CHAPTER: II OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE: To find the Recruitment and Selection System in the organization.

. To study the process of intake of employees with relation to Experience, Communication skills and Qualification in the organization

LIMITATIONS OF THE STUDY The study is focused only in Royal Sundaram lliance !nsurance Company "td Thus the respondents are not come forward to pro#ide their feed$ack regarding their organization than the result is $ias. !n this study the sample size is %&. The result might #ary when the sample size #alues changes it.

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METHODOLOGY

INTRODUCTION Research in common parlance refers to a search for knowledge. The ad#anced learner's dictionary of current English lays down the meaning of research as (a careful in#estigation of en)uiry specially through search for new facts in any $ranch of knowledge.* The systematic approach concerning generalization and the formulation of a theory is also research. The purpose of research is to disco#er answers to )uestions through the application of scientific procedures. RESEARCH DESIGN ( research design is the arrangement of conditions for collection and analysis of data in a manner that aims to com$ine rele#ance to the research purpose with economy in procedure.* - JOHN.W.BEST Research may $e defined as (any organized in)uiry designed and carried out to pro#ide information for sol#ing a pro$lem*. - EMORY (Research is essentially an in#estigation, a recording and an analysis of e#idence for the purpose of gaining knowledge*. - ROBERT ROSS DESCRIPTIVE RESEARCH DESIGN +escripti#e research design studies are those studies, which are concerned with descri$ing the character of a group. The researcher makes a plan of the study his research work. That will ena$le the researcher to sa#e and resources such a plan of study or $lue print or study is called a research design.
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DATA COLLECTION The study was $ased on )uestionnaire method. The study was a$out the Recruitment and Selection System. There are two types of data collection, Primary a!a The primary data are those, which are collected a fresh and for the first time happen to $e original in character. !t has $een collected through a Questionnaire and personal inter#iew S"#$% ary a!a Secondary data are those which ha#e already $een collected $y someone else and which ha#e already $een passed through the stratified process. !t has collected through the $ooks, -ournals . !nternet. Primary a!a S"#$% ary a!a

RESEARCH INSTRUMENT Questionnaire containing $oth closed and open ended )uestions. SAMPLE DESIGN:

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P$&'(a!i$% !t co#ers the /& employees working in RS !nsurance Company "td, Chennai. SAMPLE UNIT Sample unit is /& RS !nsurance Company "td, Chennai. Total Employee strength of the particular $ranch is a$o#e eighty. SAMPLE PROCEDURES !n this study con#enient sampling method was adopted. 0irst the each organization was di#ided into different departments like 1perations, Customer Ser#ices, 2uman Resources, !nternet 3arketing and under writing departments. 0rom this department, the respondents were selected on the $asis of con#enience.

CONTACT METHOD Respondents were contacted personally. INTERVEIW SCHEDULE The inter#iew schedule has $een used to collect the data. !nformation can $e gathered e#en when the respondents happen to $e literate or illiterate.

TABULATION !t is the arrangement of classified data in an orderly manner. This in#ol#es creating ta$le for recording the filled in inter#iew schedule. These ta$les are of

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immense help to analysis $y using the statistics tools help to analysis $y using the statistical tools.

SCALING TECHNI)UES Questionnaire was framed on attitude scale ha#ing 45point scales and two point scale. PERIOD OF STUDY The study was conducted for period of 6& days. TOOLS USED FOR ANALYSIS Sim&(" &"r#"%!a*" a%a(y+i+ !t is simple analysis tool. !n this method, $ased on the opinions of the respondents, percentage and $ar chart is calculated for the respecti#e scales of each factor. F$rm'(a: Sim&(" &"r#"%!a*" , N$ $- R"+&$% "%!+ T$!a( N$ $- Sam&(" Si." CHI- S)UARE TEST: s a non parametric test chi5s)uare can $e used $e to determine if categorical data shows dependency or the two classifications are independent. !t is generally used to test the significance of association $etween two #aria$les. !n chi5s)uare test first a null hypothesis is formed that there is no significance relation $etween the two gi#en attri$utes. The calculated chi5s)uare #alue is less than the theoretical #alue. 7e accept the null hypothesis as #alid. 1therwise re-ect the null hypothesis and accept the alternati#e hypothesis. 2o, 8ull 2ypothesis 2a, lternati#e 2ypothesis

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Chi5 s)uare is a measure for comparing #ariance studies.

F$rm'(a:

7here, O 9 is the o$ser#ed fre)uency, and E , is the expected fre)uency Expected fre)uency :E; 9 Row Total <Column Total=>rand Total. +egree of freedom 9 :R ? @;<:c 5@; 7here, R 9 8um$er of Rows C 9 8um$er of Columns

CHAPTER: III ABOUT THE INDUSTRY The insurance sector in !ndia has come a full circle from $eing an open competiti#e market to nationalization and $ack to a li$eralized market again. Tracing the de#elopments in the !ndian insurance sector re#eals the /6&5degree turn witnessed o#er a period of almost two centuries.

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A /ri"- 0i+!$ry $- !0" I%+'ra%#" +"#!$r The $usiness of life insurance in !ndia in its existing form started in !ndia in the year @A@A with the esta$lishment of the 1riental "ife !nsurance Company in Calcutta. Some of the important milestones in the life insurance $usiness in !ndia are,

@B@%, The !ndian "ife

ssurance Companies

ct enacted as the first statute to regulate

the life insurance $usiness.

@B%A, The !ndian !nsurance Companies

ct enacted to ena$le the go#ernment to collect

statistical information a$out $oth life and non5life insurance $usinesses.

