INTRODUCTION

INTRODUCTION
The recruitment and selection procedure of the company determines the level of achieving organizational goals in the long run. As per definition it is stated that which is all about selecting right person for the right job at the right time at the best possible position. Although it sounds quite simple but it is also not an easier job to evaluate a person with his ability and skills that may satisfy the core competency for the job so that his degree of willingness to pursue a job becomes positive. From job seekers prospective it is the core competencies which matter much for a job. So it is the effective recruitment and selection procedure which h determines not only the right candidature for a job but also a long-term accomplishment of organizational goals. I have chosen HDFC Standard Life, for studying their methods of recruitment and selection function. In the course of my study I came to know that, it has the probability of achieving more than 50% of the people to be placed for the right job, which reflects some of the unique ways for recruiting the candidates to fill up various vacancies. The aim of the company is to achieve overall organizational goal not only by way of fulfilling the targeted top-line but also employee satisfaction towards various position of job to the maximum level. This I will see as I proceed subsequently in my project.

CHAPTER 1.1 INTRODUCTION TO COMPANY

COMPANY PROFILE

HISTORY OF HDFC STANDARD LIFE INSURANCE Established on 14th August 2000, HDFC Standard Life Insurance Co. Ltd. is a joint venture between Housing Development Finance Corporation Limited (HDFC Limited) India's leading housing finance institution, and a Group Company of the Standard Life Plc, UK. The Company is one of leading private insurance companies, offering a range of individual and group insurance solutions, in India. Being a joint venture of top financial services groups, HDFC Standard Life has adequate financial expertise to manage longterm investments safely and resourcefully.

HDFC Standard Life Insurance offers a range of individual and group solutions, which can be easily personalized to specific needs. Its group solutions have been planned to offer complete flexibility, together with a low charging structure. As of 31 March,2011, Operating Income (inclusive of profit on crores as against Rs.4,297.75 crores in the previous year - an increase of 24%.sale of investments) was Rs.5,318.13

HDFC Standard Life Insurance Company Limited is the First Private Sector Life Insurance Company to be granted a license.

FOREIGN PARTNER: Standard Life, UK, founded in 1825, has been at the forefront of the UK insurance industry for 175 years by combining sound financial judgment with integrity and reliability. It is the Largest Mutual Life company in Europe and has total assets of Rs. 5, 50,000 crore.

It is one of the very few insurance companies in the world to have received 'AAA' rating from two of the leading international credit rating agencies, Moody's and Standard & Poor's. Standard Life was recently voted 'Company of the Decade' in U.K. by the Independent Brokers called IFAs. THE PARTNERSHIP: HDFC and Standard Life first came together for a possible joint venture, to enter the Life Insurance market, in January 1995. It was clear from the outset that both companies shared similar values and beliefs and a strong relationship quickly formed. Towards the end of 1999, the opening of the market looked very pro-HDFC and both companies agreed the time was right to move the operation to the next level. Therefore, in January 2000 an expert team from the UK joined a hand-picked team from HDFC to form the core project team, based in Mumbai. Around this time Standard Life purchased a further 5% stake in HDFC and a 5% stake in HDFC Bank. In a further development Standard Life agreed to participate in the Asset Management Company promoted by HDFC to enter the mutual fund market. The Mutual Fund was launched on 20th July 2000. CORPORATE GOVERNANACE:

Corporate Governance is a process that aims to meet stakeholders aspirations and societal expectations. It is not a discipline imposed by a Regulator, rather is a culture that guides the Board, Management and Employees to function towards best interest of Stakeholders. At HDFCSL, Corporate Governance philosophy stems from the belief that corporate governance is a key element in improving efficiency and growth as well as enhancing investor confidence. Accordingly, the Corporate Governance philosophy has been scripted as under: As a good corporate citizen, the Company is committed to sound corporate practices based on its vision, values & principles in building confidence of its 5

various stakeholders, thereby paving the way for its long term success and sustenance. At the core of its corporate governance practice is the Board, which oversees how the management serves and protects the long-term interests of all the stakeholders of the Company. The Company believes that an active, well-informed and independent Board is necessary to ensure the highest standards of corporate governance. The Companys corporate governance practices are aimed at meeting the corporate governance requirements as per the IRDA Corporate Governance Guidelines, besides good practices either recommended by professional bodies or practiced by leading companies in India.

