CHAPTER: I INTRODUCTION ABOUT THE STUDY 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 ! tem re"er to ourcing and #uilding e""icient Human

Re ource to t$e organi%ation to attain it o#&ecti'e ( This policy complies with, and supports, the Company s !"ual #pportunities $olicy by% • !nsurin& that every sta&e of the recruitment and selection process is carried out in a systematic way, based on pre'a&reed criteria, to eliminate the potential for personal bias affectin& the decision ma(in& process. • • • !nsurin& that all decision points are fully documented to assist with subse"uent monitorin&. )a(in& the whole procedure as open as possible, to ensure that all candidates understand why decisions have been ta(en and, where they wish, to obtain meanin&ful feedbac(. !nablin& demonstration of robust, transparent processes and thereby providin& a basis for defense in the event of challen&e.

T$ere are e'en main tage to t$e )rocedure:
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 $re'advertisement  placin& advertisements and dealin& with en"uiries and applicants  short'listin&  interviewin& and selection  $ost'selection procedures  Induction  monitorin& Anal!%ing Your *or+)lace: To assist you analy*e your wor(place to identify recruitment or selection issues for women, we su&&est you% • • • revisit your wor(force profile to find where your female employees are. consult with your employees. examine your existin& recruitment and selection policies and practices.

De'elo)ing Polic! and Procedure • • • $ut in place a policy re"uirin& recruitment and selection processes to select the best person for the +ob. ,evelop a "uality, consistent process for recruitment that delivers diverse recruits. -ave a recruitment strate&y that lin(s to your business plan, and to a strate&y to retain employees. Re'ie,ing Recruitment and Selection O))ortunitie • • )onitor each sta&e of the recruitment process to identify any practice that may disadvanta&e some candidates. Investi&ate whether women have e"ual opportunity in the recruitment and selection process by collectin& information on the numbers of men and women%  applyin& for positions  bein& short'listed
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 bein& interviewed  bein& appointed, and  Survey staff about their perception of e"uity in recruitment procedures. • Consider collectin& diversity information as part of the process. There could be a pool of diverse candidates you re not reachin& or unnecessarily excludin&. Re'ie,ing -o# De cri)tion : • • !nsure all +ob profiles.descriptions reflect the real re"uirements of the +ob, rather than describin& the person who filled that +ob previously. /rite +ob profiles in lan&ua&e that encoura&es both men and women to apply 0 includin& women of and ,ifferin& bac(&rounds. 1or example, avoid use of +ar&on and acronyms that tend to be exclusive.

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 To study the process of inta(e of employees with relation to !xperience. 4|Page .  In this study the sample si*e is 34.E:  To find the Recruitment and Selection System in the or&ani*ation. Communication s(ills and 2ualification in the or&ani*ation 0IMITATIONS O/ THE STUDY  The study is focused only in Royal Sundaram Alliance Insurance Company Ltd  Thus the respondents are not come forward to provide their feedbac( re&ardin& their or&ani*ation than the result is bias.CHAPTER: II OB-ECTI.ES O/ THE STUDY PRIMARY OB-ECTI. The result mi&ht vary when the sample si*e values chan&es it.

escriptive research desi&n studies are those studies. RESEARCH DESI1N 5A research desi&n is the arran&ement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. which are concerned with describin& the character of a &roup. 2 EMORY 5Research is essentially an investi&ation. That will enable the researcher to save and resources such a plan of study or blue print or study is called a research desi&n.6 2 -OHN(*(BEST Research may be defined as 5any or&ani*ed in"uiry desi&ned and carried out to provide information for solvin& a problem6. The purpose of research is to discover answers to "uestions throu&h the application of scientific procedures. 5|Page .METHODO0O1Y INTRODUCTION Research in common parlance refers to a search for (nowled&e.E RESEARCH DESI1N  .6 The systematic approach concernin& &enerali*ation and the formulation of a theory is also research. a recordin& and an analysis of evidence for the purpose of &ainin& (nowled&e6. 2 ROBERT ROSS DESCRIPTI. The researcher ma(es a plan of the study his research wor(. The advanced learner s dictionary of current !n&lish lays down the meanin& of research as 5a careful investi&ation of en"uiry specially throu&h search for new facts in any branch of (nowled&e.

DATA CO00ECTION The study was based on "uestionnaire method. Primar! data Secondar! data RESEARCH INSTRUMENT  2uestionnaire containin& both closed and open ended "uestions. There are two types of data collection%   Primar! data The primary data are those. It has collected throu&h the boo(s. SAMP0E DESI1N: 6|Page . which are collected a fresh and for the first time happen to be ori&inal in character. It has been collected throu&h a 2uestionnaire and personal interview Secondar! data Secondary data are those which have already been collected by someone else and which have already been passed throu&h the stratified process. +ournals 7 Internet. The study was about the Recruitment and Selection System.

CONTACT METHOD  Respondents were contacted personally. the respondents were selected on the basis of convenience. INTER. 1rom this department.Po)ulation  It covers the 84 employees wor(in& in RSA Insurance Company Ltd. 1irst the each or&ani*ation was divided into different departments li(e #perations. SAMP0E UNIT  Sample unit is 84 RSA Insurance Company Ltd. SAMP0E PROCEDURES  In this study convenient samplin& method was adopted. Chennai. TABU0ATION  It is the arran&ement of classified data in an orderly manner. Customer Services. Internet )ar(etin& and under writin& departments. These tables are of 7|Page . -uman Resources.  Total !mployee stren&th of the particular branch is above ei&hty. Chennai. Information can be &athered even when the respondents happen to be literate or illiterate. This involves creatin& table for recordin& the filled in interview schedule.EI* SCHEDU0E  The interview schedule has been used to collect the data.

