SUMMER TRAINING PROJECT REPORT

ON

“RECRUITMENT AND SELECTION PROCESS”

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE AWARD OF

THE DEGREE OF MASTER IN BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF:

Dr. Richa Sharma
Assistant Professor, RDIAS

SUBMITTED BY:
Bhawana
Enrollment No. 01515903918
MBA, Semester 3
Batch 2018 – 2020

RUKMINI DEVI INSTITUTE OF ADVANCED STUDIES

An ISO 9001:2015 Certified Institute

NAAC Accredited: A+ Grade (2nd Cycle), Category A+ Institution (by SFRC, Govt. of NCT
Delhi)
(Approved by AICTE, HRD Ministry, Govt. of India)
Affiliated to Guru Gobind Singh Indraprastha University, Delhi
2A & 2B, Madhuban Chowk, Outer Ring Road, Phase-1, Delhi-110085
 TABLE OF CONTENTS

Page No.

Student Declaration……………………………………………………………………………i
Certificate from Company …........................................................................................ii
Certificate from Faculty Guide…................................................................................iii
Acknowledgement.........................................................................................................iv

INTRODUCTION Page No.

1.1 About the Topic

1.2 About the Industry or About the Company
1.3 Literature Review

RESEARCH METHODOLOGY Page No.

2.1 Purpose of the study

2.2 Research Objectives of the study
2.3 Research Methodology of the study
2. 3.1 Research Design
2.3.2 Method of Data Collection
2.3.3 Sample Design
2.3.3.1 Sample Unit
2.3.3.2 Sample Size
2.3.3.3 Sampling Method
2.3.4 Designing Questionnaire
2.4 Limitations

ANALYSIS& INTERPRETATION Page No.

3.1 Analysis & Interpretation

FINDINGS AND SUGGESTIONS Page No.

4.1 Findings
4.2 Suggestions
CONCLUSION Page No.

5.1 Conclusion
5.2 Scope for future research

REFERENCES

ANNEXURES (if any)

 Student’s Declaration

This is to certify that I have completed the Project titled “Recruitment and Selection
Process” under the guidance of “Dr. Richa Sharma” in the partial fulfillment of the
requirement for the award of the degree of “Masters in Business Administration” from
“Rukmini Devi Institute of Advanced Studies, New Delhi.”

It is also certified that the project of mine is an original work and the same has not been
submitted earlier elsewhere.

Bhawana
01515903918
MBA Section-B Sem-3
 Certificate from Faculty Guide

This is to certify that the project titled “Recruitment and Selection Process” is an academic
work done by “Bhawana” submitted in the partial fulfillment of the requirement for the
award of the degree of “Masters in Business Administration” from “Rukmini Devi Institute
of Advanced Studies, New Delhi.” under my guidance and direction.

To the best of my knowledge and belief the data and information presented by her in the
project has not been submitted earlier elsewhere.

Dr. Richa Sharma

Assistant Professor
RDIAS
 ACKNOWLEDGEMENT

With immense please we are presenting “Recruitment and Selection Process” Project report
as part of the curriculum of ‘Master of Business Administration’. We wish to thank all the
people who gave us unending support.
I express my profound thanks to Assistant Prof. Richa Sharma project guide and all those
who have indirectly guided and helped us in preparation of this project.
We also like to extend our gratitude to all staff and our colleagues of Rukmini Devi Institute
of Advanced Studies, who provided moral support, a conductive work environment and the
much-needed inspiration to conclude the project in time and a special thanks to my parents
who are integral part of the project.

Thanking you.

Bhawana
01515903918
MBA Section-B Sem-3
 CHAPTER 1
INTRODUCTION

ABOUT THE TOPIC

Human Resource is a basic need of any work to be done. According to ARTHUR LEWIS:

“There are great differences in development between countries which seem

to have roughly equal resources, so it is necessary to enquire into the
difference in human behaviors”

The project report is all about recruitment and selection process that is an important part
of any organization.