HDFC SL VISION:

'The most successful and admired life insurance company, which means that we are the most trusted company, the easiest to deal with, offer the best value for money, and set the standards in the industry'. 'The most obvious choice for all'

HDFC SL VALUES:

Integrity

Innovation

Customer centric People Care One for all and all for one

Team work

Joy and Simplicity

Besides the above, the Committees appointed by the Board focus on specific areas and take informed decisions within the framework of delegated authority, and make specific recommendations to the Board on matters within their areas of purview. All decisions and recommendations of the Committees are placed before the Board for information or for approval.

ORGANIZATION STRUCTURE:

MD / CEO

GM-Sales & Marketing

HOD- IT

HOD legal & Secretarial

GMFinance & Actuarial

HOD-HR

GMOperation

Retail SalesNorth

Accounts

Operation

ZoneManagers

Medical

Underwriting

Retail SalesSouth

Actuarial

ZoneManagers

Institutional sales

Channel Development & Sales training

Marketing

HUMAN RESOURCE MANAGEMENT AT HDFC STANDARD LIFE

10

HUMAN RESOURCE MANAGEMENT AT HDFC SL

HUMAN RESOURCES, LEARNING & DEVELOPMENT:

HDFC Standard Life's finest investment is in its Human Resources. We believe that talented workforce is the driving force for growth and efficiency. Capable employees create a vibrant and prosperous organization. Our Talent Management and Development strategy is designed to achieve this twin objective of personal development and organizational growth. Our people development strategy aims at acquiring and developing talent through a series of interventions specific to life cycle of the employee, his/her role, responsibility and other identified needs. Our talent acquisition strategy is to hire the right people who align and demonstrate HDFC Standard Life values. Our learning and leadership initiatives emphasize on capability development at each level to create an environment which allows contribution towards business growth. Our talent management initiatives recognize individual aspirations and provide opportunities for employees to fulfill their potential. Our employee engagement endeavors are geared to build a culture where employees partner the organization building process

LEARNING MANAGEMENT SERVICES:

This team not only provides and maintains an online learning platform but also facilitates classroom training by taking care of all the administrative tasks involved in classroom training.

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The mission of Learning Management Services team is to facilitate learning to achieve business performance. The Learning Management Services function is divided into two verticals one vertical administers the learning portal and the other develops online learning courses.

Learning Management Services is a team working towards fostering a learning culture that effectively blends classroom training and online training thereby giving employees a robust training platform. The team is putting processes in place to bring about developmental inputs to employees leading to improvement in performance.

ADMINISTRATION:

The administration department uses its expertise to cater to the business requirement by providing quality & reliable services to all internal as well as external customers across the country by enhancing productivity by implementing innovative things at different levels, ensuring longevity of the company's assets & infrastructure, reducing channel operation cost by remaining cost conscious & by liasioning with concerned statutory bodies for strictly complying with all statutory rules & regulations applicable to the organization. The main responsibilities of the department are Projects including engineering, designing & drafting Property & Infrastructure Management Office & General Upkeep Purchase Logistics and Insurance Mgmt Printing & General Stationery Hospitality & public relations Liasioning with statutory bodies Staff Welfare & Event Mgmt Health & Safety Mgmt

SALES TRAINING:

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Sales Training is divided into three verticals: a) Content development function b) Training delivery function c) Quality and Services.

Implementation Parameters for Training Interventions are: Facilitate achievement of business objectives and targets through effective delivery Develop innovative, relevant and cost effective content Develop and deliver content in less time Ensure content is reusable and easy for implementation by the delivery channel Ensure effective data analysis and action Aim to improve business performance of the target audience

EMPLOYEE REFERRAL PROGRAM:

*** PARICHAY ***

Objective of the program is to provide employees a route to refer professional who they know through their personal/ social/ professional network and make a direct impact to expansion plans.

It is applicable for all employees, all functions, all locations from band G to band E.

Referral fees are paid to the referring employee for one successful reference.

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List of positions that can be referred and its corresponding referral amount is mentioned in the table below.

Immediate superiors cannot refer prospective candidates for the above positions for their own team. No ex-employees and Financial Consultants, Fresh Graduates/MBA's (except for GT Operations position) can be referred through this scheme. List of locations & number of positions vacant per location for the roles mentioned above are displayed on the green page under HR Policies and Procedures.