@B/A, Earlier legislation consolidated and amended to $y the !nsurance o$-ecti#e of protecting the interests of the insuring pu$lic.

ct with the

@B46, %C4 !ndian and foreign insurers and pro#ident societies taken o#er $y the central go#ernment and nationalized. "!C formed $y an ct of Darliament, #iz. "!C ct, @B46, with a capital contri$ution of Rs. 4 crore from the >o#ernment of !ndia.

The >eneral insurance $usiness in !ndia, on the other hand, can trace its roots to the Triton !nsurance Company "td., the first general insurance company esta$lished in the year @A4& in Calcutta $y the Eritish. Some of the important milestones in the general insurance $usiness in !ndia are,

@B&F, The !ndian 3ercantile !nsurance "td. set up, the first company to transact all classes of general insurance $usiness. @B4F, >eneral !nsurance Council, a wing of the !nsurance ssociation of !ndia, frames a code of conduct for ensuring fair conduct and sound $usiness practices.

@B6A, The !nsurance

ct amended to regulate in#estments and set minimum sol#ency

margins and the Tariff d#isory Committee set up.

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@BF%, The >eneral !nsurance Eusiness :8ationalization;

ct, @BF% nationalized the

general insurance $usiness in !ndia with effect from @st Ganuary @BF/.

@&F insurers amalgamated and grouped into four companies' #iz. the 8ational !nsurance Company "td., the 8ew !ndia company. ssurance Company "td., the 1riental !nsurance Company "td. and the Hnited !ndia !nsurance Company "td. >!C incorporated as a

I% ia% I%+'ra%#" I% '+!ry: !nsurance may $e descri$ed as a social de#ice to reduce or eliminate risk of life and property. Hnder the plan of insurance, a large num$er of people associate themsel#es $y sharing risk, attached to indi#idual. The risk, which can $e insured against include fire, the peril of sea, death, incident, . $urglary. ny risk contingent upon these may $e insured against at a premium commensurate with the risk in#ol#ed. !nsurance is actually a contract $etween % parties where$y one party called insurer undertakes in exchange for a fixed sum called premium to pay the other party happening of a certain e#ent. !nsurance is a contract where$y, in return for the payment of premium $y the insured, the insurers pay the financial losses suffered $y the insured as a result of the occurrence of unforeseen e#ents. 7ith the help of !nsurance, large num$er of people exposed to a similar risk makes contri$utions to a common fund out of which the losses suffered $y the unfortunate few, due to accidental e#ents, are made good.

I%+'ra%#" +"#!$r r"-$rm+:

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!n @BB/, 3alhotra Committee headed $y former 0inance Secretary and RE! >o#ernor R.8. 3alhotra was formed to e#aluate the !ndian insurance industry and recommend its future direction. The 3alhotra committee was set up with the o$-ecti#e of complementing the reforms initiated in the financial sector. The reforms were aimed at Icreating a more efficient and competiti#e financial system suita$le for the re)uirements of the economy keeping in mind the structural changes currently underway and recognizing that insurance is an important part of the o#erall financial system where it was necessary to address the need for similar reformsJI !n @BBC, the committee su$mitted the report and some of the key recommendations included, 12 S!r'#!'r"

>o#ernment stake in the insurance Companies to $e $rought down to 4&K. >o#ernment should take o#er the holdings of >!C and its su$sidiaries so that these su$sidiaries can act as independent corporations.

ll the insurance companies should $e gi#en greater freedom to operate.

32 C$m&"!i!i$%

Dri#ate Companies with a minimum paid up capital of Rs.@$n should $e allowed to enter the industry. 8o Company should deal in $oth "ife and >eneral !nsurance through a single entity. 0oreign companies may $e allowed to enter the industry in colla$oration with the domestic companies.

Dostal "ife !nsurance should $e allowed to operate in the rural market. 1nly 1ne State "e#el "ife !nsurance Company should $e allowed to operate in each state.

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42 R"*'(a!$ry B$ y

The !nsurance ct should $e changed. n !nsurance Regulatory $ody should $e set up. Controller of !nsurance :Currently a part from the 0inance 3inistry; should $e made independent.

52 I%6"+!m"%!+

3andatory !n#estments of "!C "ife 0und in go#ernment securities to $e reduced from F4K to 4&K. >!C and its su$sidiaries are not to hold more than 4K in any company :There current holdings to $e $rought down to this le#el o#er a period of time;.

72 C'+!$m"r S"r6i#"

"!C should pay interest on delays in payments $eyond /& days. !nsurance companies must $e encouraged to set up unit linked pension plans. Computerization of operations and updating of technology to $e carried out in the insurance industry The committee emphasized that in order to impro#e the customer ser#ices and increase the co#erage of the insurance industry should $e opened up to competition.

Eut at the same time, the committee felt the need to exercise caution as any failure on the part of new players could ruin the pu$lic confidence in the industry. 2ence, it was decided to allow competition in a limited way $y stipulating the minimum capital re)uirement of Rs.@&& crores. The committee felt the need to pro#ide greater autonomy to insurance companies in order to impro#e their performance and ena$le them to act as independent companies with economic moti#es. 0or this purpose, it had proposed setting up an independent regulatory $ody.