Recruitment and Selection is an important operation in HRM, designed to maximize

employee strength in order to meet the employer's strategic goals and objectives. In short,
Recruitment and Selection is the process of sourcing, screening, shortlisting and selecting the
right candidates for the filling the required vacant positions.
The Scope of Recruitment and Selection
The scope of Recruitment and Selection is very wide and it consists of a variety of operations.
Resources are considered as most important asset to any organization. Hence, hiring right
resources is the most important aspect of Recruitment. Every company has its own pattern of
recruitment as per their recruitment policies and procedures.
The scope of Recruitment and Selection includes the following operations −

 Dealing with the excess or shortage of resources

 Preparing the Recruitment policy for different categories of employees
 Analyzing the recruitment policies, processes, and procedures of the organization
 Identifying the areas, where there could be a scope of improvement
 Streamlining the hiring process with suitable recommendations
 Choosing the best suitable process of recruitment for effective hiring of resources
Any organization wants it future to be in good and safe hands. Hence, hiring the right resource
is a very important task for any organization.

Recruitment
Recruitment is a process of identifying, screening, shortlisting and hiring potential resource
for filling up the vacant positions in an organization. It is a core function of Human Resource
Management.
Recruitment is the process of choosing the right person for the right position and at the right
time. Recruitment also refers to the process of attracting, selecting, and appointing potential
candidates to meet the organization’s resource requirements.

Importance of Recruitment
Recruitment is one of the most fundamental activities of the HR team. If the recruitment
process is efficient, then

 The organization gets happier and more productive employees

 Attrition rate reduces.
 It builds a good workplace environment with good employee relationships.
 It results in overall growth of the organization.
Here is a list that shows the purpose and importance of Recruitment in an organization −

 It determines the current and future job requirement.

 It increases the pool of job at the minimal cost.
 It helps in increasing the success rate of selecting the right candidates.
 It helps in reducing the probability of short term employments.
 It meets the organization’s social and legal obligations with regards to the work force.
 It helps in identifying the job applicants and selecting the appropriate resources.
  It helps in increasing organizational effectives for a short and long term.
 It helps in evaluating the effectiveness of the various recruitment techniques.
 It attracts and encourages the applicants to apply for the vacancies in an organization.
 It determines the present futures requirements of the organization and plan according.
 It links the potential employees with the employers.
 It helps in increasing the success ratio of the selection process of prospective
candidates.
 It helps in creating a talent pool of prospective candidates, which enables in selecting
the right candidates for the right job as per the organizational needs.

Selection
Selection is the process of picking or choosing the right candidate, who is most suitable for a
vacant job position in an organization. In others words, selection can also be explained as the
process of interviewing the candidates and evaluating their qualities, which are required for a
specific job and then choosing the suitable candidate for the position.
The selection of a right applicant for a vacant position will be an asset to the organization,
which will be helping the organization in reaching its objectives

Difference between Recruitment and Selection

The major differences between Recruitment and Selection are as follows −

Recruitment Selection

Recruitment is defined as the process of Selection is defined as the process of choosing

identifying and making the potential the right candidates for the vacant positions.
candidates to apply for the jobs.

Recruitment is called as a positive process Selection is called as a negative process with its
with its approach of attracting as many elimination or rejection of as many candidates as
candidates as possible for the vacant jobs possible for identifying the right candidate for the
position.

Both recruitment and selection work hand in hand and both play a vital role in the overall
growth of an organization.
Importance of Selection
Selection is an important process because hiring good resources can help increase the overall
performance of the organization. In contrast, if there is bad hire with a bad selection process,
then the work will be affected and the cost incurred for replacing that bad resource will be
high.
The purpose of selection is to choose the most suitable candidate, who can meet the
requirements of the jobs in an organization, who will be a successful applicant. For meeting
the goals of the organization, it is important to evaluate various attributes of each candidate
such as their qualifications, skills, experiences, overall attitude, etc. In this process, the most
suitable candidate is picked after the elimination of the candidates, who are not suitable for
the vacant job.
The organization has to follow a proper selection process or procedure, as a huge amount of
money is spent for hiring a right candidate for a position. If a selection is wrong, then the cost
incurred in induction and training the wrong candidate will be a huge loss to the employer in
terms of money, effort, and also time. Hence, selection is very important and the process
should be perfect for the betterment of the organization.