EMPLOYEE RECOGNITION PROGRAM:

***SHIKHAR***

Objective of the program is to reward and recognize outstanding contributions to business. It is applicable to all employees of HDFCSL Frequency of recognition : Bi-monthly Criteria of recognition is It should be derived on the basis of Extra Ordinary performance Above and Beyond KRA Initiative on the lines of Company Mission & Vision in his/her own capacity. It should contribute to over all Goal of the company.

Individual himself/herself or immediate superior can nominate by sending a mail to recognition@hdfcinsurance.com in a prescribed format. Nomination form can be downloaded from green page under 'SHIKHAR' section.

14

EMPLOYEE COMMUNICATION PROGRAM:

***SPARSH***

To enable a dialogue between the management and the employees, Sparsh Communication program was launched in 2007. SPARSH, An employee communication program is conducted annually across the company with the objective of connecting employees to the company's vision and building workforce understanding about the company's objectives and plans. It provides a platform for the employees to meet key decision makers under one roof and enter into an open dialogue with them. This initiative is a step towards building transparency in the system thus making HDFCSL a stronger workplace.

FUN @WORK PROGRAM:

***UMANG***

Objective of the program is to create a fun filled work environment across the Company.

Umang coordinators are appointed in every region to chalk out activities every month and ensure its implementation.

Umang calendars are uploaded every month on the green page under the section UMANG that gives details of the activities planned for the following month

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Umang Dashboard gives details of the monthly conducted activities and the same is uploaded on the green page in the month following the month of activities.

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CHAPTER 1.2 INTRODUCTION TO PROJECT

17

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. 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.

SOURCES OF RECRUITMENT:

Internal sources of recruitment (a) Present permanent employees (b) Present temporary/casual employees, 18

(c) Retrenched or retired employees, (d) Dependents of deceased, disabled, retired and present employees.

External sources of recruitment (a) Campus recruitment, (b) Private Employment Agencies/Consultants, (c) Public Employment Exchanges, (d) Professional Associations, (e) Data Banks, (f) Casual Applicants, (g) Similar Organizations

Why do organizations prefer Internal Sources:

Organizations prefer this source to external source to some extent for the following reasons:

(a)Internal recruitment can be used as a technique of motivation. (b)Morale of the employees can be improved. (c)Suitability of the internal candidates can be judged better than the external candidates as known devils are better than unknown angels. (d)Loyalty, commitment, a sense of belongingness, and security of the present employees can be enhanced. (e)Employees psychological needs can be met by providing an opportunity for advancement. (f)Employees economic needs for promotion, higher income can be satisfied. (g)Cost of selection can be minimized.

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(h)Cost of training, induction, orientation, period of adaptability to the organization can be reduced. (j)Social responsibility towards employees may be discharged. (k)Stability of employment can be ensured

Objective of Recruitment:

1: To attract with multi dimensional skills and experience that suite the present and future organization strategies.

2: To induct outsider with new perspective to lead the company.

3: To infuse fresh blood at all levels of organization.

4: To develop an organizational culture that attracts competent people to the company. 5: To search or headhunt people whose skill fit the companys values.

6: To seek out non-conventional development grounds of talent

7: To devise methodology for assessing psychological traits.

8: To search for talent globally not just within the company.

9: To design entry pay that competes on quality but not on quantum. 10: To anticipate and find people for position that doesnt exists yet.

Recruitment represents the first contact that a company makes with potential employees.

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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.

FACTORS AFFECTING RECRUITMENT:

There are two types of factors that affect the Recruitment of candidates for the company. 1: Internal factors: These includes

Companys pay package Quality of work life Organizational culture Companys size Companys product Growth rate of the company Role of trade unions Cost of recruitment

2: External factors: These include Supply and demand factors Employment rate Political, legal and government factors Informationsystem

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FACTORS TO BE UNDERTAKEN WHILE FORMULATING RECRUITMENT POLICIES: The following factors should be undertaken while formulating the policies Government polices Recruitment sources Recruitment needs Recruitment cost Organizational and personal policies

RECRUITMENT THEORIES:

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 organization. 22

Choice can be made only when applicant can readily perceive the factors such as the behavior 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.

