A Brief Study

On
“ASPECTS OF HR STRATEGIES IN RELIANCE
COMMUNICATIONS’’

PROJECT REPORT

Submitted for Partial fulfillment for

The Award of the Degree of
Master of Business Administration
(2009-2011)

AMITY GLOBAL BUSINESS SCHOOL

NOIDA

Submitted by:
Bhaskar Bajpai
Enrollment no.- A30101909056
Section – A
 2009 – 2011 Batch

ACKNOWLEDGEMENT

I would like to express my sincere thanks to all those instrumental

in this project Work. First of all, I would like to thank Dr. Gurinder
Singh Director General of Amity Global Business School,
Noida for giving me this opportunity to do this project and learn
from it.

I am thankful to Reliance Communication Ltd for giving me

helpful information to complete this project.

I express my sincere thanks to Ms. Geeta Singh, HR manager,

Reliance Communications, Lucknow, for helping me in giving me
all relevant information about the product and service.

My heart full thanks to the whole staff and customers

(Corporate) of Reliance Communication Ltd, who gave me
continuous support in every possible manner to gain practical
knowledge in Industry.
Finally I would like to thank all faculties, friends and my family
for the kind of support and to all who directly or indirectly helped
me in preparing this project report and special thanks to website-
www.rcom.co.in.

Date:
Place: Noida
Bhaskar Bajpai

2
 CONTENTS

Table of Contents
Table of Contents...............................................................................................................................................3
Executive Summary...........................................................................................................................................5
INTRODUCTION..............................................................................................................................................6
Definition.......................................................................................................................................................6
Functions........................................................................................................................................................6
Telecom Industry profile....................................................................................................................................8
Introduction....................................................................................................................................................9
Major Players...............................................................................................................................................10
.....................................................................................................................................................................16
CHALLANGES...........................................................................................................................................16
COMPONY PROFILE OF RELIANCE COMM............................................................................................17
CONCEPT OF RELIANCE COMMUNICATION...................................................................17
Achiever's Pride ..........................................................................................................................................20
AN OVERVIEW OF CURRENT MARKET SCENARIO..............................................................22
VISION OF RELIANCE COMMUNICATION..........................................................................................23
BRIEF STUDY OF THE ORGANIZATION.................................................................................................27
Chairman’s profile........................................................................................................................................27
Board of Directors .......................................................................................................................................28
ORGANIZATIONAL SET UP....................................................................................................................29
CHALLANGES..........................................................................................................................................30
SWOT ANALYSIS......................................................................................................................................31
APPLY SIX SIGMA:...................................................................................................................................35
Recruitment and Selection...............................................................................................................................36
Introduction:.................................................................................................................................................36
Meaning:.......................................................................................................................................................36
There are seven main stages to the procedure: ............................................................................................37
Analyzing Your Workplace........................................................................................................................37
Developing Policy and Procedures..............................................................................................................37
Reviewing Recruitment and Selection Opportunities..................................................................................38
Reviewing Job Descriptions:........................................................................................................................38
LIMITATIONS OF THE STUDY...............................................................................................................39
METHODOLOGY...........................................................................................................................................40
DATA COLLECTION.................................................................................................................................40
RESEARCH INSTRUMENT......................................................................................................................40
SAMPLE DESIGN:.....................................................................................................................................40
SAMPLE UNIT............................................................................................................................................40
SAMPLE PROCEDURES...........................................................................................................................41
CONTACT METHOD.................................................................................................................................41
INTERVEIW SCHEDULE..........................................................................................................................41
ANALYSIS AND INTERPRETATION.........................................................................................................42
CHART NO: 1.............................................................................................................................................42
AGE OF THE RESPONDENTS.........................................................................................................42

3
 INTERPRETATION:...................................................................................................................................43
CHART NO: 2.............................................................................................................................................44
GENDER OF THE RESPONDENTS.........................................................................................................44
INTERPRETATION:...................................................................................................................................45
TABLE ........................................................................................................................................................45
SALARY PARTICULARS OF RESPONDENTS......................................................................................45
INTERPRETATION:...................................................................................................................................46
CHART NO: 3.............................................................................................................................................47
SALARY PARTICULARS OF RESPONDENTS......................................................................................47
CHART NO: 4.............................................................................................................................................48
RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION.......................................48
INTERPRETATION:...................................................................................................................................48
CHART NO: 5.............................................................................................................................................49
RESPONDENTS FOR LEADERSHIP QUALITIES.................................................................................49
INTERPRETATION:...................................................................................................................................50
CHART NO: 6.............................................................................................................................................51
PRIORITY GIVEN FOR THE QUALIFICATION....................................................................................51
INTERPRETATION:...................................................................................................................................51
CHART NO: 7.............................................................................................................................................53
JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS..................................53
INTERPRETATION:...................................................................................................................................53
RECRUITMENT AND SELECTION SYSTEMS:.........................................................................................54
Successful Recruitment and Selection:............................................................................................................58
FINDINGS.......................................................................................................................................................62
RECOMMENDATIONS.................................................................................................................................63
CONCLUSION................................................................................................................................................64
Bibliography.....................................................................................................................................................65
Questioner .......................................................................................................................................................66

4
Executive Summary

This report deals with HR department of ADA Group. It

encompasses the entire, Recruitment, Induction and Placement,
Training, Employee issues. This report starts with an overview of
company’s background which includes following aspects of
company:

ADA Group, Founder & Chairman’s Profile

Mission & Vision

Business

After making you acquaint to company’s background this report

takes you through the HR polices and functions of the company
which includes following aspects:

Manpower Planning as per AOP

Recruitment

Induction and Placement

Training Co-ordination

Employees Issues

PMS implementation

HR Audit

Exit, Full and Final

5
INTRODUCTION

Definition
The Human resource management includes the processes
required to coordinate the human resources on a project. Such
processes include those needed to plan, obtain, orient, assign,and
release staff over the life of the project.

Functions
 Development of Human resource plan
 Acquiring staff
 Measuring the Performance of staff
 Release of staff at the end

As we know that people are an important part of a project’s

success. The projects are resource constrained. The management
of the human resources on a project has a major impact on the
project’s success or failure. Of course, this article has taken a
general view, human resource processes are strongly influenced
by the human resource policies and procedures of the delivery
organization. Much has been written about dealing with people in
the operations of an ongoing enterprise; leading, communicating,

6
 delegating, motivating, team building, recruiting, appraising, etc.
Much of that knowledge is directly applicable to leading and
managing people in a project environment and the project
manager should be familiar with it.
However, the project manager must also be sensitive to the unique
needs of the project environment and as to how this general
knowledge is applied in a different way than in the Operational
environment of the ongoing enterprise.

