project report submitted in the partial fulfillment of the requirement for the

Award of the degree of


Punjab technical university

Sukhjeet kaur

Under the guidance of


Lala lajpat rai institute of engineering &technology





I am the student of L.L.R.I.E.T Moga under the M.B.A is highly thankful to our respected
VIKAS GULATI (Project Guided) and to the respected MAGER H.O.D SUBES
SEDDI. Because due to these respected persons I am able to choose this Research
Project. And now I am presenting the project report. Actually I have no words to explain
my pleasure on the completion of this project. It was not an easy matter for me to
complete this project.
In addition to this, I would like to thank all my respondents, who has spent their valuable
time with me and help me in getting the requested information for this project.
I would also offer my gratitude to my parents and friends for their help. Last but not the
least I am indebted to “Almighty” without whose blessings and grace this project would
not have reached where it is now.



I name of the student, herby declare that the research project entitled “EMOPLYEE
ENGAGMENT” has been prepared by me as part of the requirement of the master of
business administration Program of Punjab technical university Jalandhar .this is my
original work and up to the Best of my knowledge.

I further declare that this project has not been submitted earlier to any other university or
institute for the award of any degree of diploma


SBI life insurance is India's premier insurance enabling company. sbi Life
insurance is the one-stop-shop for requirements of services in the areas of
insurance, optimum investment, financial coverage and losses, mortality benefit,
and health option etc. This is backed by sbi life insurance service support
infrastructure - the widest in the country
The objective of the project was to understand how financial consultant
play important role for insurance company like SBI LIFE. To understand
the process of Recruitment of finanical consult in sbi life
The main objective of the project is to understand the recruitment and selection
of financial consultant more effectively and efficiently, because financial
consultant play most important role in business of insurance. Market in Pune city
was targeted. Various areas in city were selected. The data gave knowledge
about customer satisfaction, loyalty & their feel about the sbi Life Insurance.
Recruitment was conducted using questionnaire. The information about various
attributes & factors was collected about the financial consultant. All the data
collected, primary data was filtered & analyzed, represented in the form of graphs
& charts. Secondary data was also used in report such as company profile, on
the basis of analysis of data, conclusions were drawn. On the basis of findings &
conclusions, suggestions were given.



Recruitment is concerned with developing suitable techniques for attracting more
and more candidates. The aim of personnel planning is to determine the needs
for persons both in terms of number and type. For deciding about the number

both present and future requirements should be taken into account. If there are
expansion plans in near future then these requirements should also be
considered. Besides number, the type of persons needed is also important. The
educational and technical requirements to manage various jobs should e properly
analyzed so that right type of persons are employed.
Recruitment is sometimes confused with employment. The two are not one and
the same. Recruitment is just one step in the process of employment.
Recruitment is a linkage activity bringing together those with jobs and those
seeking jobs. When more persons apply for jobs then there will be scope for
recruiting better persons.

“Recruitment is the process of searching for
prospective employees and stimulatingand
encouraging them to apply for jobs in an

Recruitment is defined as, “a process to discover the sources of manpower

to meet the requirements of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate effective
selection of an efficient workforce.” Edwin B. Flippo defined recruitment as “the


process of searching for prospective employees and stimulating them to apply for
jobs in the organization.” Recruitment is a ‘linking function’-joining together those
with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to
bring together job seekers and employer with a view to encourage the former to
apply for a job with the latter
In order to attract people for the jobs, the organization must communicate
the position in such a way that job seekers respond. To be cost effective, the
recruitment process should attract qualified applicants and provide enough
information for unqualified persons to self-select themselves out.
Thus, the recruitment process begins when new recruits are sought and
ends when their applications are submitted. The result is a pool of applicants
from which new employees are selected


The general purpose of recruitment is to provide a pool of potentially
qualified job candidates. Specifically, the purposes are to:

• Determine the present and future requirements of the organization

conjunction with its personnel-planning and job-analysis activities.

• Increase the pool of job candidates at minimum cost.

• Help increase the success rate of the selection process by
reducing the
number of visibly, under qualified or overqualified job applicants.
• Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of
• Begin identifying and preparing potential job applicants who will


appropriate candidates.
• Induct outsiders with a new perspective to lead the company.
• Infuse fresh blood at all levels of the organization.
• Develop an organizational culture that attracts competent people
to the company.
• Search or head hunt/head pouch people whose skills fit the
company’s values.
• Devise methodologies for assessing psychological traits.
• Search for talent globally and not just within the company.
• Design entry pay that competes on quality but not on quantum.
• Anticipate and find people for positions that do not exist yet.
• Increase organizational and individual effectiveness in the short
and long term.
• Evaluate the effectiveness of various recruiting techniques and
sources for all types of job applicants.