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MAJOR POLICY CHANGES !nsurance sector has $een opened up for competition from !ndian pri#ate insurance companies with the enactment of !nsurance Regulatory and +e#elopment s per the pro#isions of !R+ uthority ct, @BBB :!R+ ct;. ct, @BBB, !nsurance Regulatory and +e#elopment uthority ct @BBB

:!R+ ; was esta$lished on @Bth pril %&&& to protect the interests of holder of insurance policy and to regulate, promote and ensure orderly growth of the insurance industry. !R+ pa#ed the way for the entry of pri#ate players into the insurance market which was hitherto the exclusi#e pri#ilege of pu$lic sector insurance companies= corporations. Hnder the new dispensation !ndian insurance companies in pri#ate sector were permitted to operate in !ndia with the following conditions,

Company is formed and registered under the Companies ct, @B46L The aggregate holdings of e)uity shares $y a foreign company, either $y itself or through its su$sidiary companies or its nominees, do not exceed %6K, paid up e)uity capital of such !ndian insurance companyL

The companyMs sole purpose is to carry on life insurance $usiness or general insurance $usiness or reinsurance $usiness.

The minimum paid up e)uity capital for life or general insurance $usiness is Rs.@&& crores.

The minimum paid up e)uity capital for carrying on reinsurance $usiness has $een prescri$ed as Rs.%&& crores.

The

uthority has notified %F Regulations on #arious issues which include Registration of ccounting Drocedure, Drotection of policy

!nsurers, Regulation on insurance agents, Sol#ency 3argin, Re5insurance, 1$ligation of !nsurers to Rural and Social sector, !n#estment and

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holdersM interest etc.

pplications were in#ited $y the

uthority with effect from @4th

ugust,

%&&& for issue of the Certificate of Registration to $oth life and non5life insurers. The uthority has its 2ead Quarter at 2ydera$ad.

I%+'ra%#" #$m&a%i"+: !R+ has so far granted registration to @% pri#ate life insurance companies and B general

insurance companies. !f the existing pu$lic sector insurance companies are included, there are currently @/ insurance companies in the life side and @/ companies operating in general insurance $usiness. >eneral !nsurance Corporation has $een appro#ed as the I!ndian reinsurerI for underwriting only reinsurance $usiness. Darticulars of the life insurance companies and general insurance companies including their we$ address is gi#en $elow I% ia% I%+'ra%#" +"#!$r !$'!" !$ r"#$r a 189 *r$:!0 ccording to N 8 Ehandari, the Secretary >eneral of >eneral !nsurance Council, !ndiaMs general insurance sector is slated to grow at a @AK rate in %&&A. The compara$le figure for %&&F was @/K. s per 3r. Ehandari, the present market #alue of the !ndian general insurance sector is Rs /&,&&&5crore. The current penetration le#el of the !ndian insurance sector is &.64 K. The !ndian ur$an sector is a significant contri$utor to the general insurance market. !n comparison, contri$ution from rural !ndia is small. Efforts are afoot to capture the dormant rural market #ia strategies like awareness generation, institutional marketing and e5marketing. LIFE INSURERS P'/(i# S"#!$r "ife !nsurance Corporation of !ndia Pri6a!" S"#!$r llianz Ea-a- "ife !nsurance Company "imited Eirla Sun5"ife !nsurance Company "imited 2+0C Standard "ife !nsurance Co. "imited !C!C! Drudential "ife !nsurance Co. "imited !8> Oysya "ife !nsurance Company "imited 3ax 8ew Pork "ife !nsurance Co. "imited www.licindia.com www.allianz$a-a-.co.in www.$irlasunlife.com www.hdfcinsurance.com www.iciciprulife.com www.ing#ysayalife.com www.maxnewyorklife.com
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W"/+i!"+

3et"ife !nsurance Company "imited www.metlife.com 1m Notak 3ahindra "ife !nsurance Co. "td. www.omkotakmahnidra.com SE! "ife !nsurance Company "imited www.s$ilife.co.in T T !> "ife !nsurance Company "imited www.tata5aig.com 3D Sanmar ssurance Company "imited www.ampsanmar.com +a$ur C>H "ife !nsurance Co. D#t. "imited www.a#i#aindia.com GENERAL INSURERS P'/(i# S"#!$r 8ational !nsurance Company "imited www.nationalinsuranceindia.com 8ew !ndia ssurance Company "imited www.niacl.com 1riental !nsurance Company "imited www.orientalinsurance.nic.in Hnited !ndia !nsurance Company "imited www.uiic.co.in Pri6a!" S"#!$r Ea-a- llianz >eneral !nsurance Co. "imited www.$a-a-allianz.co.in !C!C! "om$ard >eneral !nsurance Co. "td. www.icicilom$ard.com !00C15Tokyo >eneral !nsurance Co. "td. www.itgi.co.in Reliance >eneral !nsurance Co. "imited www.ril.com Royal Sundaram lliance !nsurance Co. "td. www.royalsun.com T T !> >eneral !nsurance Co. "imited www.tata5aig.com Cholamandalam >eneral !nsurance Co. "td. www.cholainsurance.com Export Credit >uarantee Corporation www.ecgcindia.com 2+0C Chu$$ >eneral !nsurance Co. "td. REINSURER >eneral !nsurance Corporation of !ndia www.gicindia.com

Pr$!"#!i$% $- !0" i%!"r"+! $- &$(i#y 0$( "r+: !R+ has the responsi$ility of protecting the interest of insurance policyholders. Towards

achie#ing this o$-ecti#e, the uthority has taken the following steps,

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!R+

has notified Drotection of Dolicyholders !nterest Regulations %&&@ to pro#ide for

policy proposal documents in easily understanda$le languageL claims procedure in $oth life and non5lifeL setting up of grie#ance redressal machineryL speedy settlement of claimsL and policyholdersM ser#icing. The Regulation also pro#ides for payment of interest $y insurers for the delay in settlement of claim.

The insurers are re)uired to maintain sol#ency margins so that they are in a position to meet their o$ligations towards policyholders with regard to payment of claims.