-o% . It is &enerally used to test the si&nificance of association between two variables. percenta&e and bar chart is calculated for the respective scales of each factor. /ormula: Sim)le )ercentage 4 No o" Re )ondent Total No o" Sam)le Si%e CHI2 S3UARE TEST: As a non parametric test chi's"uare can be used be to determine if cate&orical data shows dependency or the two classifications are independent. The calculated chi's"uare value is less than the theoretical value. PERIOD O/ STUDY  The study was conducted for period of :4 days. based on the opinions of the respondents.ull -ypothesis -a% Alternative -ypothesis 8|Page . SCA0IN1 TECHNI3UES  2uestionnaire was framed on attitude scale havin& 9'point scales and two point scale. #therwise re+ect the null hypothesis and accept the alternative hypothesis. /e accept the null hypothesis as valid. TOO0S USED /OR ANA0YSIS Sim)le )ercentage anal! i  It is simple analysis tool. In chi's"uare test first a null hypothesis is formed that there is no si&nificance relation between the two &iven attributes.immense help to analysis by usin& the statistics tools help to analysis by usin& the statistical tools. In this method.

e&ree of freedom < =R 0 A>?=c 'A> /here. O < is the observed fre"uency.umber of Columns CHAPTER: III ABOUT THE INDUSTRY The insurance sector in India has come a full circle from bein& an open competitive mar(et to nationali*ation and bac( to a liberali*ed mar(et a&ain. Tracin& the developments in the Indian insurance sector reveals the 8:4'de&ree turn witnessed over a period of almost two centuries.Chi' s"uare is a measure for comparin& variance studies. /ormula: /here.umber of Rows C < . and E 4 is the expected fre"uency !xpected fre"uency =!> < Row Total ?Column Total. . R < .@rand Total. 9|Page .

LIC Act. 9 crore from the @overnment of India. • • AC:B% The Insurance Act amended to re&ulate investments and set minimum solvency mar&ins and the Tariff Advisory Committee set up. vi*. a win& of the Insurance Association of India. • • AC8B% !arlier le&islation consolidated and amended to by the Insurance Act with the ob+ective of protectin& the interests of the insurin& public. • AC9:% 3D9 Indian and forei&n insurers and provident societies ta(en over by the central &overnment and nationali*ed. The @eneral insurance business in India. the first &eneral insurance company established in the year AB94 in Calcutta by the Eritish. AC9:. the first company to transact all classes of &eneral insurance business. Some of the important milestones in the &eneral insurance business in India are% • AC4F% The Indian )ercantile Insurance Ltd. AC9F% @eneral Insurance Council.. frames a code of conduct for ensurin& fair conduct and sound business practices. AC3B% The Indian Insurance Companies Act enacted to enable the &overnment to collect statistical information about both life and non'life insurance businesses. Some of the important milestones in the life insurance business in India are% • ACA3% The Indian Life Assurance Companies Act enacted as the first statute to re&ulate the life insurance business. 10 | P a g e . with a capital contribution of Rs. set up. can trace its roots to the Triton Insurance Company Ltd. LIC formed by an Act of $arliament.A #rie" $i tor! o" t$e In urance ector The business of life insurance in India in its existin& form started in India in the year ABAB with the establishment of the #riental Life Insurance Company in Calcutta. on the other hand.

incident. lar&e number of people exposed to a similar ris( ma(es contributions to a common fund out of which the losses suffered by the unfortunate few. are made &ood.ationali*ation> Act. The ris(. Any ris( contin&ent upon these may be insured a&ainst at a premium commensurate with the ris( involved. 7 bur&lary. @IC incorporated as a company. the peril of sea. in return for the payment of premium by the insured. the . due to accidental events. the . /ith the help of Insurance. death. the #riental Insurance Company Ltd. attached to individual.ew India Assurance Company Ltd. the insurers pay the financial losses suffered by the insured as a result of the occurrence of unforeseen events. Insurance is actually a contract between 3 parties whereby one party called insurer underta(es in exchan&e for a fixed sum called premium to pay the other party happenin& of a certain event. In urance ector re"orm : 11 | P a g e . • A4F insurers amal&amated and &rouped into four companies vi*. Insurance is a contract whereby. a lar&e number of people associate themselves by sharin& ris(. and the Hnited India Insurance Company Ltd. ACF3 nationali*ed the &eneral insurance business in India with effect from Ast Ganuary ACF8.ational Insurance Company Ltd.• ACF3% The @eneral Insurance Eusiness =. Hnder the plan of insurance. Indian In urance Indu tr!: Insurance may be described as a social device to reduce or eliminate ris( of life and property.. which can be insured a&ainst include fire..

Abn should be allowed to enter the industry. .o Company should deal in both Life and @eneral Insurance throu&h a sin&le entity. #nly #ne State Level Life Insurance Company should be allowed to operate in each state. the committee submitted the report and some of the (ey recommendations included% 56 Structure • • @overnment sta(e in the insurance Companies to be brou&ht down to 94K. • All the insurance companies should be &iven &reater freedom to operate. • • • • $ostal Life Insurance should be allowed to operate in the rural mar(et.. )alhotra was formed to evaluate the Indian insurance industry and recommend its future direction. )alhotra Committee headed by former 1inance Secretary and REI @overnor R. 1orei&n companies may be allowed to enter the industry in collaboration with the domestic companies. 12 | P a g e . The reforms were aimed at Icreatin& a more efficient and competitive financial system suitable for the re"uirements of the economy (eepin& in mind the structural chan&es currently underway and reco&ni*in& that insurance is an important part of the overall financial system where it was necessary to address the need for similar reformsJI In ACCD.In ACC8. The )alhotra committee was set up with the ob+ective of complementin& the reforms initiated in the financial sector. 76 Com)etition • $rivate Companies with a minimum paid up capital of Rs.. @overnment should ta(e over the holdin&s of @IC and its subsidiaries so that these subsidiaries can act as independent corporations.