Recruitment represents the first contact that a company makes with potential
employees. It is through recruitment that many individuals will come to know a
company, and eventually decide whether they wish to work for it. A well-planned
and well-managed recruiting effort will result in high- quality applicants, whereas,
a haphazard and piecemeal effort will result in mediocre ones. High-quality
employees cannot be selected when better candidates do not know of job
openings, are not interested in working for the company and do not apply. The
recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough
information about the jobs so that applicants can make comparisons with their
qualifications and interests, and generate enthusiasm among the best candidates
so that they will apply for the vacant positions.


The negative consequences of a poor recruitment process speak volumes

about its role in an organization. The failure to generate an adequate number of
reasonably qualified applicants can prove costly in several ways. It can greatly
complicate the selection process and may result in lowering of selection
standards. The poor quality of selection means extra cost on training and
supervision. Furthermore, when recruitment fails to meet the organizational
needs for talent, a typical response is to raise entry-level pay scales. This can
distort traditional wage and salary relationships in the organization, resulting in
avoidable consequences. Thus, the effectiveness of a recruitment process can
play a major role in determining the resources that must be expended on other
HR activities and their ultimate success


It specifies the objective of recruitment and provides a framework for

implementation of the recruitment programme. A recruitment policy
may involve
1) It should provide employees with job security and continuous
2) It should integrate organizational needs and employee needs.
3) It should match the qualities of the employees with the
requirements of the work for which they are employed.
4) It should highlight the necessity of establishing job analysis.



Every organization, big or small has to engage in recruitment of

persons, recruitment has two aspects-
1) To find out the number of vacancies to be notified and the type of
applicants needed to fill them.
2) To approach the potential applicants to apply for such vacancies.
No organization can recruit successfully without taking into
consideration the following factors –
1) The Economic Factors –
The economic conditions of a country influence the recruitment process in all
organization. The globalization and liberalization of Indian economies since 1991
onwards has resulted in a boom in financial services in India. As a result of the
new economic policy, the demands of well
2) The Social Factors –
These also affect the recruitment policy of an organization. Social
changes in the past two decades in India, have forced organization to
commitment to broad principles such as filling vacancies with the best-qualified
individuals. It may also involve the organizational system to be developed for
implementing recruitment programme and procedure to be employed.


A good recruitment policy must contain the following elements:

1) Organizational objectives : Both short term and long term
organizational objectives must be taken into consideration into
consideration. Identification of recruitment needs :

2) Preferred sources of recruitment : The sources of recruitment should

be identified properly.
3) Monetary aspects : The cost of recruitment and financial
implications of the same have to be kept in mind also.



1) It should be in conformity with the general personnel policies.
2) It should be flexible enough to meet the changing needs of the
3) It should provide employees with job security and continuous
4) It should integrate organizational needs and employee needs.
5) It should match the qualities of the employees with the
requirements of the work for which they are employed.
6) It should highlight the necessity of establishing job analysis.


Every organization, big or small has to engage in recruitment of
persons, recruitment
has two aspects-
1) To find out the number of vacancies to be notified and the type of
applicants needed to fill them.
2) To approach the potential applicants to apply for such vacancies.
No organization can recruit successfully without taking into
consideration the following factors –
1) The Economic Factors –
The economic conditions of a country influence the recruitment process in all
organization. The globalization and liberalization of Indian economies since 1991
onwards has resulted in a boom in financial services in India. As a result of the
new economic policy, the demands of well
2) The Social Factors – These also affect the recruitment policy of an
organization. Social changes in the past two decades in India, have
forced organization to place increasedemphasis on recruitment. The


mentality of modern employees has changed from just any job to a

satisfying career.

3) The Technological Factors – New technology have created new jobs

and existing jobs have undergone rapid changes. Several old jobs have
disappeared from the scene.
4) The Legal Factors – The different legislative policies governing
child labour, night shifts, bonded labour etc. have brought legal
environment to a major factor.

It passes through the following stages :
1) Recruitment process begins when personnel department receives
requisition for recruitment from any department of the company.
2) Locating and developing the sources of required number and type of
3) Identifying the prospective employees with required characteristics.
4) Developing the techniques to attract the desired candidates.
5) The next stage in the process is to stimulate as many candidates as
6) Evaluating the effectiveness of recruitment process.




and control

Before an organization actively begins to recruit applicants it should consider the
mostly likely source of the type of employee it needs. Some companies try to
develop new sources while most try to tackle the existing sources they have.
These sources accordingly may be termed as internal and external.
Internal Sources –
This is one of the important sources of recruitment. The employees
already working in the organization may be more suitable for higher jobs than
those recruited outside. Internal sources consist of the following :

1) Present employee: Promotions and transfers among the present employees

can be a good source of internal recruitment.