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RECRUITMENT PROCESS:

24

SELECTION

25

SELECTION

Selection is a negative process and involves the elimination of candidates who do not have the required skills and qualification for the job proposed. Also it is a process of differentiating between applicants in order to identify and hire those with greater likelihood of success in job. The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and devise adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and recruitment or not. Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision. The traditional selection process includes: preliminary screening interview, completion of application form, employment test, comprehensive interview, background investigation, physical examination and final employment decision to hire.

Organization for selection:

Until recently the basic hiring process was performed in a rather unplanned manner in many organizations. In some companies, each department screened and hired its own employees. Many mangers insisted on screening their own employees as they thought no one else could do that as efficiently as they themselves. But now selection is centralized and handled by the Human Resource Department. This type of arrangement is also preferred due to some of these advantages: It is easier for the application because they can send their applications to a single centralized department. It facilitates contact with applicants because issues pertaining to employment can be cleared through one central location. It helps operating managers to concentrate on their operating responsibilities. This is especially helpful during the chief hiring period. 26

It can provide for better selection because hiring is done by specialist trained in staffing techniques. The applicant is better assured of consideration for a greater variety of jobs. Hiring cost is cut because duplication of efforts is reduced. With increased governmental regulation on selection process, it is important that people who know about these rules handle a major part of the selection process.

Barriers to Effective Selection:

The main objective of selection process is to hire people having competence and commitment towards the given job profile. But due to some reason the main purpose of effectively selecting candidates is defeated. These reasons are:

1: Perception or the Halo effect: Many a times the interviewer selects a candidate according to the perception he has or he made up while talking or looking at the individual. This way he does not see through the caliber or the efficiency of the individual and many times it leads to the selection of the wrong candidates.

2: Fairness: During the selection process the interviewer does not select the individual on the basis of his knowledge and hence the right type of the candidates is not selected.

3: Pressure: The people from the HR department and also have a lot of pressure from the top management and from other top class people for selecting the candidates they want. This ways the purpose of effective selection process of effective selection process is defeated as they have to select that individual whether or not he is capable of the job. That is being offered. 27

Essentials of Selection Procedure

Someone should have the authority to select. There must be sufficient number of applicants from whom the required number of employees to be selected. There must be some standards of personnel with which a prospective employee may be compared.

Factors Effecting Selection Decision:

Includes: Profile matching Organization and social environment Multi correlations Successive hurdle

28

RECRUITMENT AND SELECTION AT HDFC STANDARD LIFE

29

RECRUITMENT AND SELECTION AT HDFC STANDARD LIFE

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.

HDFC SL APTITUDE TEST (HAT): HDFC Standard Life Insurance has its specialized aptitude test called HDFC STANDARD LIFE Aptitude Test (HAT). HAT includes three sections vis--vis Numerical Ability, Data interpretation and Logical Reasoning. It is mandatory to clear this test for every candidate with minimum 18 marks i.e. 6 marks in each section. Maximum marks of the test are 36.

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HDFC STANDARD LIFE APPLICATION FORM (HAF):

HDFC Standard Life has an application form for the development managers position specially designed in line with the organizations competency mapping. Competencies are the desired business behaviors, which enable an individual to contribute towards organizational growth. HDFC Standard Life has a set of identified core competencies, which help employees to imbibe and achieve a consistent business performance. They have branded their competency model as Mantra 10. HDFC Standard Life believes in integrating their HR processes on the basis of Mantra 10, to create a competency driven culture.

MANTRA 10:

The set of 10 core competencies, which are identified as leadership competencies that reflect the organizations values and performance culture that HDFC Standard Life would like to build, is called Mantra 10.

This competency set determines behaviors which attributes to ones knowledge, skill, experience, and personal traits. Mantra 10 operates at HDFC Standard Life competency framework.

Competencies are the key characteristics of an individual that cause/predict successful job profiles. These identified common competencies that drive HDFC Standard Life leaders to a successful performance, have formed their competency framework, Mantra10. This lays the foundation on which departmental competency dictionary and position based competency mapping shall be defined and designed. This also integrates their vision, HR processes like recruitment, assessment, performance management and learning & development.

Positive and negative behavioral indicators have been identified for each competency. 31

Mantra 10 can be used by all the leadership role holders of HDFC Standard Life:

To support them for people management and development

Manage and drive employees performance more effectively by constantly raising performance benchmark

Identify appropriate learning needs Improve motivation by using competencies to clarify the link between pay and performance.