@IC and its subsidiaries are not to hold more than 9K in any company =There current holdin&s to be brou&ht down to this level over a period of time>. it had proposed settin& up an independent re&ulatory body. Computeri*ation of operations and updatin& of technolo&y to be carried out in the insurance industry The committee emphasi*ed that in order to improve the customer services and increase the covera&e of the insurance industry should be opened up to competition. • :6 Cu tomer Ser'ice • • • LIC should pay interest on delays in payments beyond 84 days. The committee felt the need to provide &reater autonomy to insurance companies in order to improve their performance and enable them to act as independent companies with economic motives. Eut at the same time. 13 | P a g e . 1or this purpose. the committee felt the need to exercise caution as any failure on the part of new players could ruin the public confidence in the industry. it was decided to allow competition in a limited way by stipulatin& the minimum capital re"uirement of Rs. 96 In'e tment • )andatory Investments of LIC Life 1und in &overnment securities to be reduced from F9K to 94K. Controller of Insurance =Currently a part from the 1inance )inistry> should be made independent. An Insurance Re&ulatory body should be set up. Insurance companies must be encoura&ed to set up unit lin(ed pension plans.86 Regulator! Bod! • • • The Insurance Act should be chan&ed. -ence.A44 crores.

evelopment Authority Act. Re'insurance. do not exceed 3:K. Solvency )ar&in. #bli&ation of Insurers to Rural and Social sector. AC9:L The a&&re&ate holdin&s of e"uity shares by a forei&n company. Insurance Re&ulatory and . either by itself or throu&h its subsidiary companies or its nominees.MA-OR PO0ICY CHAN1ES Insurance sector has been opened up for competition from Indian private insurance companies with the enactment of Insurance Re&ulatory and . Re&ulation on insurance a&ents. • The minimum paid up e"uity capital for carryin& on reinsurance business has been prescribed as Rs.A Act>.A Act.A44 crores. promote and ensure orderly &rowth of the insurance industry. ACCC. Investment and Accountin& $rocedure.A Act ACCC paved the way for the entry of private players into the insurance mar(et which was hitherto the exclusive privile&e of public sector insurance companies. • The minimum paid up e"uity capital for life or &eneral insurance business is Rs. IR. ACCC =IR. The Authority has notified 3F Re&ulations on various issues which include Re&istration of Insurers. $rotection of policy 14 | P a g e .344 crores. corporations. paid up e"uity capital of such Indian insurance companyL • The companyMs sole purpose is to carry on life insurance business or &eneral insurance business or reinsurance business.A> was established on ACth April 3444 to protect the interests of holder of insurance policy and to re&ulate.evelopment Authority =IR. As per the provisions of IR. Hnder the new dispensation Indian insurance companies in private sector were permitted to operate in India with the followin& conditions% • • Company is formed and re&istered under the Companies Act.

$articulars of the life insurance companies and &eneral insurance companies includin& their web address is &iven below Indian In urance ector touted to record a 5.444'crore. Limited ICICI $rudential Life Insurance Co.t$ Accordin& to N .com 15 | P a g e *e# ite . IndiaMs &eneral insurance sector is slated to &row at a ABK rate in 344B. 3444 for issue of the Certificate of Re&istration to both life and non'life insurers. contribution from rural India is small.allian*ba+a+.birlasunlife. The Indian urban sector is a si&nificant contributor to the &eneral insurance mar(et.com www.hdfcinsurance. Limited www. Limited I.licindia.com www. Ehandari.com www. Ehandari. institutional mar(etin& and e'mar(etin&. the present mar(et value of the Indian &eneral insurance sector is Rs 84.co.com www. Applications were invited by the Authority with effect from A9th Au&ust.com www. As per )r.@ Oysya Life Insurance Company Limited )ax . 0I/E INSURERS Pu#lic Sector Life Insurance Corporation of India Pri'ate Sector Allian* Ea+a+ Life Insurance Company Limited Eirla Sun'Life Insurance Company Limited -. !fforts are afoot to capture the dormant rural mar(et via strate&ies li(e awareness &eneration.iciciprulife. there are currently A8 insurance companies in the life side and A8 companies operatin& in &eneral insurance business.holdersM interest etc. the Secretary @eneral of @eneral Insurance Council. In comparison.maxnewyor(life.in&vysayalife. The Authority has its -ead 2uarter at -yderabad.in www. In urance com)anie : IR.< gro.A has so far &ranted re&istration to A3 private life insurance companies and C &eneral insurance companies. The comparable fi&ure for 344F was A8K.:9 K. If the existin& public sector insurance companies are included. @eneral Insurance Corporation has been approved as the IIndian reinsurerI for underwritin& only reinsurance business.ew Por( Life Insurance Co.1C Standard Life Insurance Co. The current penetration level of the Indian insurance sector is 4.

Ltd.co.com SEI Life Insurance Company Limited www. www.1C Chubb @eneral Insurance Co.)etLife Insurance Company Limited www.ril.nic.com #m Nota( )ahindra Life Insurance Co.om(ota(mahnidra. Limited www. $vt.ampsanmar.niacl.co.it&i.icicilombard.tata'ai&.com TATA AI@ @eneral Insurance Co.orientalinsurance. Limited www. Ltd.com #riental Insurance Company Limited www.&icindia.com Royal Sundaram Alliance Insurance Co. www.in ICICI Lombard @eneral Insurance Co.uiic.avivaindia.ew India Assurance Company Limited www.in TATA AI@ Life Insurance Company Limited www. Ltd.ec&cindia.tata'ai&.com Protection o" t$e intere t o" )olic! $older : IR.com . Limited www.co.com 1ENERA0 INSURERS Pu#lic Sector .abur C@H Life Insurance Co.in Reliance @eneral Insurance Co.com !xport Credit @uarantee Corporation www.A has the responsibility of protectin& the interest of insurance policyholders.sbilife.cholainsurance.ational Insurance Company Limited www. Ltd.com I11C#'To(yo @eneral Insurance Co. the Authority has ta(en the followin& steps% 16 | P a g e .com Cholamandalam @eneral Insurance Co.com A)$ Sanmar Assurance Company Limited www.metlife. www. Limited www.com . www. Towards achievin& this ob+ective.in Hnited India Insurance Company Limited www.nationalinsuranceindia.co. www.ba+a+allian*.com -.royalsun. Ltd. REINSURER @eneral Insurance Corporation of India www. Ltd.in Pri'ate Sector Ea+a+ Allian* @eneral Insurance Co.