Advantages of Selection
A good selection process offers the following advantages−
 It is cost-effective and reduces a lot of time and effort.
 It helps avoid any biasing while recruiting the right candidate.
 It helps eliminate the candidates who are lacking in knowledge, ability, and
proficiency.
 It provides a guideline to evaluate the candidates further through strict verification and
reference-checking.
 It helps in comparing the different candidates in terms of their capabilities, knowledge,
skills, experience, work attitude, etc.
A good selection process helps in selecting the best candidate for the requirement of a vacant
position in an organization.

It is said if right person is appointed at right place the half work has been done. In this project
I have tried to cover all the important point that should be kept in mind while recruitment and
selection process and have conducted a research study through a questionnaire that I got it filled
with all the sales managers of the Bajaj Allianz General Insurance and tried to find out which
methods and various other information related to recruitment and selection and tries to come
to a conclusion at what time mostly the manpower planning is don’t , what the various method
used for recruiting the candidates and on what basic the selections is done.

Bajaj Allianz has a well-articulated equal opportunity policy, which lays strong
emphasis on hiring of individuals irrespective of age, race, caste or gender. As a best
practice in recruitment.
ABOUT THE COMPANY

Bajaj Allianz General Insurance Company Limited is a joint venture between Bajaj Finserv
Limited (recently demerged from Bajaj Auto Limited) and Allianz SE. Both enjoy a
reputation of expertise, stability and strength.
Bajaj Allianz received the Insurance Regulatory and Development Authority (IRDA)
certificate of Registration on 2nd May, 2001 to conduct various businesses (including Health
Insurance business) in India. The Company has an authorized and paid up capital of Rs 110
crores. Bajaj Finserv Limited holds 74% and the remaining 26% is held by Allianz, SE.
As on 31st March 2019, Bajaj Allianz continues to be one of the most financially robust
insurers in the industry by maintaining its growth as well as profitability. The company has
made a net profit of Rs.780 crore. The company reported a revenue of Rs.11, 097 crore,
which has grown by 17% compared to the last fiscal year.

Our Core Values

 Our core values are the never-changing definition of who we are and what we stand for. Our
values are the guiding force behind every workplace action and decision and they define what
we collectively stand for as an organization.

Vision
 To be the first choice insurer for customers
 To be the preferred employer for staff in the insurance industry
 To be the number one insurer for creating shareholder value

Mission
As a responsible, customer focused market leader, we will strive to understand the insurance
needs of the consumers and translate it into affordable products that deliver value for money.
A Partnership Based on Synergy Bajaj Allianz offers technical excellence in all areas of
General and Health Insurance, as well as Risk Management. This partnership successfully
combines Bajaj Finserv's in-depth understanding of the local market and extensive
distribution network with the global experience and technical expertise of the Allianz Group.
As a registered Indian Insurance Company and a capital base of Rs. 110 crores, the company
is fully licensed to underwrite all lines of insurance business including health insurance.
LITERATURE REVIEW:

Definition:

Edwin Flippo defines Recruitment and selection process as “A process of searching for
prospective employees and stimulating and encouraging them to apply for jobs in an
organization.”

In simpler terms, recruitment and selection are concurrent processes and are void without
each other. They significantly differ from each other and are essential constituents of the
organization. It helps in discovering the potential and capabilities of applicants for expected
or actual organizational vacancies. It is a link between the jobs and those seeking jobs.