!t is o$ligatory on the part of the insurance companies to disclose clearly the $enefits, terms and conditions under the policy. The ad#ertisements issued $y the insurers should not mislead the insuring pu$lic.

ll insurers are re)uired to set up proper grie#ance redress machinery in their head office and at their other offices.

The

uthority takes up with the insurers any complaint recei#ed from the policyholders

in connection with ser#ices pro#ided $y them under the insurance contract.

CHAPTER: IV ABOUT THE COMPANY

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;ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY LTD.2

CORPORATE OFFICE ADDRESS Royal Sundaram lliance !nsurance Company "imited Tel, B@5CC5%A4@F/AF = B@5CC5C%%%F/F/ 0ax, B@5CC5%A4@F/F6 Email, customer.ser#icesQroyalsundaram.in Sundaram Towers C4 . C6, 7hites Road, Chennai 6&& &@C Royal Sundaram lliance !nsurance Company "imited has $een at the forefront of pro#iding inno#ati#e insurance solutions for you, your family and $usiness. The Company $ecame the first pri#ate insurer in the country to $e licensed post pri#atization in %&&@. Since then The Company ha#e $een inno#ating constantly for our customers. "ike $eing the first to offer cashless hospitalization, the first to offer segment specific $usiness solutions, first to offer co$randed credit cards, first to introduce industry5specific proposition. 1ur product range is designed to pro#ide extra co#er to a #aried range of customers starting from the common man to corporate conglomerates. Pou can reach us directly and also through our partners, agents, and $rokers. The Company does $usiness in o#er @4& cities through a com$ination of our own $ranches and those of our partners. Royal Sundaram $rings to you the golden heritage and relia$ility of Sundaram 0inance : ;, one of the most respected non5$anking financial institution in !ndia, and RS :R$ya( <S'%A((ia%#";, one of the oldest and the second largest general insurer in the HN. The coming together of these two financial giants allows us to offer you the $est glo$al practices in insurance industry, inno#ation in terms of products and ser#ices, and unmatched, personalized customer ser#ice. A/$'! RSA ;R$ya( <S'%A((ia%#"2

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7ith an almost /&& year heritage, RS is one of the world's leading multinational )uoted insurance groups. !t has the capa$ility to write $usiness in o#er @/& countries and with ma-or operations in the HN, Scandina#ia, Canada, !reland, sia and the 3iddle East and "atin merica. 0ocusing on general insurance, it has around %%,&&& employees and, in %&&F,its net written premiums were R4.A$n. GROUP OF COMPANIES:

A/$'! S'% aram Fi%a%#" Sundaram 0inance, a Triple rated 8on5Eanking 0inance Company, is one of the most

respected financial ser#ices companies in !ndia. The Sundaram 0inance group's operations span Oehicle finance, 2ome mortgages, sset management, >eneral !nsurance, Eusiness process outsourcing, !T solutions and distri$ution of financial products. Sundaram 0inance has a network of o#er /%& $ranches across !ndia with o#er %,4&& employees. NEWS RELEASE T0'r+ ay= A'*'+! >3= 3>>? PROFILE: MD Mr. AJAY BIMBHET Royal Sundaram today announced that -ay Eim$het will $e -oining as its 3anaging +irector. The necessary appro#al from !R+ has $een recei#ed. This mo#e follows current 3anaging +irector ntony Gaco$s appointment as the Regional 0inance +irector 5 sia . 3iddle East, Royal . Sun lliance. ntony will continue to $e a non5 Executi#e +irector on the Eoard of Royal Sundaram. >N Raman, Chairman, Royal Sundaram commented, 7e are delighted that -ay is -oining us at this exciting period. 7e are confident that he will $e a$le to $uild on the strong foundation that has $een esta$lished o#er the past few years and deli#er profita$le growth for Royal Sundaram. 0or Royal . Sun lliance, Daul 7hittaker, CE1 of Emerging 3arkets said, -ay is a great choice for our !ndian $usiness and has an excellent track record of de#eloping financial ser#ice
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$usinesses in the region. ! am confident he will lead the operation into the next phase of its growth. 2e shares our #ision of a rapidly expanding franchise in one of the worldMMMMMMMMMMMMMMMMs most exciting insurance markets RECENT ACHIEVEMENTS /y RSA: The 01S :fleet on street; team has co#ered @4&& 2ealth !nsurance policies in a span of one week time in the month of Guly %&&B and set a record in this sector. The 7R1 region had acclaimed the 3otor !nsurance policy of RSTC :Ra-asthan State Transport Corporation; and the same has achie#ed re#enue of Rs. @6 Cr. !n the month of Guly %&&B.

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ORGANI@ATIONAL STRUCTURE

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DEPARTMENTS OF ROYAL SUNDARAM: 2H3 8 RES1HRCES +ED RT3E8T 1DER T!18S +ED RT3E8TS C" !3S 8+ H8+ER7R!TERS CHST13ER SERO!CES +ED RT3E8TS !8TER8ET 3 RNET!8>

BUSINESS REGIONS: 7R1 ? 7estern Region 8R1 ? 8orthern Region SR1 ? Southern Region ER1 ? Eastern Region BUSINESS CHANNELS: ;S"" -i*'r"2 1pen 3arket Channel ffinity Channel

Renewal Retention Channel 1pen 3arket Telemarketing Channel

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FLEET ON STREET

CHAPTER: V
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ANALYSIS AND INTERPRETATION

TABLE NO: 1 AGE OF THE RESPONDENTS

S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE 9

@. Eelow5%4 %. %45/& /. /&5/4 C. /45C& T1T " B 4> /& 1>> 4 @6.6 @4 4& @ /./

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INTERPRETATION: The a$o#e ta$le depicts that 4&K of the respondents are $elow the age group of %45/& years ageS, /&K of the respondents are comes under the category of /45C& years age group, @6.6K of the respondents are $etween the age group of /&5/4 years and @K of the respondents are comes under category of a$o#e $elow5%4 years of age group. CHART NO: 1

AGE OF THE RESPONDENTS

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE 9

@. 3ale @A 6&

%. 0emale @% C&

TOTAL

4>

1>>

TABLE NO: 3

GENDER OF THE RESPONDENTS

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INTERPRETATION: The a$o#e ta$le re#eals that 4&K of the respondents are male and 4&K of the respondents are female.