IR,A has notified $rotection of $olicyholders Interest Re&ulations 344A to provide for policy proposal documents in easily understandable lan&ua&eL claims procedure in both life and non'lifeL settin& up of &rievance redressal machineryL speedy settlement of claimsL and policyholdersM servicin&. The Re&ulation also provides for payment of interest by insurers for the delay in settlement of claim.

The insurers are re"uired to maintain solvency mar&ins so that they are in a position to meet their obli&ations towards policyholders with re&ard to payment of claims.

It is obli&atory on the part of the insurance companies to disclose clearly the benefits, terms and conditions under the policy. The advertisements issued by the insurers should not mislead the insurin& public.

All insurers are re"uired to set up proper &rievance redress machinery in their head office and at their other offices.

The Authority ta(es up with the insurers any complaint received from the policyholders in connection with services provided by them under the insurance contract.

CHAPTER: I. ABOUT THE COMPANY
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=ROYA0 SUNDARAM A00IANCE INSURANCE COMPANY 0TD(6

CORPORATE O//ICE ADDRESS Royal Sundaram Alliance Insurance Company Limited Tel% CA'DD'3B9AF8BF . CA'DD'D333F8F8 1ax% CA'DD'3B9AF8F: !mail% customer.servicesQroyalsundaram.in Sundaram Towers D9 7 D:, /hites Road, Chennai :44 4AD Royal Sundaram Alliance Insurance Company Limited has been at the forefront of providin& innovative insurance solutions for you, your family and business. The Company became the first private insurer in the country to be licensed post privati*ation in 344A. Since then The Company have been innovatin& constantly for our customers. Li(e bein& the first to offer cashless hospitali*ation, the first to offer se&ment specific business solutions, first to offer cobranded credit cards, first to introduce industry'specific proposition. #ur product ran&e is desi&ned to provide extra cover to a varied ran&e of customers startin& from the common man to corporate con&lomerates. Pou can reach us directly and also throu&h our partners, a&ents, and bro(ers. The Company does business in over A94 cities throu&h a combination of our own branches and those of our partners. Royal Sundaram brin&s to you the &olden herita&e and reliability of Sundaram 1inance =AAA>, one of the most respected non'ban(in& financial institution in India, and RSA =Ro!al >SunAlliance>, one of the oldest and the second lar&est &eneral insurer in the HN. The comin& to&ether of these two financial &iants allows us to offer you the best &lobal practices in insurance industry, innovation in terms of products and services, and unmatched, personali*ed customer service. A#out RSA =Ro!al >SunAlliance6

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/ith an almost 844 year herita&e, RSA is one of the world s leadin& multinational "uoted insurance &roups. It has the capability to write business in over A84 countries and with ma+or operations in the HN, Scandinavia, Canada, Ireland, Asia and the )iddle !ast and Latin America. 1ocusin& on &eneral insurance, it has around 33,444 employees and, in 344F,its net written premiums were R9.Bbn. 1ROUP O/ COMPANIES:

A#out Sundaram /inance Sundaram 1inance, a Triple A rated ;on'Ean(in& 1inance Company, is one of the most respected financial services companies in India. The Sundaram 1inance &roup s operations span Oehicle finance, -ome mort&a&es, Asset mana&ement, @eneral Insurance, Eusiness process outsourcin&, IT solutions and distribution of financial products. Sundaram 1inance has a networ( of over 834 branches across India with over 3,944 employees. NE*S RE0EASE T$ur da!? Augu t @7? 7@@A PRO/I0E: MD Mr( A-AY BIMBHET Royal Sundaram today announced that A+ay Eimbhet will be +oinin& as its )ana&in& ,irector. The necessary approval from IR,A has been received. This move follows current )ana&in& ,irector Antony Gacobs appointment as the Re&ional 1inance ,irector ' Asia 7 )iddle !ast, Royal 7 SunAlliance. Antony will continue to be a non' !xecutive ,irector on the Eoard of Royal Sundaram. @N Raman, Chairman, Royal Sundaram commented% /e are deli&hted that A+ay is +oinin& us at this excitin& period. /e are confident that he will be able to build on the stron& foundation that has been established over the past few years and deliver profitable &rowth for Royal Sundaram. 1or Royal 7 SunAlliance, $aul /hitta(er, C!# of !mer&in& )ar(ets said% A+ay is a &reat choice for our Indian business and has an excellent trac( record of developin& financial service
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-e shares our vision of a rapidly expandin& franchise in one of the worldMMMMMMMMMMMMMMMMs most excitin& insurance mar(ets RECENT ACHIE. I am confident he will lead the operation into the next phase of its &rowth. 20 | P a g e .EMENTS #! RSA:  The 1#S =fleet on street> team has covered A944 -ealth Insurance policies in a span of one wee( time in the month of Guly 344C and set a record in this sector. In the month of Guly 344C.businesses in the re&ion. A: Cr.  The /R# re&ion had acclaimed the )otor Insurance policy of RSTC =Ra+asthan State Transport Corporation> and the same has achieved revenue of Rs.

OR1ANIBATIONA0 STRUCTURE 21 | P a g e .

22 | P a g e .

DEPARTMENTS O/ ROYA0 SUNDARAM:      -H)A. R!S#HRC!S .TS I.@ BUSINESS RE1IONS:  /R# 0 /estern Re&ion  .!$ART)!..!T )ARN!TI.TS CLAI)S A.orthern Re&ion  SR# 0 Southern Re&ion  !R# 0 !astern Re&ion BUSINESS CHANNE0S: =See "igure6  #pen )ar(et Channel  Affinity Channel  Renewal Retention Channel  #pen )ar(et Telemar(etin& Channel 23 | P a g e .R# 0 .!$ART)!. H.!R/RIT!RS CHST#)!R S!ROIC!S .S ..T!R.T #$!RATI#.!$ART)!.

24 | P a g e ./0EET ON STREET CHAPTER: .