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories
emphasize on techniques of recruitment and selection and outline the benefits of interviews,
assessment and psychometric examinations as employee selection process. They further
stated that recruitment process may be internal or external or may also be conducted online.
Typically, this process is based on the levels of recruitment policies, job postings and details,
advertising, job application and interviewing process, assessment, decision making, formal
selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business
or industrial sector may offer insights into the processes involved in establishing recruitment
policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/ conditions and interviews, and psychometric tests in order to find out the
potentialities of job seekers. Furthermore, small and medium sized enterprises lay their hands
on interviews and assessment with main concern related to job analysis, emotional
intelligence in inexperienced job seekers, and corporate social responsibility. Other
approaches to selection outlined by Jones et al. (2006) include several types of interviews,
role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In
additional, insufficient recruitment may result into lack of labour or hindrances in
management decision making, and the overall recruitment process can itself be advanced and
amended by complying with management theories. According to these theories, the
recruitment process can be largely enhanced by means of Rodgers seven point plan, Munro-
Frasers five-fold grading system, personal interviews, as well as psychological tests (Jones et
al. 2006).
Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally
defines recruitment and selection as the process of retrieving and attracting able applications
for the purpose of employment. He states that the process of recruitment is not a simple
selection process, while it needs management decision making and broad planning in order to
appoint the most appropriate manpower. There existing competition among business
enterprises for recruiting the most potential workers in on the pathway towards creating
innovations, with management decision making and employers attempting to hire only the
best applicants who would be the best fit for the corporate culture and ethics specific to the
company (Price 2007). This would reflect the fact that the management would particularly
shortlist able candidates who are well equipped with the requirements of the position they are
applying for, including team work. Since possessing qualities of being a team player would
be essential in any management position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,
HRM-organizational strategies as well as organizational performance. He conducted his
research on HR manager and company officials of 319 companies in Europe regarding HR
practices and policies of their respective companies and discovered that employment security,
training and development programs, recruitment and selection, teamwork, employee
participation, and lastly, personnel planning are the most essential practices (Hiltrop 1999).
As a matter of fact, the primary role of HR is to develop, control, manage, incite, and achieve
the commitment of the employees. The findings of Hiltrop’s (1996) work also showed that
selectively hiring has a positive impact on organizational performance, and in turn provides a
substantial practical insight for executives and officials involved. Furthermore, staffing and
selection remains to be an area of substantial interest. With recruitment and selection
techniques for efficient hiring decisions, high performing companies are most likely to spend
more time in giving training particularly on communication and team-work skills (Hiltrop
1999). Moreover the finding that there is a positive connection existing between firm
performances and training is coherent with the human capital standpoint. Hence, Hiltrop
(1996) suggests the managers need to develop HR practices that are more focused on training
in order to achieve competitive benefits.

Work by Jackson et al. (2009) and Bratton and Gold (1999):

As discussed by Jackson et al. (2009), Human resource management approaches in any

business organization are developed to meet corporate objectives and materialization of
strategic plans via training and development of personnel to attain the ultimate goal of
improving organizational performance as well as profits. The nature of recruitment and
selection for a company that is pursuing HRM approach is influenced by the state of the
labour market and their strength within it. Furthermore, it is necessary for such companies to
monitor how the state of labour market connects with potential recruits via the projection of
an image which will have an effect on and reinforce applicant expectations. Work of Bratton
& Gold (1999) suggest that organizations are now developing models of the kind of
employees they desire to recruit, and to recognize how far applicants correspond to their
models by means of reliable and valid techniques of selection. Nonetheless, the researchers
have also seen that such models, largely derived from competency frameworks, foster
strength in companies by generating the appropriate knowledge against which the job seekers
can be assessed. However, recruitment and selection are also the initial stages of a dialogue
among applications and the company that shapes the employment relationship (Bratton &
Gold 1999). This relationship being the essence of a company’s manpower development,
failure to acknowledge the importance of determining expectation during recruitment and
selection can lead to the loss of high quality job seekers and take the initial stage of the
employment relationship so down as to make the accomplishment of desirable HRM
outcomes extremely difficult. In the opinion of Bratton and Gold (1999), recruitment and
selection practices are essential characteristics of a dialogue driven by the idea of “front-end”
loading processes to develop the social relationship among applicants and an organization. In
this relationship, both parties make decisions throughout the recruitment and selection and it
would be crucial for a company to realize that high-quality job seekers, pulled by their view
of the organization, might be lost at any level unless applications are provided for realistic
organization as well as work description. In view of Jackson et al. (2009) and Bratton & Gold
(1999) applicants have a specific view of expectations about how the company is going to
treat them; recruitment and selection acts as an opportunity to clarify this view. Furthermore,
one technique of developing the view, suggested by Bratton and Gold (1999), are realistic job
previews or RJPs that may take the form of case studies of employees and their overall work
and experiences, the opportunity to “cover” someone at work, job samples and videos. The
main objective of RJPs is to allow for the expectations of job seekers to become more
realistic and practical. RJPs tend to lower initial expectations regarding work and a company,
thereby causing some applications to select themselves; however RJPs also increase the
degree of organization commitment, job satisfaction, employee performance, appraisal and
job survival among job seekers who can continue into employment (Bratton & Gold 1999)
Jackson et al. (2009).

Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the employees
that are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through
their work they were successful in resolving issues like whether or not talent is something
one can be born with or is it something that can be acquired through development. According
to Silzer et al (2010), that was a core challenge in designing talent systems, facing the
organization and among the senior management. The only solution to resolve the concern of
attaining efficient talent management was by adopting fully-executable recruitment
techniques. Regardless of a well-drawn practical plan on recruitment and selection as well as
involvement of highly qualified management team, companies following recruitment
processes may face significant obstacles in implementation. As such, theories of HRM can
give insights in the most effective approaches to recruitment even though companies will
have to employ their in house management skills for applying generic theories across
particular organizational contexts. Word conducted by Silzer et al (2010) described that the
primary objective of successful talent strategies is to create both a case as well as a blueprint
for developing the talent strategies within a dynamic and highly intensive economy wherein
acquisition, deployment and preservation of human capital-talent that matter,, shapes the
competitive advantages and success of many companies (Silzer et al. 2010).
Work by Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-
value activities in a recruitment and selection process. The strategic manpower planning of a
company, training and development programme, performance appraisal, reward system and
industrial relations, was also appropriately outlined in the study. This study was based on the
fact that efficient HR planning is an essence of organization success, which flows naturally
into employee recruitment and selection (Taher et al. 2000). Therefore, demand rather than
supply must be the prime focus of the recruitment and selection process and a greater
emphasis must be put on planning, supervising and control rather than mediation. Extending
this principle, a realistic approach to recruitment and selection process was demonstrated, and
the study found that an organization is efficient only when the value it commands exceeds the
price involved in determining the process of decision making or product. In other words,
value-added and non-value added activities associated with a company’s recruitment and
selection process impacts its role in creating motivated and skilled workforce in the country
(Taher et al. 2000). Thus, the study identified the waiting time, inspection time and filing
time as non value added tasks and the cost of advertisement as the only value added activity
in the overall process. Taher et al. (2000) investigated the recruitment and selection section of
Bangladesh Open University. It was found that whenever the recruitment and selection
department of BOU received a recruitment request of new applicants from other sections, the
officials failed to instantly advertise the vacancy in various media. The university had to
follow some long sequential steps prior to doing so. After the vacancy is publicly advertised,
what followed were the bureaucratic formalities and complications together with inspection
and supervision by two departments thereby causing unnecessary waiting in the recruitment
and selection process that eventually increases the cost of recruitment by keeping the
organization’s image at stake. The study also witnessed some amount of repetition taking
place at every step of recruitment where the applications of applicants circulating around too
many departments for verifications. This repetitive work tends to engage unnecessary persons
for a single task that results in unnecessary delay in the decision and unjust wastage of
manpower.

After careful consideration of similar problems in the BOU, Taher et al. (2006) recommended
for amending the recruitment process by stating that firstly processes like job analysis and
searching internal and external sources must be followed by direct advertisement of the post
as the HR’s own responsibility, and not by any intermediate officials. This will eliminate the
non-value activities. Secondly, Taher et al (2000) suggested a ‘system’ to be introduced to
ease the respective department to study the shortlisted candidates, which can be done only by
the request of the HR department. A medical assistance must be sought by BOU in regards to
the physical or mental abilities of applicants for the job function as well as their workers
compensation and risk. A procedure needs to be devised pertaining to the privacy and
confidentiality of medical reports. Thus, this privacy and decrease in noon-value added
activity of the medical exam can be sustained effectively by testing the applicants via
contracted medical advisors, or in-house doctors. Use of a computer based HR system should
be installed in BOU to manage the pool of information about employees and to make the
organization to take just-in-time HR recruitment and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies

that must attempt to generate a pool of appropriately qualified and well-experienced
individuals so as to effectively initiate the selection strategies and decisions. In essence, the
potential applications are encouraged to apply for the open vacancies and also the relevant
departments can engage in recruiting the best candidates to upgrade the department’s
performance (Taher et al. 2000).