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Drive Collaboration Decision Making

Domain Knowledge

Influencing

MANTRA 10

Customer Orientation

Execution

Business Perspective/ Strategic thinking Leadership

Creativity And Innovation

MANTRA 10

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INTERVIEW PROCESS:

The short listed candidates are called for the final interview process. This interview process includes three rounds of interviews. L1 i.e. the first interview is the band E managers, then L2 i.e. the second interview is taken by the band D managers and final interview is the HR interview. Background checking of the short listed 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.

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CHAPTER- II REVIEW OF LITERATURE

35

REVIEW OF LITERATURE
A review of literature is a critical analysis of a segment of a published body of knowledge. A number of studies had been conducted related to Recruitment and Selection. Due to shortage of time and inability to cover all these past studies, some of these studies have been considered in this section that has provided a base for this research

Windolf (1986) concluded that Recruitment and selection policies of firms is a largely neglected, though important, research area which provides insights into the functioning of labour markets and the social reproduction of organizations. This article is based upon comparative research conducted in Britain and German firms situated in different local labour markets. For each firm, data on selection criteria for different groups of workers, on recruitment channels and on recruitment procedures has been collected. A typology of recruitment strategies is developed which shows how environmental conditions and organizational structures influence the recruitment strategy of a firm. Depending on their market power, professional expertise and decision-making structure, firms implement different recruitment strategies which influence the type of worker who is recruited. 'Discrimi nation' in the labour market is seen as a rational decision-making process of organiza tions. It is the specific outcome of a recruitment strategy which the firm has implemented over the years.

CALOW (1988) concluded that three neighbouring populations of Lymnaea peregra had recruitment in the summer (June and July), but one population (Sheaf) had a second recruitment in September and October. We hypothesized that juveniles of the Sheaf population would be subject to selection under both summer and winter conditions, and thus should be more resistant to low-temperature stress than juveniles of the other populations. The hypothesis was supported by the findings that Sheaf juveniles survived and grew better over a wider range of temperatures (2, 10, 15 and 20C )while juveniles

36

of the other two populations were adapted only to higher temperatures (15 and 20C). There was evidence that some of these traits were genetically fixed

Louise (2008) studied case for using Roald Dahl's children's fantasy and morality taleCharlie and the Chocolate Factory to teach recruitment and selection. It draws attention to its relevance in illustrating and explaining three different recruitment and selection paradigms: psychometric, social process, and fit. It argues that the use of this fantasy is particularly useful because its unusual nature causes students to approach the analogy in a critical fashion. Moreover, it offers a compelling approach that will stay long in students' memories. The article begins with a discussion of different recruitment and selection paradigms, which is followed by a critical explanation of how the plotlines in Charlie and the Chocolate Factory map onto these paradigms. The article ends with specific guidance to recruitment and selection teachers on different ways of using the 2005 film version of the story in the management classroom

Walumbwa (2008) studied todays organizations are challenged with attracting, developing, and retaining high-quality employees; thus, many firms seek to improve their recruitment and selection processes. One approach involves using realistic job previews (RJPs) to communicate a balanced view of the organization. The authors explored the effects of organizational culture (hierarchy, market, clan, and adhocracy), recruitment strategy (RJP vs. traditional), and personality (horizontal and vertical individualism collectivism) on attraction to Web-based organizational profiles using a sample of 234 undergraduate students in a mixed two-factor experimental design. Results indicate that the clan culture is viewed as the most attractive. Traditional versus RJP recruitment produced higher levels of organizational attraction. Finally, predicted relationships between the personality framework of horizontal and vertical individualism collectivism and organizational attraction were supported.

Jansen (2010) studied gender research has made a call for more transparency and accountability in academic recruitment and selection in order to overcome the inequality practices that have led to an underrepresentation of women among full professors. This 37

paper provides insight into the multiple ways in which the notions of transparency and accountability are put into practice in academic recruitment and selection, and how this has enhanced or hindered gender equality. The methods employed consist of a qualitative content analysis of seven recruitment and selection protocols, interviews with 64 committee members, and an analysis of 971 appointment reports of full professors in the Netherlands. Our analysis contributes to the study of organizations in three respects. First, it shows that recruitment and selection processes are characterized by bounded transparency and limited accountability at best. Second, it explains that the protocols that should ensure transparency and accountability remain paper tigresses, because of the micropolitics and gender practices that are part and parcel of recruitment and selection. Third, it contributes to gender equality theory in organization theory by showing how a myriad of gender practices simultaneously increases and counteracts gender equality measures in academia