2) Employee Referrals: In an organization with a large number of

employees referrals can
provide quite a large pool of potential organizational members.
3) Former Employee : These are another internal source of
recruitment. Some retired employees may be willing to come back to
4) Previous Employees : Those who have previously applied for jobs
can be contacted bymail.
External Sources :
These are as follows –
1. Advertisement
8. E-recruitment
12. Cold calling


1) Internalsource
4) Data banks



Organizational inducements are all the positive features and benefits offered
by an organization that serves to attract job applicants to the organisation. Three
inducements need specific mention here, they are:-
.Compensation: Starting salaries, frequency of pay increases,
incentives and fringe benefits can all serve as inducements to potential

Career Opportunities: These help the present employees to grow

personally and professionally and also attract good people to the organization.
The feeling that the company takes care of employee career aspirations serves
as a powerful inducements to potential employees.
Image or Reputation: Factors that affect an organisation’s
include its general treatment of employees, the nature and quality of its products
and services and its participation in worthwhile social endeavors.

If a firm has a poor image in the market, many of the prospective
candidates may not even apply for vacancies advertised by the firm. If the job is
not attractive, qualified people may not even apply. Any job that is viewed as
boring, hazardous, anxiety producing, low-paying, or lacking in promotion
potential seldom will attract a qualified pool of applicants. Recruiting efforts
require money. Sometimes because of limited resources, organizations may not
like to carry on the recruiting efforts for long periods of time, this can, ultimately,
constrain a recruiter’s effort to attract the best person for the job. Government
policies often come in the way of recruiting people as per the rules of the
company or on the basis of merit/seniority, etc. For example, reservations to
specific groups (such as scheduled castes, scheduled tribes, backward castes,


physically handicapped and disabled persons, ex-servicemen, etc.) have to be

observed as per constitutional provisions while filling up vacancies in government
corporations, departmental undertakings, local bodies, quasi-government
organizations, etc.


Corporations have started linking their Mission, Objectives, Strategies and
Tactics (MOST) to the functions of recruitment and selection. The economic
liberalizations and consequent competition through quality and services
necessitated the companies to search for and attract competent human
resources. Corporations focusing on new business development will have to
seek entrepreneurial abilities, companies planning to withdraw from
diversifications must look for pragmatists and companies chasing growth
alliances should employ people comfortable in different cultural backgrounds.
Above all, companies must hire for the future, anticipating jobs that may not be in
existence yet. Recruitment managers must focus for attitudes and approaches
that fit the corporate goals and culture


Recruitment practices vary from one organization to another. Some
organizations like commercial banks resort to centralized recruitment while some
organizations like the Indian Railway resort to decentralized recruitment
practices. Personnel department at the central office performs all the functions of
recruitment in case of centralised recruitment and personnel
Departments at unit level/zonal level perform all the functions of
Concerning to the jobs of the respective unit or zone.



• Average cost of recruitment per candidate/unit should be relatively
less due to economies of scale.
• It would have more expertise available to it.
• It can ensure broad uniformity among human resources of various
Units/zones in respect of education, skill, knowledge, talent, etc.
• It would generally be above malpractices, abuse of powers,
favoritism, bias, etc.
• It would facilitate interchangeability of staff among various

• It enables the organization to have centralized selection procedure,

promotional and transfer procedure, etc.
• It ensures the most effective and suitable placement to
• It enables centralized training programmed which further brings
Uniformity and minimizes average cost of staff.


1 The unit concerned concentrates only on those sources/places
Normally gets the suitable candidates. As such the cost of
would be relatively less.
2 The unit gets most suitable candidates as it is well aware of the
requirements of the job regarding culture, traditional, family
background aspects, local factors, social factors, etc.
• Units can recruit candidates as and when they are required
without any delay.


• The units would enjoy freedom in finding out, developing the

sources, in selecting and employing the techniques to stimulate the
• The unit would relatively enjoy advantage about the availability of
information, control and feedback and various functions/processes of
• The unit would enjoy better familiarity and control over the
employees it recruits rather than on employees selected by the central
recruitment agency.

Both the systems of recruitment would suffer from their own demerits. Hence, the
management has to weigh both the merits and demerits of each system before
making a final decision about centralizing or decentralizing the recruitment.
Alternatively management may decentralize the recruitment of certain categories
of employees preferably middle and top level managerial personnel and
centralize the recruitment of other categories of employee’s preferably lower level
positions in view of the nature of the jobs and suitability of those systems for
those categories of positions. The management has to find out and develop the
sources of recruitment after deciding upon centralizing or decentralizing the
recruitment function

The size of the labour market, the image of the company, the place of
posting, the nature of job, the compensation package and a host of other factors
influence the manner of aspirants are likely to respond to the recruiting efforts of
the company. Through the process of recruitment the company tries to locate
prospective employees and encourages them to apply for vacancies at various
levels. Recruiting, thus, provides a pool of applicants for selection.