 The temporary nature of projects means that personal and

organizational relationships generally will also be temporary and, quite often,
new. Staff-related project management processes must address these
transient relationships.
 Both the nature and number of people involved in a project change as
the project moves through its life cycle. For example initially there will be
limited number of staff in the project and as we move along we induct more
staff into the project. Staff management processes must recognize and
address these changing needs.
 Human resource management activities are often split between project
management and other managers within the performing organization. The
scope of responsibility of the project manager may lie somewhere between.
 An extended responsibility, including the selection of sourcing
organizations, obtaining staff and performance assessment.

 A limited responsibility focused on coordination with the permanent roles

outside the project such as the functional

7
 manager, the resource deployment manager and/or the
people development manager.
All the parties must understand and carefully adhere to the
division of responsibilities that is in force. All the processes
here must be carefully interpreted based on the actual
distribution of Responsibilities between the project manager
and the other roles. In some companies there may be a two
managers for a team member – one the project manager
who takes care of the day-to-day work of the team member
and provides feedback to others, second a people manager
who takes care of the people development aspects of the
team member like promotion, salary hike, career
needs/interest. Ideally to my view a team member should
have only one Manager who should take care of everything
(Project management and people management) and should
have no more than 14 people directly reporting to him. Again
it depends on many factors – company policies, location,
style of functioning and project needs.

Telecom Industry profile

8
 The telecom network in India is the fifth largest network in the
world meeting up with global standards. Presently, the Indian
telecom industry is currently slated to an estimated
contribution of nearly 1% to India’s GDP.

Introduction
The Indian Telecommunications network with 110.01 million
connections is the fifth largest in the world and the second largest
among the emerging economies of Asia. Today, it is the fastest
growing market in the world and represents unique opportunities
for U.S. companies in the stagnant global scenario. The total
subscriber base, which has grown by 40% in 2005, is expected to
reach 250 million in 2007.
According to Broadband Policy 2004, Government of India aims at
9 million broadband connections and 18 million internet
connections by 2007. The wireless subscriber base has jumped
from 33.69 million in 2004 to 62.57 million in FY2004-2005. In the
last 3 years, two out of every three new telephone subscribers
were wireless subscribers. Consequently, wireless now accounts
for 54.6% of the total telephone subscriber base, as compared to
only 40% in 2003. Wireless subscriber growth is expected to
bypass 2.5 million new subscribers per month by 2007.
The wireless technologies currently in use are Global System
for Mobile Communications (GSM) and Code Division

Multiple Access (CDMA). There are primarily 9 GSM and 5 CDMA

operators providing mobile services in 19 telecom circles and 4
metro cities, covering 2000 towns across the country.

9
 Major Players
There are three types of players in telecom services:
 State owned companies (BSNL and MTNL)
 Private Indian owned companies (Reliance Infocomm, Tata
Teleservices,)
 Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures,
Escotel, Idea Cellular, BPL Mobile, Spice Communications)

BSNL
On October 1, 2000 the Department of Telecom Operations,
Government of India became a corporation and was renamed
Bharat Sanchar Nigam Limited (BSNL). BSNL is now India’s
leading telecommunications company and the largest public sector
undertaking. It has a network of over 45 million lines covering 5000
towns with over 35 million telephone connections.

The state-controlled BSNL operates basic, cellular (GSM and

CDMA) mobile, Internet and long distance services throughout
India (except Delhi and Mumbai). BSNL will be expanding the
network in line with the Tenth Five-Year Plan (1992-97). The aim is
to provide a telephone density of 9.9 per hundred by March 2007.
BSNL, which became the third operator of GSM mobile services in
most circles, is now planning to overtake Bharti to

become the largest GSM operator in the country. BSNL is also the
largest operator in the Internet market, with a share of 21 per cent
of the entire subscriber base

10
BHARTI
Established in 1985, Bharti has been a pioneering force in the
telecom sector with many firsts and innovations to its credit,
ranging from being the first mobile service in Delhi, first private
basic telephone service provider in the country, first Indian
company to provide comprehensive telecom services outside India
in Seychelles and first private sector service provider to launch
National Long Distance Services in India. Bharti Tele-Ventures
Limited was incorporated on July 7, 1995 for promoting
investments in telecommunications services. Its subsidiaries
operate telecom services across India. Bharti’s operations are
broadly handled by two companies: the Mobility group, which
handles the mobile services in 16 circles out of a total 23 circles
across the country; and the Infotel group, which handles the NLD,
ILD, fixed line, broadband, data, and satellite-based services.

Together they have so far deployed around 23,000 km of optical

fiber cables across the country, coupled with approximately 1,500
nodes, and presence in around 200 locations. The group has a
total customer base of 6.45 million, of which 5.86 million are

mobile and 588,000 fixed line customers, as of January 31, 2004.

In mobile, Bharti’s footprint extendsacross 15 circles.

Bharti Tele-Ventures' strategic objective is “to capitalize on the

growth opportunities the company believes are available in the
Indian telecommunications market and consolidate its position to
be the leading integrated telecommunications services provider in
key markets in India, with a focus on providing mobile services”.

11
MTNL
MTNL was set up on 1st April 1986 by the Government of India to
upgrade the quality of telecom services, expand the telecom
network, and introduce new services and to raise revenue for
telecom development needs of India’s key metros – Delhi, the
political capital, and Mumbai, the business capital. In the past 17
years, the company has taken rapid strides to emerge as India’s
leading and one of Asia’s largest telecom operating companies.
The company has also been in the forefront of technology
induction by converting 100% of its telephone exchange network
into the state-of-the-art digital mode. The Govt. of India currently
holds 56.25% stake in the company. In the year 2003-04, the
company's focus would be not only consolidating the gains but
also to focus on new areas of enterprise such as joint ventures for
projects outside India, entering into national long distance
operation, widening the cellular and CDMA-based WLL customer
base, setting up internet and allied services on an all India basis.
MTNL has over 5 million subscribers and 329,374 mobile
subscribers. While the market for fixed wire line phones is
stagnating, MTNL faces intense competition from the private
players—Bharti, Hutchison and Idea Cellular, Reliance
Communications—in mobile services. MTNL recorded sales of Rs.

60.2 billion ($1.38 billion) in the year 2002-03, a decline of 5.8 per
cent over the previous year’s annual turnover of Rs. 63.92 billion.