Castelyns (2010) concluded whether Belgian recruitment and selection (R&S) professionals use LinkedIn and Facebook during their R&S procedures and to what extent. A total of 398 and 353 respondents, respectively, from various sectors and from organizations of various sizes, responded to an online questionnaire concerning Facebook and LinkedIn. Descriptive analyses indicate that both the social network sites have become extra tools for recruiting applicants, to find additional information about them, and to decide who will be invited for an interview. Belgian R&S professionals do, however, use LinkedIn and Facebook in a different way, both for recruitment and for selection. Finally, it is shown that while R&S professionals claim profile pictures on Facebook do not provide signals on personality dimensions like emotional stability and agreeableness, they do tend to recognize signals of extraversion and maturity. The latter creates the risk that common selection biases occur even before the first interview

WALL (2011) studied that the Government's recent White Paper and the Sheehy Report look to place greater control over the police in the hands of fewer individuals the current debate over police accountability will heighten. However, discussion is locked within the current paradigm of police management and an explanation is needed of the processes by 38

which the current situation developed in order to establish a full understanding of the nature of these wide-ranging proposals. This article examines the historical process by which the Home Office, denied direct control by statute, has increased its control over the police by controlling the type of person who becomes a police manager. Drawing upon an analysis of the career patterns of chief constables between 1835 and 1985 it charts changes in selection policies from the external, towards the internal recruitment of police managers and illustrates how two very different traditions of policing, upon which today's police are built, were brought together. The development of an ideology of internal recruitment has turned chief constables into a very special, internally accountable, professional lite with direct links to central government. The shift in control over the police towards the chief constable and the Home Office has taken place at the expense of the police authority whose effective powers have been considerably weakened. However, the recent proposals suggest that a further shift within the tripartite arrangement is about to take place as the current logic of bureaucracy and its demand for a new type of police manager, the super-bureaucrat, would appear to prescribe a reversal of the ideology of internal recruitment

Pitchford (2011) concluded fish recruitment can vary by an order of magnitude between years, and the larval stage is a key determining factor. Zooplankton, the main source of larval food, are temporally and spatially heterogeneous, and this could contribute to recruitment variability and ultimately stock sustainability. Here we use simple stochastic models of larval growth and zooplankton dynamics, together with an evolutionary algorithm, to investigate the role of transient peaks in zooplankton abundance and the match/mismatch hypothesis in recruitment success and variability. We draw four main conclusions. (i) Stochasticity in individual growth is more beneficial to recruitment when larvae experience high food availability early on in their growth. (ii) When the timing of peak prey abundance is stochastic, recruitment probabilities are greatest for hatching days just before the expected timing of peak prey abundance. (iii) When the timing of periods of high prey density is held fixed, the evolved optimum hatching day becomes earlier as 39

the length of the high density period increases. (iv) When both the timing and length of the periods of high density are allowed to (co-)vary, we find no evidence of strong selection pressure for specific hatching days, only for a hatching window around the expected prey peak.

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CHAPTER- III NEED, SCOPE AND OBJECTIVES OF THE STUDY

41

NEED, SCOPE, AND OBJECTIVE OF STUDY

NEED OF THE STUDY: Till now many studies have been conducted on recruitment and selection but with the passage of time study becomes obsolete and also it caters to the different segments because every company follows its own standards as per the need of the organization. Therefore an attempt has been made to study the recruitment & selection policy of HDFC.

SCOPE OF THE STUDY: The scope of the study includes 50 employees of HDFC Life insurance employees of the Chandigarh area.

RESEARCH OBJECTIVES Every task is undertaken with an objective. Without any objective a task is rendered meaningless. The main objectives for undertaking this project are:

To understand the internal Recruitment process at HDFC Standard Life Insurance To identify areas where there can be scope for improvement To give suitable recommendation to streamline the hiring process

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CHAPTER -IV RESEARCH METHODOLOGY

43

RESEARCH METHODOLOGY
Research methodology includes the following steps to carry out the project under study.

Research Approach: - Descriptive research approach has been applied to this research study
because it includes survey and fact finding enquiries of different kinds. It helps to know the state of present affairs.