To select mean to choose. Selection is the process of picking individuals
who have relevant qualifications to fill jobs in an organisation. The basic purpose
is to choose the individual who can most successfully perform the job from the
pool of qualified candidates.
The purpose of selection is to pick up the most suitable candidate who
would meet the requirements of the job in an organisation best, to find out which
job applicant will be successful, if hired. To meet this goal, the company obtains
and assesses information about the applicants in terms of age, qualifications,
skills, experience, etc. the needs of the job are matched with the profile of
candidates. The most suitable person is then picked up after eliminating the
unsuitable applicants through successive stages of selection process. How well
an employee is matched to a job is very important because it is directly affects
the amount and quality of employee’s work. Any mismatched in this regard can
cost an organisation a great deal of money, time and trouble, especially, in terms
of training and operating costs. In course of time, the employee may find the job
distasteful and leave in frustration. He may even circulate ‘hot news’ and juicy
bits of negative information about the company, causing incalculable harm to the
company in the long run. Effective election, therefore, demands constant
monitoring of the ‘fit’ between people the job.

The Process
Selection is usually a series of hurdles or steps. Each one must be
successfully cleared before the applicant proceeds to the next one. The time and
emphasis place on each step will definitely vary from one organisation to another
and indeed, from job to job within the same organisation. The sequence of steps


may also vary from job to job and organisation to organisation. For example
some organisations may give more importance to testing while others give more
emphasis to interviews and reference checks. Similarly a single brief selection
interview might be enough for applicants for lower level positions, while
applicants for managerial jobs might be interviewed by a number of people.
A company is known by the people it employs. In order to attract people with
talents, skills and experience a company has to create a favourable impression
on the applicants’ right from the stage of reception. Whoever meets the applicant
initially should be tactful and able to extend help in a friendly and courteous way.
Employment possibilities must be presented honestly and clearly. If no jobs are
available at that point of time, the applicant may be asked to call back the
personnel department after some time.


Recruitment function helps the organization to develop a pool of prospective
human resources. It is difficult for the HR manager to employ the suitable people
out of the pool. Infact, many organizations face critical problems in choosing the
people. Selection techniques and methods reduce the complexities in choosing
the right candidates for the job. After identifying the sources of human resources,
searching for prospective employees and stimulating them to apply for jobs in an

the management has to perform the function of selecting the right employees at
the right time. The obvious guiding policy in selection is the intention to choose
the best person who have good social contact. The objective of the selection
decision is to choose the individual who can most successfully perform the job


from the pool of qualified candidates. The selection procedure is the system of
functions and devices adopted in a given company to ascertain whether the
candidate specifications are matched with the job specifications and
requirements or not.
The selection process can be successful if the following
requirements are satisfied:
 Someone should have the authority to select. This authority
from the employment requisition, as developed by an analysis
to the
workload and work force.
 There must be some standard of personnel with which a
employee may be compared, i.e. a comprehensive job
description and
job specification should be available before hand.
 There must be a sufficient number of applicants from whom
required number of employees may be selected.

The ability of an organization to attain its goal effectively and to develop in a

dynamic environment largely depends upon the effectiveness of its selection
programme. If the right person is selected, he is valuable asset to the

Selection procedure employs several methods of collecting information about
the candidates qualifications, experience, physical and mental ability, nature and
behavior, knowledge and aptitude for judging whether a given applicant is
suitable or not for the job. Therefore the selection procedure is not a single act


but is essentially a series of methods or stages by which different types of

information can be secured through various selection techniques. At each step
facts may come to light, which are useful for comparison with the job requirement
and employee specifications
Job analysis is the basis for selecting the right candidates. Every organization
should finalize the job analysis, job description, job specification and employee
specifications before proceeding to the next step of selection
essentially a series of methods or stages by which different types of information
can be secured through various selection techniques. At each step facts may
come to light, which are useful for comparison with the job requirement and
employee specifications.


Every company plans for the required number of and kind of
employees for a future date. This is the basis for recruitment function.