89'D4 T#TAL C 8@ 84 5@@ 9 A:.ANA0YSIS AND INTERPRETATION TAB0E NO: 5 A1E O/ THE RESPONDENTS S(NO DESCRIPTION NO O/ RESPONDENTS PERCENTA1E < A. 84'89 D. 39'84 8.8 25 | P a g e .: A9 94 A 8. Eelow'39 3.

INTERPRETATION: The above table depicts that 94K of the respondents are below the a&e &roup of 39'84 years a&eS. CHART NO: 5 A1E O/ THE RESPONDENTS 26 | P a g e .:K of the respondents are between the a&e &roup of 84'89 years and AK of the respondents are comes under cate&ory of above below'39 years of a&e &roup. 84K of the respondents are comes under the cate&ory of 89'D4 years a&e &roup. A:.

1emale A3 D4 TOTA0 8@ 5@@ TAB0E NO: 7 1ENDER O/ THE RESPONDENTS 27 | P a g e . )ale AB :4 3.S(NO DESCRIPTION NO O/ RESPONDENTS PERCENTA1E < A.

CHART NO: 7 1ENDER O/ THE RESPONDENTS 28 | P a g e .INTERPRETATION: The above table reveals that 94K of the respondents are male and 94K of the respondents are female.

TAB0E NO: 8 SA0ARY PARTICU0ARS O/ RESPONDENTS 29 | P a g e .

9444 3.8 CHART NO: 8 SA0ARY PARTICU0ARS O/ RESPONDENTS 30 | P a g e .8K of the respondents comes under the 9444 level of cate&ory. Above A9444 TOTA0 INTERPRETATION: The above table depicts that D8. 9 8@ A:.:K are fall in the income &roup of above A9444 and 8.: A8 D8. A:. 8:.S(NO DESCRIPTION NO O/ RESPONDENTS PERCENTA1E < A.:K of the respondents have &ot RS A4444'A9444 per month. A4444'A9444 D.8K of respondents are earned comes the salary of 9444' A4444.: 5@@ AA 8:. 9444'A4444 8.8 A 8.

TAB0E NO: 9 RE0ATIONSHIP BET*EEN COMMUNICATION AND 3UA0I/ICATION 31 | P a g e .

A4 88. Scale 9 3. Scale 8 D. Scale A TOTA0 4 8@ 4 5@@ 4 4 A 8.8 AC 8:.S(NO DESCRIPTION NO O/ RESPONDENTS PERCENTA1E < A.88 INTERPRETATION: 32 | P a g e . Scale 3 9. Scale D 8.

CHART NO: 9 RE0ATIONSHIP BET*EEN COMMUNICATION AND 3UA0I/ICATION 33 | P a g e . no one of the respondents says that Communication s(ills are not important for the selection process. 8.8K of the respondents &ave second level of importance to the same.88. This data interprets that Communication s(ills is necessary at all sta&e of the Recruitment and Selection $rocess.88K of the respondents are considerin& about the importance of communication s(ills necessary for the selection from the or&ani*ation.The above table reveals that 8:.

Scale 9 3. Scale D 8. Scale 3 9. Scale 8 D.S(NO DESCRIPTION NO O/ RESPONDENTS PERCENTA1E < A.88 : 34 AB :4 TAB0E NO: : RESPONDENTS /OR 0EADERSHIP 3UA0ITIES 34 | P a g e .:: D A8. Scale A TOTA0 4 8@ 4 5@@ 3 :.

o respondents says that they don t have such "ualities hence everyone has the "uality of Leadin& from the front at different efficiency levels. CHART NO: : RESPONDENTS /OR 0EADERSHIP 3UA0ITIES 35 | P a g e . 34K and A8K of them have &iven scale 8 and 3 as their priority of havin& the Leadership 2ualities. .INTERPRETATION: The above table reveals that :4K of the employees state that they have proven Leadership 2ualities in them which had &iven the tas( of leadin& a team of members and was &iven hi&h responsibility over the +ob.

TAB0E NO: C PRIORITY 1I.EN /OR THE 3UA0I/ICATION 36 | P a g e .

88 C 84 A3 D4 37 | P a g e . Scale A TOTA0 4 8@ 4 5@@ 3 :. Scale 8 D. Scale D 8.:: F 38.S(NO DESCRIPTION NO O/ RESPONDENTS PERCENTA1E < A. Scale 9 3. Scale 3 9.

CHART NO: C PRIORITY 1I. 38. #perations department specifies the technical "ualification re"uired for the applicants in the +ob description before the interview process. RSA conduct an online typin& test for this particular position. 1or other the considerations may be ta(en in account for technical "ualification such as typin& s(ills.INTERPRETATION: Table : reveals that D4K and 84K of the respondents were &iven priority "ualification as the important aspect of the selection process. This may be due to their +ob profile &iven accordin&ly.EN /OR THE 3UA0I/ICATION 38 | P a g e .8 K of the respondents have &iven scale 8 as their priority for the "ualification.

TAB0E NO: A -OB DNO*0ED1E /OR THE RECRUITMENT AND SE0ECTION PROCESS 39 | P a g e .

Scale D 8.:: 9 A:.88 40 | P a g e .S(NO DESCRIPTION NO O/ RESPONDENTS PERCENTA1E < A. Scale 8 D.:: C 84 A8 D8. Scale A TOTA0 A 8@ 8. Scale 9 3. Scale 3 9.88 5@@ 3 :.

A:. This may be due to their +ob profile. CHART NO: A -OB DNO*0ED1E /OR THE RECRUITMENT AND SE0ECTION PROCESS 41 | P a g e . 1or other the considerations may be ta(en in account for position and bein& a new entrant to the profile or or&ani*ation.88K and 84K of the respondents were &iven priority +ob (nowled&e is the important aspect of the selection process. desi&nation and hi&her responsibility in the or&ani*ation.:: K of the respondents have &iven scale 8 as their priority for the Gob Nnowled&e.INTERPRETATION: Table F reveals that D8.

A*ARE O/ -OB RESPONSIBI0ITIES 42 | P a g e .TAB0E NO: .