RELIANCE COMMUNICATIOS

12
Reliance is a $16 billion integrated oil exploration to refinery to
power and textiles conglomerate (Source:
http://www.ril.com/newsitem2.html). It is also an integrated telecom
service provider with licenses for mobile, fixed, domestic long
distance and international services. Reliance Infocomm offers a
complete range of telecom services, covering mobile and fixed line
telephony including broadband, national and international long
distance services, data services and a wide range of value added
services and applications. Reliance IndiaMobile, the first of
Infocomm's initiatives was launched on December 28, 2002. This
marked the beginning of Reliance's vision of ushering in a digital
revolution in India by becoming a major catalyst in improving

quality of life and changing the face of India. Reliance Infocomm

plans to extend its efforts beyond the traditional value chain to
develop and deploy telecom solutions for India's farmers,
businesses, hospitals, government and public sector
organizations.
Until recently, Reliance was permitted to provide only “limited
mobility” services through its basic services license. However, it
has now acquired a unified access license for 18 circles that
permits it to provide the full range of mobile services. It has rolled
out its CDMA mobile network and enrolled more than 6 million
subscribers in one year to become the country’s largest mobile

operator. It now wants to increase its market share and has

recently launched pre-paid services. Having captured the voice
market, it intends to attack the broadband market.

TATA TELESERVICES

13
Tata Teleservices is a part of the $12 billion Tata Group, which has
93 companies, over 200,000 employees and more than 2.3 million
shareholders. Tata Teleservices provides basic (fixed line
services), using CDMA technology in six circles: Maharashtra
(including Mumbai), New Delhi, Andhra Pradesh, Tamil Nadu,
Gujarat, and Karnataka. It has over 800,000 subscribers. It has
now migrated to unified access licenses, by paying a Rs. 5.45
billion ($120 million) fee, which enables it to provide fully mobile
services as well. The company is also expanding its footprint, and
has paid Rs. 4.17 billion ($90 million) to DoT for 11 new licenses
under the IUC (interconnect usage charges) regime. The new
licenses, coupled with the six circles in which it already operates,
virtually gives the CDMA mobile operator a national footprint that
is almost on par with BSNL and Reliance Infocomm. The company
hopes to start off services in these 11 new circles by August 2004.
These circles include Bihar, Haryana, Himachal Pradesh, Kerala,
Kolkata, Orissa, Punjab, Rajasthan, Uttar Pradesh (East) & West
and West Bengal.

VSNL
On April 1, 1986, the Videsh Sanchar Nigam Limited (VSNL) - a
wholly Government owned corporation - was born as successor to
OCS. The company operates a network of earth stations,

switches, submarine cable systems, and value added service

nodes to provide a range of basic and value added services and
has a dedicated work force of about 2000 employees. VSNL's
main gateway centers are located at Mumbai, New

14
Delhi, Kolkata and Chennai. The international telecommunication
circuits are derived via Intelsat and Inmarsat satellites and wide
band submarine cable systems e.g.
FLAG, SEA-ME-WE-2 and SEA-ME-WE-3.
The company's ADRs are listed on the New York Stock Exchange
and its shares are listed on major Stock Exchanges in India. The
Indian Government owns approximately 26 per cent equity, M/s
Panatone Finvest Limited as investing vehicle of Tata Group owns
45 per cent equity and the overseas holding (inclusive of FIIs,
ADRs, Foreign Banks) is approximately 13 per cent and the rest is
owned by Indian institutions and the public. The company provides
international and Internet services as well as a host of value-added
services. Its revenues have declined from Rs. 70.89 billion ($1.62
billion) in 2001-02 to Rs. 48.12 billion ($1.1 billion) in 2002-03, with
voice revenues being the mainstay. To reverse the falling revenue
trend, VSNL has also started offering domestic long distance
services and is launching broadband services. For this, the
company is investing in Tata Telsesrvices and is likely to acquire
Tata Broadband.

HUTCH
Hutch’s presence in India dates back to late 1992, when they
worked with local partners to establish a company licensed to

provide mobil telecommunications services in Mumbai.

Commercial operations began in November 1995. Between 2000
and March 2004, Hutch acquired further operator equity interests
or operating licences. With the completion of the acquisition of BPL

15
 Mobile Cellular Limited in January 2006, it now provides mobile
services in 16 of the 23 defined licence areas across the country.
Hutch India has benefited from rapid and profitable growth in
recent years. it had over 17.5 million customers by the end of June
2006.

IDEA
Indian regional operator IDEA Cellular Ltd. has a new ownership
structure and grand designs to become a national player, but in
doing so is likely to become a thorn in the side of Reliance
Communications Ltd. IDEA operates in eight telecom “circles,” or
regions, in Western India, and has received additional GSM
licenses to expand its network into three circles in Eastern India --
the first phase of a major expansion plan that it intends to fund
through an IPO, according to parent company Aditya Birla Group .

CHALLANGES

• Lack of communication between retailers and distributor

• Lack of improper distribution channel

16
• Competitors

• Not regular visit of DSE and Runner

• All retailers are not aware of new scheme of RCOM

• Lack of sales promotion and advertisement

• Retailer doesn’t get claim at proper time

• No visit of TSM or any other person to the retailer’s shop

COMPONY PROFILE OF RELIANCE COMM

CONCEPT OF RELIANCE COMMUNICATION

Anil Ambani: Telecom person of the year 2007

17
His marketing strategy has made millions of Indians happy,
they got the best mobile tariffs in the world-local call costs at
15 paise/minute, and STD call at 40 paise/minute

NEW DELHI, INDIA: When the VOICE&DATA jury, comprising

eminent professionals from the telecom field, met in Delhi in June
to choose the Telecom Person of the Year 2007, the five-hour
selection process was steamy.

The reason was obvious: The telecom sector is growing faster

than any other segment and naturally their CEOs have a lot to
crow about. The jury had to select one from three CEOs, who had
made it to the final list through nominations from the industry and
the initial scrutiny. Among the three, one of the main contenders
was a young CEO. The jury decided that he should come back
next year to try and win the coveted award. The list now had two
names-both CEOs of two well-known companies. The pivotal
difference between the two: one is an entrepreneur and the other
is not so popular, as his credit is shared among a number of his
big daddies.

Following a five-hour closely held, hotly debated discussion, the

name was announced: Anil Dhirubhai Ambani, chairman of
Reliance Communications. Anil Ambani joined Reliance Industries
(currently promoted by his brother Mukesh Ambani, following their
split) in 1983 as co-chief executive officer. Forbes ranked him
number 104 among the World's Richest People in 2006. The
Ambani family faced criticism when it announced its ambitious
plans to build a countrywide telecom network, as its prior expertise
lay in commodities-textiles and petrochemicals-business only.
Apart from that telecom needs a service-oriented mindset, critics

felt. What they did not remember was how the family had served
its millions of shareholders.

Policies in India are made in line with Ambani's vision, says an

industry expert. His business acumen and closeness to politicians
assisted him in making it to the Rajya Sabha in June 2004, as an
independent member. Ambani chose to resign voluntarily on

18
March 25, 2006. The same association with politicos gave him
negative returns too when the Mayawati Government in Uttar
Pradesh put a spanner on his ambitious plans to build a 1,200-
acre SEZ.