Recruitment refers to the process of searching for prospective employees and
stimulating them to apply for jobs in an organization. It is the basis for the
remaining technologies of the screening the candidates in order to select the
appropriate candidates for the jobs
The company has to select the appropriate candidates from the pool of
applicants. The company develops or borrows the appropriate bases/techniques
for screening the candidates in order to select the appropriate candidates for the


Application form is also known as application blank. The techniques of

application blank are traditional and widely accepted for securing information
from the prospective candidates. It can also be used as a device to screen the
candidates at the preliminary level. Many companies formulate their own style of
application forms depending upon the requirement of
information based on the size of the company, nature of business activities, type
and level of the job etc. Information is generally required on the following items in
the application forms:
 Personal background
 Educational qualifications
 Work experience
 Salary (drawing and expecting)
 Personal attainments including likes and dislikes
 References
Organizations have to conduct written examination for the qualified candidates
after they are screened on the basis of the application blanks so as to measure
the candidate s ability in arithmetical calculations, to know the candidate s
attitude towards the job, to measure the candidate s aptitude, reasoning,
knowledge in various disciplines, general knowledge and English language.


The preliminary interview is to solicit necessary information from the prospective
applications and to assess the applicant s suitability to the job. An assistant in the
personnel department may conduct this preliminary interview. The information
thus provided by the candidate may be related to the job or personal
specifications regarding education, experience, salary expectations, attitude
towards job, age, physical appearance and other requirements etc. Thus,
preliminary interview is useful as a process of eliminating the undesirable and


unsuitable candidates. If a candidate satisfies the job requirements regarding

most of the areas, he may be selected for further process. Preliminary interviews
are short and known as stand up interviews or sizing up of the applicants or
screening interviews. However, certain required amount of care is to be taken to
ensure that the desirable workers are not eliminated. This interview is also useful
to provide the basic information about the company to the candidate.


Business games are widely used as a selection technique for selecting
management trainees, executive trainees and managerial personnel at junior,
middle and top management positions. Business games help to evaluate the
applicants in the areas of decision-making, identifying the potentialities, handling
the situations, problem- solving skills, human relations skills etc. participants are
placed in a hypothetical work situation and are required to play the role situations
in the game. The hypothesis is that the most successful candidate in the game
will be most successful one on the job
GROUP DISCUSSION is used in order to secure further information regarding
the suitability of the candidate for the job. Group discussion is a method where
groups of the successful applicants are brought around a conference table and
are asked to discuss either a case study or subject
matter. The candidates in the group are required to analyze, discuss, find
alternative solutions and select the sound solution. A selection panel then
observes the candidates in the areas of initiating the discussion, explaining the
problem, soliciting unrevealing information based
on the given information and using common sense, keenly observing the
discussion of others, clarifying controversial issues, influencing others, speaking
effectively, concealing and mediating arguments among the participants and
summarizing or concluding aptly.


The selection panel, based on its observation, judges the

candidate s skill and ability
and ranks them according to their merit.
In some cases, the selection panel may also ask the candidates
to write the summary
of the group discussion in order to know the candidate s
writing ability as well.

Types of test:
Tests are classified into six classes, each class is again divided into different
types of tests. They are:

These tests measure whether an individual has the capacity or latent ability to
learn a given job if given adequate training. Aptitudes can be divided into general
and mental ability or intelligence and specific aptitudes such as mechanical,
clerical, manipulative capacity etc. General aptitude test is of two types namely
intelligence quotient (IQ) and emotional quotient (EQ).

(1) Skill tests:

These tests measure the candidate s ability to do a job perfectly and intelligently.
These tests are useful to select the candidates to perform artistic jobs, product
design, design of tools, machinery etc. The candidates can be selected for
assembly work, testing and inspection also.

(2) Mechanical aptitude tests:

These tests measure the capabilities of spatial visualization, perceptual speed
and knowledge of mechanical matter. These tests are useful for selecting
apprentices, skilled, mechanical employees, technicians etc.


(3) Psychomotor tests:

These tests measure abilities like manual dexterity, motor ability and eyehand
coordination of candidates. These tests are useful to select semi-skilled workers
and workers for repetitive operations like packing and watch assembly.
(4) Clerical aptitude tests:
These types of tests measure specific capacities involved in office work. Items of
this tests include spelling, computation, comprehension, copying, word
measuring etc.

These tests are conducted when applicants claim to know something as these
tests are concerned with what one has accomplished. These tests are more
useful to measure the value of a specific achievement when an organization
wishes to employ experienced candidates. These tests are classified into (a) job
knowledge test and (b) work sample test. Thus, the candidate s achievement in
his career is tested regarding his knowledge about the job and actual work

This test evaluates a candidate s in a similar real life situation. In this test the
candidate is asked either to cope with the situation or solve critical situations of
the job.

(1) Group discussion:

This test is administered through the group discussion approach to solve a
problem under which candidates are observed in the areas of initiating, leading,
proposing valuable ideas, conciliating skills, oral communicating skills,
coordinating and concluding skills.