Type of Research: - Field Research is used in which Personal Interview method is applied. In
this method researcher used schedule with open and closed questions.

Data Source: - Primary data has been collected for the research study.
Secondary data has also been used.

Approach Instrument:- Primary data has been collected through Structured Questionnaires. Data analysis: - Data analysis has been done by simple statistical methods. Type of Universe: - To serve the objective of the study finite universe has been selected. The
universe includes the employees working in HDFC Life branches at Chandigarh region.

Sample Size: - Sample size is the number of elements to be included in a study. Keeping in
mind all the constraints 50 respondents were selected.

Sampling Procedure: - Convenient Sampling technique has been applied to the research
study.

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CHAPTER- V DATA ANALYSIS AND INTERPRETATION

45

QUESTION 1-: What are the sources for recruitment and selection?

Responses Internal External Both

Total Responses 4 9 37

% of Responses 8 18 74

Internal External Both

Results in accordance with personal interviews conducted: About 74% of the manager say that they prefer both internal as well as external source for recruitment and selection where as only 8% go for internal source and 18% go for external sources.

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Question 2: Which method do you mostly prefer for recruitment and selection Preferred way of recruitment?

Table 5.2
Responses Direct Indirect Third Party Total Responses 33 16 1 % of Responses 66 16 2

2% 32% Direct Indirect Third Party 66%

Results in accordance with personal interviews conducted: About 66% of the respondents go for direct recruitment and selection and 32% go for indirect and only 2 % go for third party recruitment.

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Question 3: When do you prefer to go for manpower planning?

Table 5.3
Responses Yearly Quarterly No Fixed Time Total Responses 10 25 15 %of Responses 20 50 30

20% 30%

Yearly Quartely No Fixed Time

50%

Results in accordance with personal interviews conducted : Around 50% of the respondents go for Quarterly manpower planning and 20 % do not follow any pattern they dont have any fixed time where as 20% go for yearly.

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Question 4: What are the sources for external recruitment are preferred?

Table 5.4
Responses Campus Interviews Placement Agencies Data Bank Casual Applicants Total Responses 17 4 16 13 %of Responses 34 8 32 26

26% 34% Campus Interview s Placement Agencies Data bank Casual Applicants 32% 8%

Results in accordance with personal interviews conducted : In HDFC Life 34% of manager go for campus interviews, 32% go for data bank, 26% from the casual application that are received and only 8% go for any placement agencies

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Question 5: What form of interview did you prefer?

Table 5.5
Responses Personal Interviews Telephonic Interviews Video Conferencing Other Total Responses 20 15 10 5 % of Responses 40 30 20 10

10% 20% 40% Personal Interview s Telephonic Interview s Video Conferencing Other

30%

Results in accordance with personal interviews conducted : Most of the respondents Prefer Personal interviews, 30% prefer to take telephonic interviews where as only 20% go for video conferencing and rest 10% adopt some other means of interviews

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Question 6: How do you rate the HR practices of the company?

Table 5.6
Responses Very Good Good Average Bad Total Responses 25 15 9 1 % of Responses 50 30 18 2

2% 18%

Very good Good Average 50% 30% Bad

Results in accordance with personal interviews conducted: Around 50% of the respondents feel that HR department is very good where and 30% say thats its good where as 18% says its average and only 2% manager feel its bad.

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Question 7: -According to you, how many rounds of interviews are conducted?

Table 5.7
Responses 1-3 3-5 More than 5 Total Responses 20 18 12 % of Responses 40 36 24

24% 40% 1-3 3-5 More than 5 36%

Results in accordance with personal interviews conducted: Most of the respondents prefer 1 to 3 rounds, 36% of the respondents prefer 3 to 5 rounds and remaining 24% respondents prefer more than 5 rounds

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Question 8: - Are you satisfied with round of interviews conducted?

Table 5.8
Responses Yes No To some Extent Cant say Total Responses 31 6 11 2 % of Responses 62 12 22 4

4% 22% Yes No To Some Extent 12% 62% Cant say

Results in accordance with personal interviews conducted : Most of the respondents are satisfied with the rounds conducted by HDFC Life, 12% of the respondents are not being satisfied, 22% of the respondents are being satisfied to some extent.

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Question 9:-Are you satisfied with the present method being followed by the company for recruitment and selection?