Media sees his aggression when he announces financial results

for the Reliance ADA group of companies, and when he attends
the annual general meetings and faces questions from
shareholders. When he meets the press, he has answers to all
their questions. He also remembers to call select journalists by
name. To merchant bankers he, who has already contributed
immensely to the financial reforms of the country, is one of the
financial wizards of the world. May be because of his expertise, he
gave up in the race to grab Hutchison Essar stake, after indirectly
jacking up the valuation. His negotiations with the Qualcomm chief
are also a folk theory now.

How did Ambani become the VOICE&DATA Telecom Person of

the Year 2007? What are his personal and organizational
achievements in the recent past?

His path-breaking marketing strategy that was put in by the

strongest team of telecom professionals the country has ever seen
has made millions of Indians happy as they got the best mobile
tariffs in the world. The aggression resulted to adding to his
already swollen kitty. Every hour India will be adding around
20,000 new mobile customers and Reliance Communications over
4,000. When mobile telephony first began in India, a local call cost
Rs 16 per minute; an STD Rs 50; and a call to the US Rs 100 per
minute. With Reliance Communication’s pioneering price initiative,
a local call now costs a mere 15 paise per minute, STD 40 paise,
and a call to the US costs less than Rs 2 per minute. The presence
of Reliance Communications is making the competition in India
panicky. Global telecom forces will also shortly start feeling

the heat. Ambani has also recently announced his Rs 1,200 crore
buyout of Yipes Holdings.

19
Achiever's Pride

• Undertook financial restructuring of Reliance

communications
• To spend Rs 16,000 crore to expand and strengthen network
coverage
• After expansion, Reliance Communications will have the
single largest wireless network in the world
• Launched the lowest-cost classic brand handset at Rs 777
• Subscriber base grew to over 28 mn during last fiscal,
registering 60% growth
• Total Revenue shot up to Rs 14,468 crore, an increase of
34%
• Net Profit rises to Rs 3,163 crore, an increase of over 600%
• Revenues of the wireless business increased by 46% to Rs
10,728 crore
• Broadband achieved revenue growth of 123% to Rs 1,144
crore
• Market capitalization crossed Rs 100,000 crore
• Will add 23,000 more towers
• Telecom services will be available in over 23,000 towns and
600,000 villages
• Next generation DTH network will be launched before end of
the year reliance Communications' wireless subscriber base grew
to over 28 mn last fiscal, registering a 60% growth. This makes it
one of the top two wireless operators in India.

"Economic growth in the future will be indexed to connectivity of

millions of enterprise and individual customers. Over the next few
years, we will have over 100 million customers, making us one of
the top 5 telecom players in the world. In four years, we put up a
total of 14,000 towers across the country. This year alone we will
add 23,000 more towers. Our wireless network is currently
available in 10,000 towns. By the end of this year, it will be
available in over 23,000 towns and 600,000 villages," Anil Ambani

said at the first annual general meeting of Reliance

Communications since the re-organization of the Reliance Group
in June 2005.

20
"In four years of operations, we invested around Rs 32,000 crore.
This year alone we will invest over Rs 20,000 crore. At the end of
this year, we will have covered over 90% of our population. If
Version 1.0 of the Indian telecom story was all about affordability,
Version 2.0 will be about reach. Our Network expansion will give
us the power to drive the market and stay ahead of the curve,"
Ambani adds.

According to Ambani, the financial restructuring of Reliance

Communications is the biggest turnaround story in the history of
corporate India. The inherited ownership structure of Reliance
Communications was complex. The reorganization has yielded a
simple, fair, and transparent ownership structure, and given
Reliance Communications 100% ownership of all operational and
associate companies.

Reliance Communications is now among the three most valuable

private sector companies in India, and the five most valuable
telecom companies in Asia. In the current Fiscal, Reliance
Communications will spend Rs 16,000 crore to further expand and
strengthen its network coverage across India and the rest of the
world.

In addition to organic growth, Reliance Communications will

leverage the advantages derived from this impressive financial
platform to explore and pursue any significant opportunities
available in the telecommunications sector. "We are currently
evaluating a number of inorganic opportunities in select
international markets to further expand our footprint," Ambani said.

Reliance Communication’s One India, One Tariff plan allowed

millions to connect across India at just one rupee a minute. The
company was the first one to break the Rs 1,000 entry-barrier with
the launch of the lowest-cost classic brand handset at Rs 777.

As per its expansion plan, Reliance Communications will have the

single largest wireless network in the world, covering over 900 mn

Indians or more than 15% of the global population. It will cover

23,000 towns or every single Indian habitation with a population of
over 1,000. Reliance Communications will cover almost 100% of

21
 all rail routes, providing seamless voice, video, radio, and Internet
connectivity to 14 mn commuters every day. It will also cover
almost 100% of all national highways, and 84% of all state
highways, giving millions of users the power to talk, text, surf, play,
chat or simply stay in touch across nearly the entire length of
India's 2,00,000-km-long road network.

Having achieved tremendous growth, the main challenge for

Reliance Communications is to improve quality of service and
ARPU. Its enterprise business is also not in a position to compete
with the global majors. Stock market valuations may boost the
fortunes of an entrepreneur, but Ambani needs to address the
issues faced by the growing mobile customer base, especially in
India, where bureaucracy takes pride in checking the
businessman.

AN OVERVIEW OF CURRENT MARKET SCENARIO

Reliance Communications (formerly Reliance Communications

Ventures) is one of India's largest providers of integrated
communications services. The company has more than 20 million
customers and serves individual consumers, enterprises, and
carriers, providing wireless, wireline, long distance, voice, data,
and internet communications services through a number of
operating subsidiaries. The company sells communications and
digital entertainment products and services through its chain of
Reliance Web World retail outlets. The company's Reliance
Infocomm subsidiary provides wireless communications services
throughout India. Reliance Communications is part of the Reliance
- Anil Dhirubhai Ambani Group.

The current network expansion undertaken by Reliance is the

largest wireless network expansion undertaken by any operator
across the world.

It was with this belief in mind that Reliance Communications

(formerly Reliance Infocomm) started laying 60,000 route

22
 kilometres of a pan-India fibre optic backbone. This backbone was
commissioned on 28 December 2002, the auspicious occasion of
Dhirubhai’s 70th birthday, though sadly after his unexpected
demise on 6 July 2002.

Reliance Communications has a reliable, high-capacity, integrated

(both wireless and wire line) and convergent (voice, data and
video) digital network. It is capable of delivering a range of
services spanning the entire infocomm (information and
communication) value chain, including infrastructure and services
— for enterprises as well as individuals, applications, and
consulting.

Today, Reliance Communications is revolutionizing the way India

communicates and networks, truly bringing about a new way of
life.

• We will leverage our strengths to execute complex global-scale projects

to facilitate leading-edge information and communication services affordable
to all individual consumers and businesses in India.
• We will offer unparalleled value to create customer delight and enhance
business productivity.
• We will also generate value for our capabilities beyond Indian borders
and enable millions of India's knowledge workers to deliver their services
globally.