(2) In basket:


Situational test is administered through in basket method. The candidate in this

test is supplied with actual letters, telephone and telegraphic message,reports
and requirements by various officers of the organization, adequate information
about the job and organization. The candidate is asked to take decisions on
various items based on the in basket information regarding requirements in the

These tests are inventories of the likes and dislikes of candidates in relation to
work, job, occupations, hobbies and recreational activities. The purpose of this
test is to find out whether a candidate is interested or disinterested in the job for
which he is a candidate and to find out in which area of the job range/occupation
the candidate is interested. The assumption of this test is that there is a high
correlation between the interest of a candidate in a job and job success. Interest
inventories are less faked and they may not fluctuate after the age of 30
These tests prove deeply to discover clues to an individual s value system, his
emotional reactions and maturity and characteristic mood. They areexpressed in
such traits like self-confidence, tact, distrust, initiative, emotional control,
optimism, decisiveness, sociability, conformity,objectivity, patience, fear,
judgment dominance or submission, impulsiveness, sympathy, integrity, stability
and self-confidence.
(1) Objective tests: Most personality tests are objective tests as
they are suitable for group testing and can be scored objectively.

(2) Projective tests:


Candidates are asked to project their own interpretation of certain standard

stimulus basing on ambiguous pictures, figures etc. under these tests.
Personality tests have disadvantages in the sense that sophisticated candidates
can fake them and most candidates give socially acceptable
answers. Further, personality inventories may not successfully predict job
success. A number of corrective measures tried as personality inventories are
widely subject to faking. They are:

 Forced choice of Edward s personnel preference schedule.

 Gordon personal profile.

 The Minnesota Multi-phasic Inventory offers different methods

forIdentifying faking. The faking can be countered by repeating the

same question in different parts to measure consistency.

However, the need for multi-skills is being felt be most of the companies
consequent upon globalization, competitiveness and the consequent customer-
centered strategies. Organization have to develop multidimensional testing in
order to find out whether the candidates possess a variety of skills or not,
candidate s ability to integrate the multi-skills and potentiality to apply them
based on situational and functional requirement.

Final interview follows after tests. This is the most essential step in the process of
selection. In this step the interviewer matches the information obtained about the
candidate through various means to the job requirements and to the information
obtained through his own observation during the interview. The different types of
interviews are:


(1) Informal interview:
This is the interview, which can be conducted at any place by the person to
secure the basic and non-job related information. The interaction between the
candidate and the personnel manager when the former meets the latter to
enquire about the vacancies or additional particulars in connection with the
employment advertisement is an example of the informal interview.
2) Unstructured interview:
In this interview, the candidate is given the freedom to tell about himself by
revealing his knowledge on various items/areas, his background, expectations,
interest etc. Similarly, the interviewer also provides information on various items
required by the candidate.

It is normally the interaction between the candidates and the line executive or
experts on various areas of job knowledge, skill, talent etc. This interview may
take various forms like:
(1)Background information interview This interview is intended to
collect the information which is not available in the application blank and to check
that information provided in the application blank regarding education, place of
domicile, family, health, interest, hobbies, likes, dislikes and extra curricular
activities of the applicant.

(2) Job and probing interview:

This interview aims at testing the candidate s job knowledge about duties,
activities, methods of doing the job, critical/problematic areas, methods of
handling those areas etc.

(3) Stress interview:


This interview aims at testing the candidate s job behavior and level of
understanding during the period of stress and strain. The interviewer tests
candidate by putting him under stress and strain by interrupting the applicant
from answering, criticizing his opinions, asking questions pertaining to unrelated
areas, keeping silent for unduly long periods after he has finished
speaking etc. Stress during the middle portion of the interview gives effective
results. Stress interview must be handled with utmost care and skills. This type of
interview is often invalid, as the interviewer s need for a job and his previous
experience in such type of interviews may inhibit his actual behavior under such
(4) Group discussion interview: There are 2 methods of conducting group
discussion interviews, viz. group interview method and discussion interview
method. All the candidates are
brought into one room and are interviewed one by one under group interview.
This method helps a busy executive to save valuable time and gives a fair
account of the objectivity of the interview to the candidates. Under the discussion
interview method, one topic is given for discussion to the candidates who
assemblein one room and they are asked to discuss the topic in detail.
This type of interview helps the interviewer in appraising certain skills of
the candidates like initiative, inter-personal skills, dynamism, presentation,
leading, comprehension, collaboration etc. Interviewers are at ease in this
category of interview because of its informality and flexibility.
(5) Formal and structured interview:
In this type of interview, all the formalities, procedures like fixing the value, time,
panel of interviewers, opening and closing, intimating the candidates officially etc.
are strictly followed in arranging and conducting interview. The course of the
interview is preplanned and structured, in advance, depending on job


(6) Panel interview:

A panel of experts interviews each candidate, judges his performance individually
and prepares consolidated judgment. This type of interview is known as panel
interview. Interviewers for middle level and senior level mangers are normally
conducted are the panel of experts.
(7) Depth interview:
In this interview, the candidate would be examined extensively in core areas of
job skills and knowledge. Experts test the candidate s knowledge in depth. Depth
interviews are conducted for specialist jobs.