:: B 3:. Scale A 4 4 3 :. Scale 3 9. Scale 9 A9 94 3.S(NO DESCRIPTION NO O/ RESPONDENTS PERCENTA1E < A. Scale D 8.:: 9 A:.:: TOTA0 8@ 5@@ CHART NO: . A*ARE O/ -OB RESPONSIBI0ITIES 43 | P a g e . Scale 8 D.

it$ Recruitment Pro'ider EAgencie • • /hen selectin& a provider.RECRUITMENT AND SE0ECTION SYSTEMS: *or+ing . diverse applicants . 44 | P a g e . -old your provider accountable for deliverin& female as well as male applicants. ma(e a (ey selection criterion T!vidence of sourcin& "uality.

Ee prepared to &ive value to different (inds of employment and overseas experience in lieu of formal trainin& and local credentials. Euild Intern pro&rams into these partnerships. • • !nsure both female and male "uality candidates are &iven e"ual opportunity to be short' listed. flexible wor( hours.esi&n internal +ob advertisements as you would an external +ob advertisement 0 to attract a diverse applicant pool and &et the best person for the +ob. Consider fillin& the vacancy with hi&h'potential female and male staff ea&er to broaden their experience. same'sex benefits. childcare. 1or example..Increa ing t$e Pool o" A))licant : • • • • • • • • Communicate vacancies throu&hout the or&ani*ation to attract a diverse applicant pool. shadowin& or cross's(illin& opportunities to develop their s(ills further. would employees on maternity. • Ee prepared to provide a wor(place that accommodates differences in terms of employee needs and values =e.  $repare employees to apply for internal positions by% 45 | P a g e . to apply for vacancies 0 this can be a useful way of encoura&in& women into non'traditional areas. +ob'sharin&.&. use inclusive lan&ua&e and ima&es that spea( to all candidates. for example. Recruiting Internall! • • Advertise the position widely to attract a diverse applicant pool. #ffer both female and male employees trainin&. Review the +ob re"uirements for essential "ualifications. schools. universities and trainin& companies> to find "uality female and male candidates. Consider partnerships with (ey providers =for example. etc>.parental leave have an opportunity to see the advertisementU . !stablish contacts and partnerships with or&ani*ations and networ(s that serve ethnic or other communities. Consider offerin& both female and male employees the position as a development assi&nment. includin& women. !ncoura&e existin& staff.

!nsure both female and male employees.  $rovidin& opportunities for both female and male employees to wor( in different or&ani*ational areas and &ain a broad ran&e of wor( experience. Di'er it! ta(es a wider and more 46 | P a g e . Succe "ul Recruitment and Selection: EFualit! o" o))ortunit! can seem "uite a complex area. -old mana&ers accountable for providin& e"ual opportunity in recruitment and selection by includin& this re"uirement in mana&ers wor(place and performance a&reements. and offerin& development opportunities to position them well for the next internal recruitment opportunity. Communicating !our Policie and Procedure : • • • • • $ublici*e your recruitment and selection policy widely in the or&ani*ation. Consider both female and male internal candidates 0 you may find that their (nowled&e and understandin& of the business assists them to outperform the external candidates. le&al compliance position. !ncoura&e panel Chairs to challen&e and address discriminatory assumptions made by panel members when decidin& on the successful candidate.ing • • • • !nsure that all interviewers are provided with sensitivity. !ncoura&e mana&ers to lead by example by sourcin& and selectin& top female candidates. and employees on lon&'term leave have access to the recruitment and selection policy and procedures information.awareness trainin& related to diversity and &ender issues. Inter'ie. and recruiters and employers may often loo( at it from a defensive. Train mana&ers on your recruitment and selection policy and procedures. !nsure interview panels consist of people from a ran&e of bac(&rounds and a &ood understandin& of the re"uirements of the +ob.  $rovidin& female and male unsuccessful candidates with feedbac( on the recruitment selection process. Implementin& and monitorin& succession plannin& for both female and male employees.

espite a &rowin& emphasis on positive approaches. &ender or race 0 that are not relevant to the person s ability to do the +ob. and understandin& the positive benefits for the Hniversity of employin& a diverse ran&e of talented people. disability.ecisions that fall foul of the law can be not only costly for the Hniversity in terms of bad publicity and financial penalties. An increasin& number of specific areas of discrimination are now covered by le&islation. Screening A))lication • Eased on "ualitative or "uantitative short listin& 47 | P a g e . . “Everyone is different and unless employers take diversity seriously they will fail to recruit. positive and pro&ressive places to wor( by the diverse society of which they are a part. 1ollowin& the principles and practices outlined in this &uide will help you to put this into practice. !mployers ta(in& this approach are more li(ely to be seen as fair. Eut as important is the valuin& of difference between people. le&al issues should nevertheless be ta(en seriously.positive outloo(. Pou may also find it useful to consider some specific actions to avoid discrimination and adopt a positive approach to diversity. There is still a need to ensure discrimination and stereotypin& play no part in the recruitment and selection process. retain and engage the commitment of the talent needed to sustain and improve performance” . but also time'consumin& and stressful for the individuals involved 0 and that could be youV Pou don t need to be an expert on anti'discrimination le&islation and case'law but you do need to understand% • • • the principles of what constitutes direct and indirect discrimination in the recruitment processL and /hy a positive approach to diversity is the best way to avoid problems and attract a wider ran&e of suitable candidates. A positive approach to diversity allows you to select the best person for the +ob based on merit alone and free from bias on the &rounds of factors 0 such as a&e.