VISION OF RELIANCE COMMUNICATION

VISION

23
“We will leverage our strengths to execute complex global-scale

projects to facilitate leading-edge information and communication

services affordable to all individual consumers and businesses in

India.

We will offer unparalleled value to create customer delight and

enhance business productivity.

We will also generate value for our capabilities beyond Indian

borders and enable millions of India's knowledge workers to

deliver their services globally.”

Reliance Communications is now among the three most valuable

private sector companies in India, and the five most valuable

telecom companies in Asia. In the current Fiscal, Reliance

Communications will spend Rs 16,000 crore to further expand and

strengthen its network coverage across India and the rest of the

world.In addition to organic growth, Reliance Communications will

leverage the advantages derived from this impressive financial

platform to explore and pursue any significant Opportunities

24
available in the telecommunications sector. "We are currently

evaluating a number of inorganic opportunities in select

international markets to further expand our footprint," Ambani said.

Reliance Communication’s One India, One Tariff plan allowed

millions to connect across India at just one rupee a minute. The

company was the first one to break the Rs 1,000 entry-barrier with

the launch of the lowest-cost classic brand handset at Rs 777.

As per its expansion plan, Reliance Communications will have the

single largest wireless network in the world, covering over 900 mn

Indians or more than 15% of the global population. It will cover

23,000 towns or every single Indian habitation with a population of

over 1,000. Reliance Communications will cover almost 100% of

all rail routes, providing seamless voice, video, radio, and Internet

connectivity to 14 mn commuters every day. It will also cover

almost 100% of all national highways, and 84% of all state

highways, giving millions of users the power to talk, text, surf, play,

chat or simply stay in touch across nearly the entire length of

India's 2,00,000-km-long road network.

25
Having achieved tremendous growth, the main challenge for

Reliance Communications is to improve quality of service and

ARPU. Its enterprise business is also not in a position to compete

with the global majors. Stock market valuations may boost the

fortunes of an entrepreneur, but Ambani needs to address the

issues faced by the growing mobile customer base, especially in

India, where bureaucracy takes pride in checking the

businessman.

26
BRIEF STUDY OF THE ORGANIZATION

Chairman’s profile

Reliance Communications Limited founded by the late Shri.

Dhirubhai H Ambani (1932-2002) is the flagship company of the
Reliance Anil Dhirubhai Ambani Group. It is India's foremost truly
integrated telecommunications service provider. With a customer
base of over 36 million including close to one million individual
overseas retail customers, Reliance Communications ranks among
the top ten Asian Telecom companies. Its corporate clientele
includes 600 Indian, 250 multinational corporations and over 200
global carriers and owns and operates the world's largest next
generation, IP enabled connectivity infrastructure, comprising over
150,000 kilometers of fiber optic cable systems in India, USA,
Europe, Middle East and the Asia Pacific region.

Regarded as one of the foremost corporate leaders of

contemporary India, Shri Anil D Ambani, 48, is the chairman of all
listed companies of the Reliance ADA Group, namely, Reliance
Communications, Reliance Capital, Reliance Energy and Reliance
Natural Resources.

He is also the president of the Dhirubhai Ambani Institute of

Information and Communications Technology, Gandhinagar

An MBA from the Wharton School of the University of

Pennsylvania, Shri Ambani is credited with pioneering several
financial innovations in the Indian capital markets. He
spearheaded the country’s first forays into overseas capital
markets with international public offerings of global depositary
receipts, convertibles and bonds.

Under his chairmanship, the constituent companies of the Reliance

ADA group have raised nearly US$ 3 billion from global financial
markets in a period of less than 15 months.

Shri Ambani has been associated with a number of prestigious

academic institutions in India and abroad.

He is currently a member of:

27
 • Wharton Board of Overseers, The Wharton School, USA
• Board of Governors, Indian Institute of Management (IIM),
Ahmedabad
• Board of Governors, Indian Institute of Technology (IIT),
Kanpur
• Executive Board, Indian School of Business (ISB),
Hyderabad

In June 2004, Shri Ambani was elected as an Independent

member of the Rajya Sabha – Upper House, Parliament of India, a
position he chose to resign voluntarily on March 25, 2006.

Select Awards and Achievements

• Voted ‘the Businessman of the Year’ in a poll conducted by

The Times of India – TNS, December 2006
• Voted the ‘Best role model’ among business leaders in the
biannual Mood of the Nation poll conducted by India Today
magazine, August 2006
• Conferred ‘the CEO of the Year 2004’ in the Platts Global
Energy Awards
• Conferred 'The Entrepreneur of the Decade Award' by the
Bombay Management Association, October 2002
• Awarded the First Wharton Indian Alumni Award by the
Wharton India Economic Forum (WIEF) in recognition of his
contribution to the establishment of Reliance as a global leader in
many of its business areas, December 2001

Selected by Asiaweek magazine for its list of 'Leaders of the

Millennium in Business and Finance' and was introduced as the
only 'new hero' in Business and Finance from India, June 1999.

Board of Directors

• Shri Anil D. Ambani - Chairman

• Prof. J Ramachandran

• Shri S.P. Talwar

• Shri Deepak Shourie

• Shri A.K.Purwar

28
ORGANIZATIONAL SET UP

Reliance Communication Limited

CHAIRMAN

PRESIDENT PRESIDENT
PRESIDENT
(PRESONAL (ENTERPRISES (HOME
BUSINESS) BUSINESS)
BUSINESS)

SENIOUR
V.P

V.P

GM

DGM

AGM

SENIOUR
MANAGER

MANAGER

DUPTY ASST. MANAGER MANAGEMENT TRAINEE

MANAGER

29
CHALLANGES

• Lack of communication between retailers and distributor

• Lack of improper distribution channel

• Competitors

• Not regular visit of DSE and Runner

• All retailers are not aware of new scheme of RCOM

• Lack of sales promotion and advertisement

• Retailer doesn’t get claim at proper time

• No visit of TSM or any other person to the retailer’s shop

30
SWOT ANALYSIS

Strengths: attributes of the organization those are helpful to

achieving the objective.
Weaknesses: attributes of the organization those are harmful to
achieving the objective.
Opportunities: external conditions those are helpful to achieving
the objective.
Threats: external conditions that is harmful to achieving the
objective.

SWOT analysis can be used for all sorts of decision-making, and

the SWOT template enables proactive thinking, rather than relying
on habitual or instinctive reactions.

The SWOT analysis template is normally presented as a grid,

comprising four sections, one for each of the SWOT headings:
Strengths, Weaknesses, Opportunities, and Threats. The free
SWOT template below includes sample questions, whose answers
are inserted into the relevant section of the SWOT grid. The
questions are examples, or discussion points, and obviously can
be altered depending on the subject of the SWOT analysis. Note
that many of the SWOT questions are also talking points for other
headings - use them as you find most helpful, and make up your
own to suit the issue being analyzed. It is important to clearly
identify the subject of a SWOT analysis, because a SWOT
analysis is a perspective of one thing, be it a company, a product,
a proposition, and idea, a method, or option, etc.