CHART NO: 3

GENDER OF THE RESPONDENTS

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TABLE NO: 4

SALARY PARTICULARS OF RESPONDENTS

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE 9

@. 4&&& %. 4&&&5@&&&& /. @&&&&5@4&&& C. $o#e @4&&& TOTAL INTERPRETATION: The a$o#e ta$le depicts that C/./K of respondents are earned comes the salary of 4&&&5 @&&&&, /6.6K of the respondents ha#e got RS @&&&&5@4&&& per month, @6.6K are fall in the income group of a$o#e @4&&& and /./K of the respondents comes under the 4&&& le#el of category. 4 4> @6.6 1>> @@ /6.6 @/ C/./ @ /./

CHART NO: 4

SALARY PARTICULARS OF RESPONDENTS

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TABLE NO: 5 RELATIONSHIP BETWEEN COMMUNICATION AND )UALIFICATION

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE 9

@. Scale 4 %. Scale C /. Scale / C. Scale % 4. Scale @ TOTAL & 4> & 1>> & & @ /. @& //./ @B /6.//

INTERPRETATION:

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The a$o#e ta$le re#eals that /6.//K of the respondents are considering a$out the importance of communication skills necessary for the selection from the organization.//./K of the respondents ga#e second le#el of importance to the same. /. no one of the respondents says that Communication skills are not important for the selection process. This data interprets that Communication skills is necessary at all stage of the Recruitment and Selection Drocess.

CHART NO: 5

RELATIONSHIP BETWEEN COMMUNICATION AND )UALIFICATION

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE 9

@. Scale 4 %. Scale C /. Scale / C. Scale % 4. Scale @ TOTAL & 4> & 1>> % 6.66 C @/.// 6 %& @A 6&

TABLE NO: 7 RESPONDENTS FOR LEADERSHIP )UALITIES

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INTERPRETATION: The a$o#e ta$le re#eals that 6&K of the employees state that they ha#e pro#en "eadership Qualities in them which had gi#en the task of leading a team of mem$ers and was gi#en high responsi$ility o#er the -o$. %&K and @/K of them ha#e gi#en scale / and % as their priority of ha#ing the "eadership Qualities. 8o respondents says that they don't ha#e such )ualities hence e#eryone has the )uality of "eading from the front at different efficiency le#els.

CHART NO: 7 RESPONDENTS FOR LEADERSHIP )UALITIES

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TABLE NO: A PRIORITY GIVEN FOR THE )UALIFICATION

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE 9

@. Scale 4 %. Scale C /. Scale / C. Scale % 4. Scale @ TOTAL & 4> & 1>> % 6.66 F %/.// B /& @% C&

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INTERPRETATION: Ta$le 6 re#eals that C&K and /&K of the respondents were gi#en priority )ualification as the important aspect of the selection process. This may $e due to their -o$ profile gi#en accordingly. %/./ K of the respondents ha#e gi#en scale / as their priority for the )ualification. 0or other the considerations may $e taken in account for technical )ualification such as typing skills. 1perations department specifies the technical )ualification re)uired for the applicants in the -o$ description $efore the inter#iew process. RS conduct an online typing test for this particular position. CHART NO: A PRIORITY GIVEN FOR THE )UALIFICATION

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TABLE NO: ? JOB BNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE 9

@. Scale 4 %. Scale C /. Scale / C. Scale % 4. Scale @ TOTAL @ 4> /.// 1>> % 6.66 4 @6.66 B /& @/ C/.//

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INTERPRETATION: Ta$le F re#eals that C/.//K and /&K of the respondents were gi#en priority -o$ knowledge is the important aspect of the selection process. This may $e due to their -o$ profile, designation and higher responsi$ility in the organization. @6.66 K of the respondents ha#e gi#en scale / as their priority for the Go$ Nnowledge. 0or other the considerations may $e taken in account for position and $eing a new entrant to the profile or organization.

CHART NO: ? JOB BNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

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TABLE NO: 8 AWARE OF JOB RESPONSIBILITIES

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S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE 9

@. Scale 4 @4 4&

%. Scale C /. Scale / C. Scale % 4. Scale @ & & % 6.66 4 @6.66 A %6.66

TOTAL

4>

1>>

CHART NO: 8 AWARE OF JOB RESPONSIBILITIES

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RECRUITMENT AND SELECTION SYSTEMS: W$rCi%* :i!0 R"#r'i!m"%! Pr$6i "r+DA*"%#i"+ 7hen selecting a pro#ider, make a key selection criterion TE#idence of sourcing )uality, di#erse applicants'. 2old your pro#ider accounta$le for deli#ering female as well as male applicants.