After the experts including the line managers of the organization in the core
areas of the job examine the candidates, the head of the department/section
concerned interviews the candidates once again, mostly through informal
discussion. The interviewer examines the interest of the candidate in the job,
Reaction adaptability to the working complaining, promotional
opportunities, work adjustment and allotment etc. The personnel manger also
interviews the candidates with a view to find out his reaction/acceptance
regarding salary, allowances, benefits, promotions, opportunities etc. The head
of the department and the personnel manager exchange the view and then they
jointly inform their decision to the chairman of the interview board, which finally
makes the decision about the candidate s performance and their ranks in the
interview. Most of the organizations have realized that employee s positive
attitude matters much rather than employee s skill and knowledge. Employees
with positive attitude contribute much to the organization. Hence, interviewers
look for the candidates with the right attitude while making final decision.



Certain jobs require certain physical qualities like clear vision, perfect hearing
unusual stamina, tolerance of hardworking conditions, clear tone etc. Medical
examination reveals whether or not a candidate possesses these qualities.
Medical examination can give the following information:
 Whether the applicant is medically suited for the specific job
 Whether the applicant has health problems or psychological
likely to interfere with work efficiency or future attendance.
 The offer. Whether the applicant suffers from bad health which
should be corrected before he can work satisfactorily
 It reveals the applicant s physical measurements and
 It is used to check the special senses of the candidates.


dition,careerAfter completion of the final interview and medical examination, the

personnel department will engage in checking references. Candidates are
required to give the names of references in their application forms. These
references may be from the individuals who are familiar with the candidates
academic achievement or form the applicant s previous employer, who is well
versed with the applicant s job performance, and sometimes from coworkers.
Incase the reference check is from the previous employer; information for the
following areas may be obtained. They are job title, job description, and period of
employment, pay and allowances, gross emoluments, benefits provided, rate of
absence, willingness of the previous employer to employ the candidate again and
soonFurther, information regarding candidate s regularity at work, character,
progress etc. can be obtained.
Often a telephone call is much quicker. The method of mail provides detailed
information about the candidate s performance, character and behavior.


However, a personal visit is superior to the mail and telephone methods and is
used where it is highly essential to get the detailed, actual
information, which can also be secured by observation. Reference checks are
taken as a matter of routine and treated casually or omitted entirely in many
organizations. But a good reference check used sincerely will fetch useful and
reliable information to the organization.


The line manager concerned has to make the final decision whether to select or
reject a candidate after soliciting the required information through techniques
discussed earlier. The line manager has to take much care in taking the final
decision not only because of economic implications but alsobecause of
behavioral and social implications. A careless decision of rejecting would impair
the morale of the people and they would suspect the selection procedure and the
basis of selection of this organization. A true understanding between line
managers andpersonnel managers should be established to take
proper decisions.


Thus, after taking the final decision, the organization has to intimate this decision
to the successful as well as unsuccessful candidates. The organization offers the
job to the successful candidates either immediately or after some time depending
upon its time schedule. The candidate after receiving job offer communicates his
acceptance to the offer or requests the company to modify the terms and
conditions of employment or rejects the offer.


Recruitment is the process of attracting prospective candidates who are likely to
get selected. Recruitment process starts with the drafting of advertisement for the


required post mentioning the name of the post, qualifications required, place of
posting etc. the advertisement is released in all major and national newspaper
across the country. Not only print media, but other media like internet is also
used for posting the advertisement. Placement agencies and educational
institutions are considered if the requirements are for fresh graduates. Employee
references by are also encouraged. After receiving the applications, it is initially
screened by HR division based on minimum requirements and qualifications
prescribed for the post. Screened applications from HR division are sent to
respective divisional heads for their screening in case of applications for higher
posts. Selection is the process of selecting right candidates from the list of
prospective candidates. Selection process involves tests, interviews, group
discussions, psychometric tests or a combination of these depending on the
nature or sensitivity of the level and the post. For technical posts, tests are used
as elimination means while for some other posts like management trainee, tests
are not used as elimination means. The shortlisted candidates are called for the
final interview. Regret letters are sent to those who are not shortlisted.
Background checking of the shortlisted candidates is done to ensure that they
will fit with the culture of the organization. Job offers are made to the selected
candidates and they are asked to give their confirmation that they accept the job
offer. On receiving their confirmation, appointment letter is prepared by personnel
and administration division and given to the candidate at the time of joining.
Salary offer is a part of Human resource division while personnel and
administration division handles salary administration.