Here are some examples of what a SWOT analysis can be used to

assess:

• a company (its position in the market, commercial viability,

etc)
• a method of sales distribution
• a product or brand
• a business idea

31
• a strategic option, such as entering a new market or
launching a new product
• a opportunity to make an acquisition
• a potential partnership
• changing a supplier
• outsourcing a service, activity or resource
• an investment opportunity

32
RELIANCE COMMUNICATION LIMITED

33
Strength Weakness
• Low Entry • Branding
Cost Image
• Commissio • Distribution
n Structure problem
• Fast • Limited
Activation product portfolio-
Process Only Mobile
• Network • Lack of
• Connectivit Competitive
y Strength
• Data GPRS • Limited
Budget

Opportunity Threat
• Preference • Political
of GSM over destabilization.
CDMA • New Entrants
• New • IT
Specialist Development
Application • Market
• Rural Demand
Telephony • Seasonality,
• New Weather Effects
Market, Vertical,
Horizontal
• Competitor
s` Vulnerabilities

34
APPLY SIX SIGMA:

M
MAN

SALES PERSON ARE

NOT WELL EDUCATED
[Fishbone diagram]

WAY OF SELLING NO
PROPER
35
Recruitment and Selection
Introduction:

Recruitment and Selection system in Insurance sector had

become vital for maximum output and effective business results.
This study will provide sufficient information about Recruitment and
Selection systems carried out in Royal Sundaram Alliance
Insurance Company Ltd.

Meaning:
Recruitment and Selection system refers to sourcing and
building efficient Human Resource to the organization to
attain its objectives.

This policy complies with, and supports, the Company’s Equal

Opportunities Policy by:
• Ensuring that every stage of the recruitment and selection
process is carried out in a systematic way, based on pre-agreed
criteria, to eliminate the potential for personal bias affecting the
decision making process.
• Ensuring that all decision points are fully documented to
assist with subsequent monitoring.
• Making the whole procedure as open as possible, to ensure
that all candidates understand why decisions have been taken
and, where they wish, to obtain meaningful feedback.
• Enabling demonstration of robust, transparent processes and
thereby providing a basis for defense in the event of challenge.

36
There are seven main stages to the procedure:
 Pre-advertisement
 placing advertisements and dealing with enquiries and
applicants
 short-listing
 interviewing and selection
 Post-selection procedures
 Induction
 monitoring

Analyzing Your Workplace

To assist you analyze your workplace to identify recruitment or
selection issues for women, we suggest you:
• revisit your workforce profile to find where your female
employees are.
• consult with your employees.
• examine your existing recruitment and selection policies and
practices.

Developing Policy and Procedures

• Put in place a policy requiring recruitment and selection
processes to select the best person for the job.
• Develop a quality, consistent process for recruitment that
delivers diverse recruits.
• Have a recruitment strategy that links to your business plan,
and to a strategy to retain employees.

37
Reviewing Recruitment and Selection Opportunities
• Monitor each stage of the recruitment process to identify any
practice that may disadvantage some candidates.
• Investigate whether women have equal opportunity in the
recruitment and selection process by collecting information on the
numbers of men and women:
 applying for positions
 being short-listed
 being interviewed
 being appointed, and
 Survey staff about their perception of equity in recruitment
procedures.
• Consider collecting diversity information as part of the
process. There could be a pool of diverse candidates you’re not
reaching or unnecessarily excluding.

Reviewing Job Descriptions:

• Ensure all job profiles/descriptions reflect the real

requirements of the job, rather than describing the person who
filled that job previously.
• Write job profiles in language that encourages both men and
women to apply – including women of and Differing backgrounds.
• For example, avoid use of jargon and acronyms that tend to
be exclusive.

38
LIMITATIONS OF THE STUDY
 The study is focused only in Royal Sundaram Alliance
Insurance Company Ltd
 Thus the respondents are not come forward to provide their
feedback regarding their organization than the result is bias.
 In this study the sample size is 20. The result might vary
when the sample size values changes it.

39
METHODOLOGY

DATA COLLECTION
The study was based on questionnaire method. The study was
about the Recruitment and Selection System.
There are two types of data collection:
 Primary data
 Secondary data
Primary data
The primary data are those, which are collected a fresh and for the
first time happen to be original in character. It has been collected
through a
Questionnaire and personal interview
Secondary data
Secondary data are those which have already been collected
by someone else and which have already been passed through
the stratified process. It has collected through the books, journals
& Internet.

RESEARCH INSTRUMENT
 Questionnaire containing both closed and open ended questions.

SAMPLE DESIGN:
Population
 It covers the 30 employees working in Reliance Communications,
Lucknow.

SAMPLE UNIT
 Sample unit is 30 Reliance Communications, Lucknow.
 Total Employee strength of the particular branch is above eighty.

40
SAMPLE PROCEDURES
 In this study convenient sampling method was adopted. First the
each organization was divided into different departments like Operations,
Customer Services, Human Resources, Internet Marketing and under writing
departments. From this department, the respondents were selected on the
basis of convenience.

CONTACT METHOD
 Respondents were contacted personally.

INTERVEIW SCHEDULE
 The interview schedule has been used to collect the data.
Information can be gathered even when the respondents happen to be literate
or illiterate.

Formula:

Simple percentage = No of Respondents

Total No of Sample Size

41
ANALYSIS AND INTERPRETATION

CHART NO: 1

AGE OF THE RESPONDENTS

42
INTERPRETATION:
The above table depicts that 50% of the respondents are

below the age group of 25-30 years age`, 30% of the respondents

are comes under the category of 35-40 years age group, 16.6% of

the respondents are between the age group of 30-35 years and

1% of the respondents are comes under category of above below-

25 years of age group.

43
CHART NO: 2

GENDER OF THE RESPONDENTS

44
INTERPRETATION:
The above table reveals that 50% of the

respondents are male and 50% of the respondents are female.

TABLE

SALARY PARTICULARS OF RESPONDENTS

S DE NO PE
. SC OF RC
N RI RES EN
O PTI PO TA
ON ND GE
ENT %
S

1 50 1 3.3
. 00

2 50 13 43.
. 00- 3
10
00
0

3 10 11 36.
. 00 6
0-
15
00

45
 0

4 Above 15000 5 16.

. 6

TOTAL 30 100

INTERPRETATION:
The above table depicts that 43.3% of respondents are

earned comes the salary of 5000-10000, 36.6% of the respondents

have got RS 10000-15000 per month, 16.6% are fall in the income

group of above 15000 and 3.3% of the respondents comes under

the 5000 level of category.