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I%#r"a+i%* !0" P$$( $- A&&(i#a%!+: Communicate #acancies throughout the organization to attract a di#erse applicant pool. Consider partnerships with key pro#iders :for example, schools, uni#ersities and training companies; to find )uality female and male candidates. Esta$lish contacts and partnerships with organizations and networks that ser#e ethnic or other communities. Euild !ntern programs into these partnerships. 1ffer $oth female and male employees training, shadowing or cross5skilling opportunities to de#elop their skills further. Encourage existing staff, including women, to apply for #acancies ? this can $e a useful way of encouraging women into non5traditional areas. Consider filling the #acancy with high5potential female and male staff eager to $roaden their experience. Re#iew the -o$ re)uirements for essential )ualifications. Ee prepared to gi#e #alue to different kinds of employment and o#erseas experience in lieu of formal training and local credentials. Ee prepared to pro#ide a workplace that accommodates differences in terms of employee needs and #alues :e.g., childcare, same5sex $enefits, -o$5sharing, flexi$le work hours, etc;. R"#r'i!i%* I%!"r%a((y d#ertise the position widely to attract a di#erse applicant pool, for example, would employees on maternity=parental lea#e ha#e an opportunity to see the ad#ertisementU +esign internal -o$ ad#ertisements as you would an external -o$ ad#ertisement ? to attract a di#erse applicant pool and get the $est person for the -o$. 0or example, use inclusi#e language and images that speak to all candidates. Ensure $oth female and male )uality candidates are gi#en e)ual opportunity to $e short5 listed. Consider offering $oth female and male employees the position as a de#elopment assignment. Drepare employees to apply for internal positions $y,
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 !mplementing and monitoring succession planning for $oth female and male employees. Dro#iding opportunities for $oth female and male employees to work in different organizational areas and gain a $road range of work experience. Dro#iding female and male unsuccessful candidates with feed$ack on the recruitment selection process, and offering de#elopment opportunities to position them well for the next internal recruitment opportunity. I%!"r6i":i%* Ensure that all inter#iewers are pro#ided with sensiti#ity=awareness training related to di#ersity and gender issues. Ensure inter#iew panels consist of people from a range of $ackgrounds and a good understanding of the re)uirements of the -o$. Encourage panel Chairs to challenge and address discriminatory assumptions made $y panel mem$ers when deciding on the successful candidate. Consider $oth female and male internal candidates ? you may find that their knowledge and understanding of the $usiness assists them to outperform the external candidates. C$mm'%i#a!i%* y$'r P$(i#i"+ a% Pr$#" 'r"+: Du$licize your recruitment and selection policy widely in the organization. Ensure $oth female and male employees, and employees on long5term lea#e ha#e access to the recruitment and selection policy and procedures information. Train managers on your recruitment and selection policy and procedures. 2old managers accounta$le for pro#iding e)ual opportunity in recruitment and selection $y including this re)uirement in managers' workplace and performance agreements. Encourage managers to lead $y example $y sourcing and selecting top female candidates.

S'##"++-'( R"#r'i!m"%! a% S"("#!i$%: EE'a(i!y $- $&&$r!'%i!y can seem )uite a complex area, and recruiters and employers may often look at it from a defensi#e, legal compliance position. Di6"r+i!y takes a wider and more
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positi#e outlook. There is still a need to ensure discrimination and stereotyping play no part in the recruitment and selection process. Eut as important is the #aluing of difference $etween people, and understanding the positi#e $enefits for the Hni#ersity of employing a di#erse range of talented people. positi#e approach to di#ersity allows you to select the $est person for the -o$ $ased on merit alone and free from $ias on the grounds of factors ? such as age, disa$ility, gender or race ? that are not rele#ant to the person's a$ility to do the -o$. Employers taking this approach are more likely to $e seen as fair, positi#e and progressi#e places to work $y the di#erse 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 +espite a growing emphasis on positi#e approaches, legal issues should ne#ertheless $e taken seriously. n increasing num$er of specific areas of discrimination are now co#ered $y legislation. +ecisions that fall foul of the law can $e not only costly for the Hni#ersity in terms of $ad pu$licity and financial penalties, $ut also time5consuming and stressful for the indi#iduals in#ol#ed ? and that could $e youV Pou don't need to $e an expert on anti5discrimination legislation and case5law $ut you do need to understand, the principles of what constitutes direct and indirect discrimination in the recruitment processL and 7hy a positi#e approach to di#ersity is the $est way to a#oid pro$lems and attract a wider range of suita$le candidates. 0ollowing the principles and practices outlined in this guide will help you to put this into practice. Pou may also find it useful to consider some specific actions to a#oid discrimination and adopt a positi#e approach to di#ersity. S#r""%i%* A&&(i#a!i$%+ Eased on )ualitati#e or )uantitati#e short listing
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Ser#ice record should $e consulted $efore short listing internal candidates. Consideration may $e gi#en for gender=di#ersity $alance Screening process may $e conducted in accordance 7ith $enchmark :re)uired skills, competencies, Education and experiences; for each position.

S0$r!-(i+!i%* Short5listing is the #ital first stage in the selection process. 3easuring how candidates match up to your selection criteria at this stage is crucial to ena$le you to o$-ecti#ely assess which of the candidates you wish to consider further in the next part of the selection process, generally the inter#iew stage. Careful short5listing is particularly important when you ha#e a large num$er of applicants. !deally, e#eryone who is part of the selection panel should $e in#ol#ed in the short5 listing process either together or independently. 2owe#er, if this is not practica$le, a! ("a+! !:$ mem$ers of the inter#iew=final assessment panel should $e in#ol#ed. There are two types of internal applicants who m'+! $e short5listed if they meet the essential criteria for the #acancy :in $oth cases this will $e clearly indicated $y a co#ering letter from Dersonnel Ser#ices;

Wri!!"% !"+! 3ust set )uestions $y taking inputs from inter#iew panel. 0inal )uestion should prepare and write out $y trusted person. Confidentiality must $e ensured Type of )uestions will depend on the le#el of position, >enerally, )uestions should $e on core $usiness, on management5related issues and -o$ specifies.