@enerally. There are two types of internal applicants who mu t be short'listed if they meet the essential criteria for the vacancy =in both cases this will be clearly indicated by a coverin& letter from $ersonnel Services> *ritten te t • • • • • )ust set "uestions by ta(in& inputs from interview panel. Careful short'listin& is particularly important when you have a lar&e number of applicants. at lea t t. if this is not practicable. competencies.diversity balance Screenin& process may be conducted in accordance /ith benchmar( =re"uired s(ills. -owever. Consideration may be &iven for &ender. S$ort2li ting • Short'listin& is the vital first sta&e in the selection process. everyone who is part of the selection panel should be involved in the short' listin& process either to&ether or independently. • Ideally. on mana&ement'related issues and +ob specifies. )anel 48 | P a g e . )easurin& how candidates match up to your selection criteria at this sta&e is crucial to enable you to ob+ectively assess which of the candidates you wish to consider further in the next part of the selection process. !ducation and experiences> for each position.final assessment panel should be involved.o members of the interview. Confidentiality must be ensured Type of "uestions will depend on the level of position. "uestions should be on core business. &enerally the interview sta&e.• • • • • Service record should be consulted before short listin& internal candidates. 1inal "uestion should prepare and write out by trusted person. Inter'ie.

 The candidate has to under&o an online typin& test . speed test with the company wherein the department needs candidates who can type a maximum of 89 /$) =words per minute>.  Applications were also received from the Recruitment service a&ents and throu&h reference by word of mouth.  1inally an oral test is conducted for processin& the candidates application.  RSA uses internal +ob postin&s for receivin& online applications. -ave ade"uate (nowled&e -ave specific s(ills and competencies At least one woman may participate Line mana&er or his. Recruitment o" O)eration EGecuti'e :  #perations !xecutives are employed throu&h various methods of Sourcin&.• • • • • • )ay consist of 8 to 9 experience persons.  $reliminary Interviews were conducted to shortlist the candidates.  The applications were &enerated based on their 2ualification and !xperience and other s(ills.her desi&nate and -R) Representative s participation is mandatory. 49 | P a g e .

T$e legi lation 50 | P a g e .

&. The Act ma(es it unlawful to discriminate on the &rounds of &ender and marital status in relation to access to employment. SeG Di crimination Act 5HA: This Act is the principal le&islation for &ender and marital status. • Applies e"ually to all ethnic. • . childbirth or maternity and paternity leave would constitute sex discrimination. promotion and other terms and conditions of employment. ethnic or national &roup on the &rounds of the type or circumstances of the wor( =termed a @enuine #ccupational 2ualification> 51 | P a g e .EFual Pa! Act 5HA@ • • • • 1irst introduced the principle that it is unlawful for employers to discriminate between men and women in the terms and conditions of their contract of employment. certain health or prison wor( providin& a special service to people of one &ender.o "ualifyin& period 0 protection be&ins from day one of employment and is also applied to +ob applicants. vocational trainin&. • • Applies e"ually to men and women. Includes some very limited circumstances where it is le&al to employ only a particular &ender on the &rounds of the type or circumstances of the wor( =termed a @enuine #ccupational 2ualification> e. Applies e"ually to men and women. Race Relation Act 5HAC Race Relation Act =Amendment6 Regulation 7@@8 • The Act ma(es it unlawful to discriminate on the &rounds of ethnic. promotion and other terms and conditions of employment. Any unfavorable treatment on the &rounds of pre&nancy. racial or national &roups Includes some very limited circumstances where it is le&al to restrict employment to those of a particular race. vocational trainin&. with some additional provisions in later Re&ulations. racial or national &roup in relation to access to employment.

It covers a wide ran&e of mental or physical conditions with a substantial or long-term adverse effect on a person’s ability to carry out normal day-to-day activities. "a'ora#le treatment 0 treatin& a person with a disability less favourably for a reason related to their disability where .o "ualifyin& period 0 protection be&ins from day one of employment and also applies to +ob applicants. 52 | P a g e .• . Di a#ilit! Di crimination Act 5HH: Di a#ilit! Di crimination =Amendment6 Act 7@@8 • • • The act ma(es it unlawful to discriminate on the &rounds of a disability in relation to employment =althou&h the scope of the Act is much wider than +ust employment>. As well as direct discrimination. • . • The definition of reasonable pertains to how effective. the Act also covers le such treatment cannot be +ustified. practical and costly the ad+ustment would be in relation to the resources and support available to the employer.iscrimination or less favorable treatment cannot be +ustified where the employer has failed to ma(e a rea ona#le ad&u tment to the wor(in& environment. arran&ements or conditions.

what are the main +ob purpose and ob+ectives. This should involve considerin& a number of "uestions with collea&ues in your team. it is more effective if used alon&side other selection methods.A such as% • • If this is a new role. are there any chan&es that need to be made to the tas(s and responsibilities to ensure the +ob will be fully effectiveU Rather than recruitin& a new person. • • • The panel is clear as to how the method used relates bac( to the selection criteria and how performance will be assessedL The selection process is clearly defined to all the candidates in advance and consistently applied to all. existin& staffU • • Are there people in your department or related departments who are at ris( of redundancy and see(in& redeployment who may be potentially suitable for the roleU If so then they will need to be considered for the role prior to advertisin&. it is important to ensure that% • The methods chosen are appropriate to the +ob and will provide added value in assessin& the best candidate. 53 | P a g e . are there opportunities for developin& the s(ills and experience. responsibilities and tas(s and what sort of experience s(ills and attributes will you be loo(in& forU If this is an existin& role. or redesi&nin& the +obs of. Remember that usin& a ran&e of selection methods will increase the level of forward plannin& involved and will often re"uire someone from outside the selection panel to coordinate the exercises durin& the day. your line mana&er or your 1aculty $ersonnel )ana&er. 1or example. /hichever selection methods are used. -owever. Deciding on t$e mo t a))ro)riate election met$od • A well'planned and structured interview process is an ade"uate way of helpin& you to select the most appropriate candidate.T$in+ing a#out !our need : Eefore embar(in& on the recruitment process it is vital to put some thou&ht into what your needs are and the best way to meet them. it would not be appropriate or useful to as( candidates for a more +unior clerical role to &ive a presentation.