The current chapter deals with the research methodology adopted In present study
indicates the selection of sample respondents, collection of data. choice of statistical tools
for analysis of data, in addition to pointing out limitations’ of the study.

Methodology adopted:
The research is aimed at to evaluate employee engagement at SBI bank. The city will
cover under the research Moga.,Bagha purna
Research design:
The design for this study is descriptive.
Sampling unit:


Sampling is an effective step in collection of primary data that influence the quality and
correctness of the result.
Sampling size:

The sample size is selected to give the true picture. The size is


From the analyzed data I could find that –

 The main source of the recruitment is through external sources i.e.



 The other source of recruitment is through references , natural

market and


 Maximum prospects fulfils all the criteria prescribed by the IRDA.


 Research shows that the Financial Advisors generally belong to the

age of 30- 50 years

 It is found that the company provides both types of training and

mainly prospects goes for the online training.

 Every year company recruits as many as 50 Advisors in order to

increase the

sales force of the company.

 Most of the recruited people are aware of the insurance sector and

the person

who are not aware of the insurance sector are made aware through the


before sitting for the test.

 It has been found through the studies that most of the candidate


belongs the banking and insurance sector . It means that they are

having some

knowledge about the insurance sector.

 For most of the prospects attending 21 days training is a major

problem. As

the timings for the training are full time 10:30 am to 5.00 p.m.

 For most of the prospects they join SBI LIFEINSURANCE for the




 Most of the recruited people continue working as a Financial




1) This Project Report is restricted only for the interviewed people.

2) Biased reply of the respondents like giving wrong information.

3) Non availability of the data or the relevant information of the respondent.

4) Sometimes it happens that the respondent was busy so as to get the

information it becomes difficult

5) The project is done in near by areas of the Aundh Branch of the

company & therefore findings of it may not be applicable in other
6) Time Constraints – The duration of the project is only 2 months. In this duration
we have to finish the project so the sample size considered for this project is also
limited which may give some misleading outputs.
7) Although ICICI Prudential is a well known brand, it invests heavily in the
advertisements, but somehow the concept of financial advisor was not known to
the customers and it requires great amount of efforts to convince the various
benefits to them.



1. It is found that in the last five years the Indian economy has progressed, which
has increased the average purchasing power & the insurance sector has
contributed significantly in this.
2. Since last five to six years many Private Company has entered in insurance
sectors & because of which the Indians are having number of options in front of
them investing their money & to safeguard the life.
3. While doing this project it is found that recruiting of the advisor is done by the Unit
Manager, and the parameters on which the advisors are to be recruited are :

• Income Level – 1.2lacs to 2 lacs per annum

• Marital Status – Married

• Age – above 25 years

• Minimum Education – Graduation

• Staying in the same city for more than 5 years

4 . The study of the profile of the advisor is depending on their

background i.e. their work experience and the age wise distribution.


5. The level of awareness of the prospects about the private insurance company has
increased because of the heavy advertising ad marketing by the companies over
the period of time.
6. It important to appoint only those prospects as financial advisor, who can give &
generate long term business for the company, so to analyze the prospects &
study their status is very important thingd
7. Most of the prospects to join, as their first preference to earning extra money,
second to start business with no capita investment, third to Association with the
No. 1 Private Life Insurance Company.
Based on the findings in the Research following suggestions
are made –

 Finding new prospects is like breathing, so Unit Manager should be

in regular touch with the market so that he will gets some good

 Company should go for regular Market Survey for finding out the
worker who can stay under the Managers Sales Team, and will
generate long
term business.
 Branch Manager should take the feedback from the existing
advisors so that he can easily understand the advisors problem as
well s he can recommend new changes.

 The company should concentrate on the rural part so that they can
compete with LIC India, and can generate some business from there
as it is found that most of the Private Life Insurance companies are
targeting the urban market. Company should follow the pull strategy
where it can use advertising media, by preparing attractive Ads,
through Newspaper, T.V. , and radio can increase the awareness about
the company & will help in improving the market share.

 Unit Manager should meet regularly with the existing advisors so

that he can find out their problems & also take their suggestions.


 Most of the Indian families still believe in the LIC. They don’t feel
comfortable with other brands. In such cases ICICI Prudential can optfor
descriptive advertisements how our solutions are better than the traditional
business solutions.

www.sbilife.com in