I%!"r6i": &a%"(
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3ay consist of / to 4 experience persons. 2a#e ade)uate knowledge 2a#e specific skills and competencies t least one woman may participate "ine manager or his=her designate and 2R3 Representati#e's participation is mandatory.

R"#r'i!m"%! $- O&"ra!i$%+ EF"#'!i6"+: 1perations Executi#es are employed through #arious methods of Sourcing. RS uses internal -o$ postings for recei#ing online applications. The applications were generated $ased on their Qualification and Experience and other skills. Dreliminary !nter#iews were conducted to shortlist the candidates. pplications were also recei#ed from the Recruitment ser#ice agents and through reference $y 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 /4 7D3 :words per minute;. 0inally an oral test is conducted for processing the candidates' application.

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T0" ("*i+(a!i$%
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EE'a( Pay A#! 1G?> 0irst introduced the principle that it is unlawful for employers to discriminate $etween men and women in the terms and conditions of their contract of employment. pplies e)ually to men and women.

S"F Di+#rimi%a!i$% A#! 1G?7 This ct is the principal legislation for gender and marital status, with some additional pro#isions in later Regulations. The ct makes it unlawful to discriminate on the grounds of gender and marital status in relation to access to employment, #ocational training, promotion and other terms and conditions of employment. ny unfa#ora$le treatment on the grounds of pregnancy, child$irth or maternity and paternity lea#e would constitute sex discrimination. pplies e)ually to men and women. !ncludes some #ery limited circumstances where it is legal to employ only a particular gender on the grounds of the type or circumstances of the work :termed a >enuine 1ccupational Qualification; e.g. certain health or prison work pro#iding a special ser#ice to people of one gender. 8o )ualifying period ? protection $egins from day one of employment and is also applied to -o$ applicants. Ra#" R"(a!i$%+ A#! 1G?A Ra#" R"(a!i$%+ A#! ;Am"% m"%!2 R"*'(a!i$%+ 3>>4 The ct makes it unlawful to discriminate on the grounds of ethnic, racial or national group in relation to access to employment, #ocational training, promotion and other terms and conditions of employment. pplies e)ually to all ethnic, racial or national groups !ncludes some #ery limited circumstances where it is legal to restrict employment to those of a particular race, ethnic or national group on the grounds of the type or circumstances of the work :termed a >enuine 1ccupational Qualification;

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8o )ualifying period ? protection $egins from day one of employment and also applies to -o$ applicants.

Di+a/i(i!y Di+#rimi%a!i$% A#! 1GG7 Di+a/i(i!y Di+#rimi%a!i$% ;Am"% m"%!2 A#! 3>>4 The act makes it unlawful to discriminate on the grounds of a disa$ility in relation to employment :although the scope of the ct is much wider than -ust employment;. !t co#ers a wide range of mental or physical conditions with a substantial or long-term adverse effect on a persons ability to carry out normal day-to-day activities. s well as direct discrimination, the ct also co#ers ("++ -a6$ra/(" !r"a!m"%! ? treating a person with a disa$ility less fa#oura$ly for a reason related to their disa$ility where such treatment cannot $e -ustified. +iscrimination or less fa#ora$le treatment cannot $e -ustified where the employer has failed to make a r"a+$%a/(" a H'+!m"%! to the working en#ironment, arrangements or conditions. The definition of reasonable pertains to how effecti#e, practical and costly the ad-ustment would $e in relation to the resources and support a#aila$le to the employer.

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T0i%Ci%* a/$'! y$'r %"" +: Eefore em$arking on the recruitment process it is #ital to put some thought into what your needs are and the $est way to meet them. This should in#ol#e considering a num$er of )uestions with colleagues in your team, your line manager or your 0aculty Dersonnel 3anager,@ such as, !f this is a new role, what are the main -o$ purpose and o$-ecti#es, responsi$ilities and tasks and what sort of experience skills and attri$utes will you $e looking forU !f this is an existing role, are there any changes that need to $e made to the tasks and responsi$ilities to ensure the -o$ will $e fully effecti#eU Rather than recruiting a new person, are there opportunities for de#eloping the skills and experience, or redesigning the -o$s of, existing staffU re there people in your department or related departments who are at risk of redundancy and seeking redeployment who may $e potentially suita$le for the roleU !f so then they will need to $e considered for the role prior to ad#ertising.

D"#i i%* $% !0" m$+! a&&r$&ria!" +"("#!i$% m"!0$ + well5planned and structured inter#iew process is an ade)uate way of helping you to select the most appropriate candidate. 2owe#er, it is more effecti#e if used alongside other selection methods. 7hiche#er selection methods are used, it is important to ensure that, The methods chosen are appropriate to the -o$ and will pro#ide added #alue in assessing the $est candidate. 0or example, it would not $e appropriate or useful to ask candidates for a more -unior clerical role to gi#e a presentation. The panel is clear as to how the method used relates $ack to the selection criteria and how performance will $e assessedL The selection process is clearly defined to all the candidates in ad#ance and consistently applied to all. Remem$er that using a range of selection methods will increase the le#el of forward planning in#ol#ed and will often re)uire someone from outside the selection panel to coordinate the exercises during the day.