Total Po t 1raduation Under 1raduation Di)loma Belo.CHI2S3UARE TEST TAB0E NO: H RE0ATIONSHIP BET*EEN COMMUNICATION AND 3UA0I/IACTION:2 This tool is used to identify the si&nificance difference between 2ualification and Communication. 54 | P a g e . CHART NO: H H 9 7 5 8@ 9 D 3 8 D 3 A 3 A A A A A 4 4 A 4 4 4 A 55 A 9 . A0TERNATI. The Result will show whether communication or 3uali"ication is the most considered factor durin& the Recruitment and Selection Proce ( 3uali"ication =:6 =96 =86 =76 =56 Ro.E HYPOTHESIS:2 Ha: There is si&nificant relationship between Communication and 2ualification. 1raduation 59 Column Total NU00 HYPOTHESIS:2 Ho: There is no si&nificant relationship between Communication and 2ualification.

Total I Column TotalE 1rand Total S(No O E =O2E6 =O2E6J =O2E6JEE 55 | P a g e .RE0ATIONSHIP BET*EEN COMMUNICATION AND 3UA0I/IACTION C$i2 Fuare te t EG)ected "reFuenc! =E6 4 Ro.

3F 4.D4 A.8F 4.33A 4.A4C 4.4F 4.:F 4.4CF 4.44D 4.8F 8.988 4.4AF K 4 :(5:A Calculated 'alue K 4 :(5:A TAB0E .DF 4.AF8 4.98B 4.448 4.94 4.A:4 4.38 3.F8 4.88 4.3F 4.98B 4.4AB 4.84 A.449 4.DF8 4.D4 4.AD8 4.F8 4.DC4 4.449 4.498 4.83F 4.449 4.C8 4.38 4.3F 3.4:F 4.F8 4.8:F 4.DF 4.94 4.A 3 8 D 9 : F B C A4 AA A3 A8 AD A9 A: AF AB AC 34 9 D A A 4 D 3 A 4 4 3 A A 4 4 8 3 A A A 9.A:9 4.88 4.98 4.A0UE:2 :< le'el o" igni"icance 4 @(@: Degree o" "reedom 4 =ro.4F 4.394 4.256 I =coiumn256 < =9'A>?=D'A> 56 | P a g e .3AB 4.88 4.ADB 4.4F 4.F8 4.DF 4.A8 8.3AB 4.A4 4.88 A.33F 4.AF 8.D4B 3.AAA 4.449 4.A8D 4.4FA 4.A4 4.DF 4.A4C 4.DF 4.AF 4.4DF 4.4A4 4.F8 3.A8 4.F4 4.A:F 4.43C 4.ADB 4.88 4.A:F 4.

 D:. So accept the null hypothesis here there is no si&nificant relationship between Communication and 2ualification.8K of the respondents are &ettin& the salary ran&e between B444'A4444. 57 | P a g e . CHAPTER .  In the 84 respondents 94K of the respondents are male and 94K of the respondents are female.I C(5( /INDIN1S  )a+ority of the respondents come under the a&e &roup of 39'84.< D?8 < A3 Ta#le 'alue at degree o" "reedom 57 i 4 75(@7C INTERPRETATION:2 -ence the calculated value is less than the table value.  94K of the respondents have &ot the experience of 9'A4 years.

:K of the respondents are &ood with their communication s(ills  :8.  :4K of the respondents are satisfied with the incentive scheme  94K of the respondents are aware with the Gob responsibility.  B4K of the respondents feels the communication must be improved )a+ority of the respondents are satisfied with the wor(in& condition.  :4K of the respondents believe that they possess the Leadership "ualities in them which will be the ma+or consideration for the selection process. 58 | P a g e .88K of the respondents have the Gob (nowled&e before the assi&nment of a particular +ob.  D4K of the sample si*e reveals that "ualification is an important factor in the process of Recruitment and Selection  )a+ority of the respondents are satisfied with their relationship between the top level mana&ement and the low level mana&ement.  D9K of the respondents have neutral opinion about the &rievances handlin& procedure by the or&ani*ation.8K of the respondents have opinion sayin& that they are satisfied with the safety measures provided by the or&ani*ation.  )a+ority of the respondents are satisfied with their present salary. RECOMMENDATIONS • The or&ani*ation should provide or set up a communication lab for the benefit of the fresher and existin& employees that ma(es a career development and new opportunity to &row up in the or&ani*ation.  B4K of the respondents a&ree that communication plays a ma+or role in the selection process  9:.  D8. A44K of the respondents are &ettin& the on the +ob trainin&. • This increases the employee morale and helps to attain the tar&et.

The company should allot funds to create a communication laboratory for the beneficiary of all the employees. CONC0USION In the present competitive 7 dynamic environment. the Communication s(ill set has assumed more importance than even before. 1#S =1leet on street> Team should be made involved to pass throu&h more communication classes from lan&ua&e experts. • Candidates who enter into the Gob )ar(et must ma(e sure that their efficiency in Communication is up to the expectation of an or&ani*ation which will ma(e them to &o throu&h the Recruitment and Selection system of Royal Sundaram Alliance Insurance Company. . In competitive advanta&e.• • Communication classes should be conducted timely to all employees should be followed by or&ani*ation. • • • The respondents in the corporate exhibits that communication s(ills are necessary for all the employees from different channels. it has become essential for or&ani*ation to build and sustainable.ynamic and &rowth'oriented or&ani*ation reco&ni*es Communication as an 59 | P a g e . So employees can &ain s(ills by Communication. Refresher courses may or&ani*e intermittently for all employees in the ran( and file cate&ory to relive +ob fati&ue and monotony of every day wor( life.

In this sector the O)en Mar+et c$annel is the main source of revenue for the company for which they should be able to communicate well with their clients. So that they can analy*e the need and act accordin&ly for a better result and the &rowth of its own and valuable wor(force 60 | P a g e . Insurance industries should possess a valuable wor( force with &ood communication s(ill sets to &et a &ood deal or business from their customers. The company should ta(e the su&&estions and ideas from the employees and can conduct and examine the communication s(ill set within the employees. Then the company can reach its profitability and ob+ectives easily.important aspect of the Recruitment and Selection system for mana&erial function in a rapidly chan&in& and economic environment.

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