Table 5.9
Responses Yes No Total Responses 44 6 % of Responses 88 12

12%

Yes No

88%

Results in accordance with personal interviews conducted: Most of the respondents are satisfied with the present method being followed by the company for recruitment and selection.

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Question 10:- Is the aptitude test conducted?

Table 5.10 Responses Yes No Till some extent Cant say Total Responses 23 8 13 6 % of Responses 46 16 26 12

12% Yes No 26% Till Some Extent Cant say

46%

16%

Results in accordance with personal interviews conducted: Around 46% of the respondents favored that aptitude test surely be conducted.16% of the respondents cant agree with the aptitude test, 26% of the respondents favored till some extents

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CHAPTER- VI FINDINGS

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FINDINGS
In HDFC Life most of the employees feel that 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.

HDFC Life 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 where as only 20% go for video conferencing and rest 10% adopt some other means of interviews

Majority of the respondents said that HDFC Life conducts more than 3 to 5 interviews as it helps the recruitment & Selection to select the most appropriate candidate for the job.

Major chunk of the respondents said that they were satisfied with the rounds of interviews being conducted. They shouldered this fact & replied that it is required in this cut throat competition it is required and also for the best fit of the job.

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CHAPTER- VII CONCLUSION

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CONCLUSION
This presents the summary of the study and survey done in relation to the Recruitment and Selection in HDFC life insurance. The conclusion is drawn from the study and survey of the company regarding the Recruitment and Selection process carried out there.

The recruitment process at HDFC life insurance to some extent is not done objectively and therefore lot of biasness 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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CHAPTER- VIII BIBLIOGRAPHY

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BIBLIOGRAPHY
JOURNALS Windolf (1986) Recruitment, Selection, and Internal Labour Markets in Britain and Germany Journal of Organization Studies vol. 7, issue 3, 235-254 Calow (1988) Temparature at Recruitment as a Selection Pressure Journal of Molluscan Studies vol 56. Issue.1, 17-23 Louise (2008) Using Roald Dahl's Charlie and the Chocolate Factory Journal of Management Education vol. 32. issue. 2. 228-247 Walumbwa (2008) Attraction to Organizational Culture Profiles Journal of Management Communication Quarterly, ; vol. 22,issue3. 437-472 Jansen (2010) Transparency in Academic Recruitment Journal of Organization Studies, vol. 31, issue 11. 1459-1483. Castelyns (2010) LinkedIn and Facebook in Belgium Journal of Plankton Research vol.20, issue 8. 364-378 WALL (2011) The Ideology of Internal Recruitment British journal Of Criminology, vol 34, issue 3, 322-338 Pitchford (2011) The importance of variable timing and abundance of prey for fish larval recruitment Journal of Plankton Research vol.33, issue 8. 1153-1162

BOOKS
Robbins P. Stephens, Organizational Behavior, Prentice Hall, 7th Edition, Chapter 16, 636-641. Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw Hill, 5th Edition, Chapter 11, pages 217-245. Decenzo A. David & Robbins P. Stephen, Personnel/HR Management, Prentice Hall, 3rd Edition, Chapters 6, 7 & 8, pages 117-209. pages

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WEBSITES
WWW.HDFCLIFE.COM www.thetimes100.co.uk/.../theory--recruitment-selectionen.wikipedia.org/wiki/Human_resources india.gov.in/govt/recruitmentselgovtindia.php

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ANNEXURE

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QUESTIONNAIRE FOR THE RESEARCH

I Prince Rana conducting a research on the topic Recruitment and Selection at HDFC Life And I request you to fill the following questionnaire .This will take 3-5 minutes of your time and I assure you that information thus given will be kept confidential.

Demographic Information Name Age Gender Occupation Place . 15-25 Male Student . 26-35 Female serviceman businessman 36-45 Above 45

1: What are the sources you prefer for recruitment and selection?

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

3: When do you prefer to go for manpower planning? Yearly Quarterly No Fixed Time

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4: What are the sources for external recruitment among the following are preferred? nterviews

: Which is the most successful method for recruitment?

5: What form of interview did you prefer?

ng

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

7: According to you, how many rounds of interviews are conducted? -3 -5

8: Are you satisfied with round of interviews conducted?

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

If no, what steps would you prefer, to make improvement? .

10: Is aptitude test conducted?

If yes then it is for

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