46
CHART NO: 3

SALARY PARTICULARS OF RESPONDENTS

47
CHART NO: 4

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

INTERPRETATION:
The above table reveals that 36.33% of the respondents are

considering about the importance of communication skills

necessary for the selection from the organization.33.3% of the

respondents gave second level of importance to the same. 3. no

one of the respondents says that Communication skills are not

48
 important for the selection process. This data interprets that

Communication skills is necessary at all stage of the Recruitment

and Selection Process.

CHART NO: 5

RESPONDENTS FOR LEADERSHIP QUALITIES

49
INTERPRETATION:

The above table reveals that 60% of the employees state that they
have proven Leadership Qualities in them which had given the
task of leading a team of members and was given high
responsibility over the job. 20% and 13% of them have given scale
3 and 2 as their priority of having the Leadership Qualities. No
respondents says that they don’t have such qualities hence
everyone has the quality of Leading from the front at different
efficiency levels.

50
CHART NO: 6

PRIORITY GIVEN FOR THE QUALIFICATION

INTERPRETATION:
Table 6 reveals that 40% and 30% of the respondents were given
priority qualification as the important aspect of the selection

51
 process. This may be due to their job profile given accordingly.
23.3 % of the respondents have given scale 3 as their priority for
the qualification. For other the considerations may be taken in
account for technical qualification such as typing skills. Operations
department specifies the technical qualification required for the
applicants in the job description before the interview process.
RSA conduct an online typing test for this particular position.

52
CHART NO: 7

JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

INTERPRETATION:
Table 7 reveals that 43.33% and 30% of the respondents were
given priority job knowledge is the important aspect of the

53
 selection process. This may be due to their job profile, designation
and higher responsibility in the organization. 16.66 % of the
respondents have given scale 3 as their priority for the Job
Knowledge. For other the considerations may be taken in account
for position and being a new entrant to the profile or organization.

RECRUITMENT AND SELECTION SYSTEMS:

Working with Recruitment Providers/Agencies

54
• When selecting a provider, make a key selection criterion
‘Evidence of sourcing quality, diverse applicants’.
• Hold your provider accountable for delivering female as well
as male applicants.
Increasing the Pool of Applicants:
• Communicate vacancies throughout the organization to
attract a diverse applicant pool.
• Consider partnerships with key providers (for example,
schools, universities and training companies) to find quality female
and male candidates.
• Establish contacts and partnerships with organizations and
networks that serve ethnic or other communities.
• Build Intern programs into these partnerships.
• Offer both female and male employees training, shadowing
or cross-skilling opportunities to develop their skills further.
• Encourage existing staff, including women, to apply for
vacancies – this can be a useful way of encouraging women into
non-traditional areas.
• Consider filling the vacancy with high-potential female and
male staff eager to broaden their experience.
• Review the job requirements for essential qualifications. Be
prepared to give value to different kinds of employment and
overseas experience in lieu of formal training and local credentials.

• Be prepared to provide a workplace that accommodates

differences in terms of employee needs and values (e.g.,
childcare, same-sex benefits, job-sharing, flexible work hours, etc).

55
Recruiting Internally
• Advertise the position widely to attract a diverse applicant
pool, for example, would employees on maternity/parental leave
have an opportunity to see the advertisement?
• Design internal job advertisements as you would an external
job advertisement – to attract a diverse applicant pool and get the
best person for the job. For example, use inclusive language and
images that speak to all candidates.
• Ensure both female and male quality candidates are given
equal opportunity to be short-listed.
• Consider offering both female and male employees the
position as a development assignment.
 Prepare employees to apply for internal positions by:
 Implementing and monitoring succession planning for both
female and male employees.
 Providing opportunities for both female and male employees
to work in different organizational areas and gain a broad range of
work experience.
 Providing female and male unsuccessful candidates with
feedback on the recruitment selection process, and offering
development opportunities to position them well for the next
internal recruitment opportunity.

Interviewing

56
• Ensure that all interviewers are provided with
sensitivity/awareness training related to diversity and gender
issues.
• Ensure interview panels consist of people from a range of
backgrounds and a good understanding of the requirements of the
job.
• Encourage panel Chairs to challenge and address
discriminatory assumptions made by panel members when
deciding on the successful candidate.
• Consider both female and male internal candidates – you
may find that their knowledge and understanding of the business
assists them to outperform the external candidates.
Communicating your Policies and Procedures:
• Publicize your recruitment and selection policy widely in the
organization.
• Ensure both female and male employees, and employees on
long-term leave have access to the recruitment and selection
policy and procedures information.
• Train managers on your recruitment and selection policy and
procedures.
• Hold managers accountable for providing equal opportunity
in recruitment and selection by including this requirement in
managers’ workplace and performance agreements.
• Encourage managers to lead by example by sourcing and
selecting top female candidates.

57
Successful Recruitment and Selection:
Equality of opportunity can seem quite a complex area, and
recruiters and employers may often look at it from a defensive,
legal compliance position. Diversity takes a wider and more
positive outlook. There is still a need to ensure discrimination and
stereotyping play no part in the recruitment and selection process.
But as important is the valuing of difference between people, and
understanding the positive benefits for the University of employing
a diverse range of talented people.

A positive approach to diversity allows you to select the best

person for the job based on merit alone and free from bias on the
grounds of factors – such as age, disability, gender or race – that
are not relevant to the person’s ability to do the job.

Employers taking this approach are more likely to be seen as fair,

positive and progressive places to work by the diverse society of
which they are a part.
“Everyone is different and unless employers take diversity
seriously they will fail to recruit, retain and engage the commitment
of the talent needed to sustain and improve performance”

Despite a growing emphasis on positive approaches, legal issues

should nevertheless be taken seriously. An increasing number of
specific areas of discrimination are now covered by legislation.
Decisions that fall foul of the law can be not only costly for the
University in terms of bad publicity and financial penalties, but also

time-consuming and stressful for the individuals involved – and

that could be you!

58
You don’t need to be an expert on anti-discrimination legislation
and case-law but you do need to understand:
• the principles of what constitutes direct and indirect
discrimination in the recruitment process; and
• Why a positive approach to diversity is the best way to avoid
problems and attract a wider range of suitable candidates.
• Following the principles and practices outlined in this guide
will help you to put this into practice. You may also find it useful to
consider some specific actions to avoid discrimination and adopt a
positive approach to diversity.

Screening Applications
• Based on qualitative or quantitative short listing
• Service record should be consulted before short listing
internal candidates.
• Consideration may be given for gender/diversity balance
• Screening process may be conducted in accordance
• With benchmark (required skills, competencies,
• Education and experiences) for each position.

Short-listing
• Short-listing is the vital first stage in the selection process.
Measuring how candidates match up to your selection criteria at
this stage is crucial to enable you to objectively assess which of
the candidates you wish to consider further in the next part of the
selection process, generally the interview stage.