Conclusion:

It can be clearly concluded that for a company to succeed all it takes is the proper recruitment
and selection strategies which also shapes the overall manpower management of the
company. By conclude this literature review, the study emphasizes on the fact that the
recruitment and selection process is integrated with other processes such as strategic plan of
the company, training and development schemes, compensation, rewarding/incentive system,
performance appraisal, and lastly, industrial relations. Furthermore, according to Silzer et al
(2010), there exist several reasons why the most apparent information have been more
promising; including the well-structured nature of interviews, the use of questionnaires based
on a job analysis, inclusion of panel of interviewers, the practice of note-making during the
interview, and the use of rating scale based on behavioral factors to gauge the interviewee’s
answers all play an integral part in the improvement of the recruitment validity.

Therefore, the study has offered an incisive review of literature of as many as six authors
based on their individual studies and research on recruitment and selection processes.
 CHAPTER 2
RESEARCH METHODOLOGY

RESEARCH:
It is a scientific and systematic search for pertinent information on specific topic. Research is
a careful inquiry or examination to discover new information or relationship to expand and to
verify existing knowledge.

DATA COLLECTION
A sample size of 50 Employees studied for this purpose. Employees where randomly
administrated the questionnaire.

DATA ANALYSIS
The analysis of data was done on the basis of unit, age and number of years of
experience and factors.
Analysis was done using the simple average method so that, finding of the survey was
easily comprehensible by all.

SOURCES OF DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data.

These data are as follows:

Primary Data by:

 Questionnaire Method
● Observation Method

The data is collected for the projects are mainly from primary source. The research has
collected relevant information through interviews with employees at the HR department. The
data collected thereof has supplemented by the observation technique and subsequent
qualitative analysis.

Secondary Data by:

Individual File
They contain record of every employees along with their education, institute, technical
background, interviewer’s assessment, experience, job profile, method of recruitment.

Company manuals:
From this document, information regarding the company profile, clients, HR policies and
procedures, etc was collected & analyzed

Population: 110
Sample size: 50

Methods of Data Analysis and Statistical Technique:

Different types of data analysis techniques used in the research project such as:

Graphical Analysis
Percentage Analysis

SAMPLE UNIT

The sample unit consisted of all the departments of Bajaj Allianz General Insurance Company.

SAMPLE FRAME
Consisted of a comprehensive list of financial advisors newly recruited of Bajaj Allianz
General Insurance Company.
POPULATION

Population = 110

SAMPLE SIZE

Sample size = 50

SAMPLE DESIGN

Out of 110 populations, I have taken 50 Sample. Care was taken to choose the sample
based on considerations like age, sex & work experience of respondents thus enabling
better representations of the heterogeneous population. However, the sample design was
that of “convenience sampling”. The time consideration & size of population were major
factors in determining choice of sample design.

RESEARCH PROCESS

Steps involved in research process are-

Step 1: Identify the Problem
The first step in the process is to identify a problem or develop a research question. The research problem
may be something the agency identifies as a problem, some knowledge or information that is needed by the
agency, or the desire to identify a recreation trend nationally. In the example in table 2.4, the problem that
the agency has identified is childhood obesity, which is a local problem and concern within the
community. This serves as the focus of the study.