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CHI-S)UARE TEST TABLE NO: G RELATIONSHIP BETWEEN COMMUNICATION AND )UALIFIACTION:This tool is used to identify the significance difference $etween Qualification and Communication. The Result will show whether #$mm'%i#a!i$% $r )'a(i-i#a!i$% is the most considered factor during the R"#r'i!m"%! a% S"("#!i$% Pr$#"++. )'a(i-i#a!i$% ;72 ;52 ;42 ;32 ;12 R$: T$!a( P$+! Gra 'a!i$% U% "r Gra 'a!i$% Di&($ma B"($: Gra 'a!i$% 15 C$('m% T$!a( NULL HYPOTHESIS:H$: There is no significant relationship $etween Communication and Qualification. ALTERNATIVE HYPOTHESIS:Ha: There is significant relationship $etween Communication and Qualification. CHART NO: G G 5 3 1 4> 4 C % / C % @ % @ @ @ @ @ & & @ & & & @ 11 ? 5 8

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RELATIONSHIP BETWEEN COMMUNICATION AND )UALIFIACTION

C0i-+E'ar" !"+! EF&"#!" -r"E'"%#y ;E2 , R$: T$!a( I C$('m% T$!a(D Gra% T$!a( S.N$ O E ;O-E2 ;O-E2J ;O-E2JDE
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@ % / C 4 6 F A B @& @@ @% @/ @C @4 @6 @F @A @B %&

4 C @ @ & C % @ & & % @ @ & & / % @ @ @

4.@/ /./& @.CF &.F/ &./F /.%F %.@& &.B/ &.CF &.%/ %.// @.4& &.6F &.// &.@F /.F/ %.C& @.&F &.4/ &.%F

&.@/ &.F& &.CF &.%F &./F &.F/ &.@& &.&F &.CF &.%/ &.// &.4& &.// &.// &.@F &.F/ &.C& &.&F &.CF &.F/

&.&@A &.CB& &.%@A &.&F@ &.@/C &.4/A &.&@& &.&&C &.%%@ &.&4/ &.@&B &.%4& &.@@@ &.@&B &.&%B &.4// &.@6& &.&&4 &.%@A &.4/A

&.&&/ &.@CA &.@CA &.&BF &./6F &.@64 &.&&4 &.&&4 &.CF/ &.%%F &.&CF &.@6F &.@6F &./%F &.@F/ &.@C/ &.&6F &.&&4 &.C&A %.&@F K , 7.17?

Ca(#'(a!" 6a('" K , 7.17? TABLE VALUE:79 ("6"( $- +i*%i-i#a%#" , >.>7 D"*r"" $- -r"" $m , ;r$:-12 I ;#$i'm%-12 9 :45@;<:C5@;

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9 C</ 9 @% Ta/(" 6a('" a! "*r"" $- -r"" $m 13 i+ , 31.>3A INTERPRETATION:2ence the calculated #alue is less than the ta$le #alue. So accept the null hypothesis here there is no significant relationship $etween Communication and Qualification.

CHAPTER VI A.1. FINDINGS 3a-ority of the respondents come under the age group of %45/&. !n the /& respondents 4&K of the respondents are male and 4&K of the respondents are female. 4&K of the respondents ha#e got the experience of 45@& years. C6./K of the respondents are getting the salary range $etween A&&&5@&&&&.
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 @&&K of the respondents are getting the on the -o$ training. 3a-ority of the respondents are satisfied with their present salary. 6&K of the respondents are satisfied with the incenti#e scheme 4&K of the respondents are aware with the Go$ responsi$ility. C/.//K of the respondents ha#e the Go$ knowledge $efore the assignment of a particular -o$. 6&K of the respondents $elie#e that they possess the "eadership )ualities in them which will $e the ma-or consideration for the selection process. C&K of the sample size re#eals that )ualification is an important factor in the process of Recruitment and Selection 3a-ority of the respondents are satisfied with their relationship $etween the top le#el management and the low le#el management. A&K of the respondents feels the communication must $e impro#ed 3a-ority of the respondents are satisfied with the working condition. A&K of the respondents agree that communication plays a ma-or role in the selection process 46.6K of the respondents are good with their communication skills 6/./K of the respondents ha#e opinion saying that they are satisfied with the safety measures pro#ided $y the organization. C4K of the respondents ha#e neutral opinion a$out the grie#ances handling procedure $y the organization.

RECOMMENDATIONS The organization should pro#ide or set up a communication la$ for the $enefit of the fresher and existing employees that makes a career de#elopment and new opportunity to grow up in the organization. This increases the employee morale and helps to attain the target.

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Communication classes should $e conducted timely to all employees should $e followed $y organization. Refresher courses may organize intermittently for all employees in the rank and file category to reli#e -o$ fatigue and monotony of e#ery day work life. So employees can gain skills $y Communication.

Candidates who enter into the Go$ 3arket must make sure that their efficiency in Communication is up to the expectation of an organization which will make them to go through the Recruitment and Selection system of Royal Sundaram Company. lliance !nsurance

The respondents in the corporate exhi$its that communication skills are necessary for all the employees from different channels. 01S :0leet on street; Team should $e made in#ol#ed to pass through more communication classes from language experts. The company should allot funds to create a communication la$oratory for the $eneficiary of all the employees.

CONCLUSION !n the present competiti#e . dynamic en#ironment, it has $ecome essential for organization to $uild and sustaina$le. !n competiti#e ad#antage, the Communication skill set has assumed more importance than e#en $efore. +ynamic and growth5oriented organization recognizes Communication as an
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important aspect of the Recruitment and Selection system for managerial function in a rapidly changing and economic en#ironment. !nsurance industries should possess a #alua$le work force with good communication skill sets to get a good deal or $usiness from their customers. !n this sector the O&"% MarC"! #0a%%"( is the main source of re#enue for the company for which they should $e a$le to communicate well with their clients. Then the company can reach its profita$ility and o$-ecti#es easily.

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 $etter result and the growth of its own and #alua$le workforce

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