59
Careful short-listing is particularly important when you have a large
number of applicants.
• Ideally, everyone who is part of the selection panel should be
involved in the short-listing process either together or
independently. However, if this is not practicable, at least two
members of the interview/final assessment panel should be
involved. There are two types of internal applicants who must be
short-listed if they meet the essential criteria for the vacancy (in
both cases this will be clearly indicated by a covering letter from
Personnel Services)

Written test
• Must set questions by taking inputs from interview panel.
• Final question should prepare and write out by trusted
person.
• Confidentiality must be ensured
• Type of questions will depend on the level of position,
• Generally, questions should be on core business, on
management-related issues and job specifies.

Interview panel
• May consist of 3 to 5 experience persons.
• Have adequate knowledge
• Have specific skills and competencies
• At least one woman may participate
• Line manager or his/her designate and HRM
• Representative’s participation is mandatory.

60
 Recruitment of Operations Executives:
 Operations Executives are employed through various methods of
Sourcing.
 RSA uses internal job postings for receiving online applications.
 The applications were generated based on their Qualification and
Experience and other skills.
 Preliminary Interviews were conducted to shortlist the candidates.
 Applications were also received from the Recruitment service
agents and through reference by word of mouth.
 The candidate has to undergo an online typing test / speed test
with the company wherein the department needs candidates who can
type a maximum of 35 WPM (words per minute).
 Finally an oral test is conducted for processing the candidates’
application.

61
FINDINGS
 Majority of the respondents come under the age group of 25-
30.
 In the 30 respondents 50% of the respondents are male and
50% of the respondents are female.
 50% of the respondents have got the experience of 5-10
years.
 46.3% of the respondents are getting the salary range
between 8000-10000.
 100% of the respondents are getting the on the job training.
 Majority of the respondents are satisfied with their present
salary.
 60% of the respondents are satisfied with the incentive
scheme
 50% of the respondents are aware with the Job
responsibility.
 43.33% of the respondents have the Job knowledge before
the assignment of a particular job.
 60% of the respondents believe that they possess the
Leadership qualities in them which will be the major consideration
for the selection process.
 40% of the sample size reveals that qualification is an
important factor in the process of Recruitment and Selection
 Majority of the respondents are satisfied with their
relationship between the top level management and the low level
management.

62
  80% of the respondents feels the communication must be
improved Majority of the respondents are satisfied with the working
condition.
 80% of the respondents agree that communication plays a
major role in the selection process
 56.6% of the respondents are good with their communication
skills

 63.3% of the respondents have opinion saying that they are

satisfied with the safety measures provided by the organization.
 45% of the respondents have neutral opinion about the
grievances handling procedure by the organization.

RECOMMENDATIONS
• The organization should provide or set up a communication
lab for the benefit of the fresher and existing employees that
makes a career development and new opportunity to grow up in
the organization.
• This increases the employee morale and helps to attain the
target.
• Communication classes should be conducted timely to all
employees should be followed by organization.
• Refresher courses may organize intermittently for all
employees in the rank and file category to relive job fatigue and
monotony of every day work life. So employees can gain skills by
Communication.
• Candidates who enter into the Job Market must make sure
that their efficiency in Communication is up to the expectation of

63
 an organization which will make them to go through the
Recruitment and Selection system of Royal Sundaram Alliance
Insurance Company.
• The respondents in the corporate exhibits that
communication skills are necessary for all the employees from
different channels.
• FOS (Fleet on street) Team should be made involved to pass
through more communication classes from language experts.

CONCLUSION

In the present competitive & dynamic environment, it has become

essential for organization to build and sustainable.
In competitive advantage, the Communication skill set has
assumed more importance than even before. Dynamic and growth-
oriented organization recognizes Communication as an important
aspect of the Recruitment and Selection system for managerial
function in a rapidly changing and economic environment.
Insurance industries should possess a valuable work force with
good communication skill sets to get a good deal or business from
their customers. In this sector the Open Market channel is the
main source of revenue for the company for which they should be
able to communicate well with their clients. Then the company
can reach its profitability and objectives easily.

64
 The company should take the suggestions and ideas from the
employees and can conduct and examine the communication skill
set within the employees. So that they can analyze the need and
act accordingly for a better result and the growth of its own and
valuable workforce

Bibliography
Book

• Human Resource Management by Aswathappa

• 2008 Annual Corporate Report

• RELIANCE COMMUNICATION's Corporate History

Web

• www.RELIANCE COMMUNICATION.com

• www.google.com

• www.wikipedia.org

• www.yahoo.com

65
Questioner

1. Please indicate to which age group you belong:

1. Under 25
2. 25 to 34
3. 34 to 44
4. 45 to 54
5. 55 to 59
6. 60 Plus

2. Please indicate whether you are:

1. Male

2. Female

3. In rank order from 1 to 5 (1 being the most difficult), list your

department's "hardest to recruit" classifications.

1.

2.

3.

66
 4.

5.

4. In regard to the classifications listed in question #3, how long on

average does it take an applicant to go through the entire selection
process (from application to hire) for these classifications?

Classification 1: Less than 3 months or 3-6 months or 6-8 months

or 9-12 months or More than 1 year

Classification 2: Less than 3 months or 3-6 months or 6-8 months

or 9-12 months or More than 1 year

Classification 3: Less than 3 months or 3-6 months or 6-8 months

or 9-12 months or More than 1 year

Classification 4: Less than 3 months or 3-6 months or 6-8 months

or 9-12 months or More than 1 year

Classification 5: Less than 3 months or 3-6 months or 6-8 months

or 9-12 months or More than 1 year

5. In regard to your overall selection process (from application to

hire), does your department currently use the following selection
instruments?

a. Life Experience Questionnaire/Training and Experience

Questionnaire (LEQ/T&E): Yes or No

b. Other self-certification selection instrument: Yes or No

c. Supplemental Application in conjunction with most hiring

interviews: Yes or No

6. If your department does not use a Life Experience

Questionnaire/Training and Experience Questionnaire (LEQ/T&E),
please specify the reason. (check all that apply)

Too much time to develop

Against department policy

67
 Not an effective method of assessment

Potential appeals

Too expensive

Difficulty in validating responses

Lack of expertise to develop the questionnaire

May be prone to exaggeration by candidates

Other (please specify below)

7. Approximately how many examinations, on average, does your

department conduct on an annual basis?

8. In regard to your answer in question #6, approximately how

many of your departmental examinations, on average, are
conducted on an open basis?

9. Is your department currently conducting job analyses?

Yes or

No (If no, proceed to question #10)

10. What is the objective of the job analyses? (check all that apply)

Update minimum qualifications

Revise class concept

Identify training needs

68
Test Validation

Exam development requirement

Other (please specify below)

69