Step 2: Review the Literature

Now that the problem has been identified, the researcher must learn more about the topic under
investigation. To do this, the researcher must review the literature related to the research problem. This
step provides foundational knowledge about the problem area. The review of literature also educates the
researcher about what studies have been conducted in the past, how these studies were conducted, and the
conclusions in the problem area. In the obesity study, the review of literature enables the programmer to
discover horrifying statistics related to the long-term effects of childhood obesity in terms of health issues,
death rates, and projected medical costs. In addition, the programmer finds several articles and information
from the Centers for Disease Control and Prevention that describe the benefits of walking 10,000 steps a
day. The information discovered during this step helps the programmer fully understand the magnitude of
the problem, recognize the future consequences of obesity, and identify a strategy to combat obesity (i.e.,
walking).

Step 3: Clarify the Problem

Many times the initial problem identified in the first step of the process is too large or broad in scope. In
step 3 of the process, the researcher clarifies the problem and narrows the scope of the study. This can only
be done after the literature has been reviewed. The knowledge gained through the review of literature
guides the researcher in clarifying and narrowing the research project. In the example, the programmer has
identified childhood obesity as the problem and the purpose of the study. This topic is very broad and
could be studied based on genetics, family environment, diet, exercise, self-confidence, leisure activities,
or health issues. All of these areas cannot be investigated in a single study; therefore, the problem and
purpose of the study must be more clearly defined. The programmer has decided that the purpose of the
study is to determine if walking 10,000 steps a day for three days a week will improve the individual’s
health. This purpose is more narrowly focused and researchable than the original problem.

Step 4: Clearly Define Terms and Concepts

Terms and concepts are words or phrases used in the purpose statement of the study or the description of
the study. These items need to be specifically defined as they apply to the study. Terms or concepts often
have different definitions depending on who is reading the study. To minimize confusion about what the
terms and phrases mean, the researcher must specifically define them for the study. In the obesity study,
the concept of “individual’s health” can be defined in hundreds of ways, such as physical, mental,
emotional, or spiritual health. For this study, the individual’s health is defined as physical health. The
concept of physical health may also be defined and measured in many ways. In this case, the programmer
decides to more narrowly define “individual health” to refer to the areas of weight, percentage of body fat,
and cholesterol. By defining the terms or concepts more narrowly, the scope of the study is more
manageable for the programmer, making it easier to collect the necessary data for the study. This also
makes the concepts more understandable to the reader.

Step 5: Define the Population

Research projects can focus on a specific group of people, facilities, park development, employee
evaluations, programs, financial status, marketing efforts, or the integration of technology into the
operations. For example, if a researcher wants to examine a specific group of people in the community, the
study could examine a specific age group, males or females, people living in a specific geographic area, or
a specific ethnic group. Literally thousands of options are available to the researcher to specifically identify
the group to study. The research problem and the purpose of the study assist the researcher in identifying
the group to involve in the study. In research terms, the group to involve in the study is always called the
population. Defining the population assists the researcher in several ways. First, it narrows the scope of the
study from a very large population to one that is manageable. Second, the population identifies the group
that the researcher’s efforts will be focused on within the study. This helps ensure that the researcher stays
on the right path during the study. Finally, by defining the population, the researcher identifies the group
that the results will apply to at the conclusion of the study. In the example in table 2.4, the programmer has
identified the population of the study as children ages 10 to 12 years. This narrower population makes the
study more manageable in terms of time and resources.
Step 6: Develop the Instrumentation Plan
The plan for the study is referred to as the instrumentation plan. The instrumentation plan serves as the
road map for the entire study, specifying who will participate in the study; how, when, and where data will
be collected; and the content of the program. This plan is composed of numerous decisions and
considerations that are addressed in chapter 8 of this text. In the obesity study, the researcher has decided
to have the children participate in a walking program for six months. The group of participants is called the
sample, which is a smaller group selected from the population specified for the study. The study cannot
possibly include every 10- to 12-year-old child in the community, so a smaller group is used to represent
the population. The researcher develops the plan for the walking program, indicating what data will be
collected, when and how the data will be collected, who will collect the data, and how the data will be
analyzed. The instrumentation plan specifies all the steps that must be completed for the study. This
ensures that the programmer has carefully thought through all these decisions and that she provides a step-
by-step plan to be followed in the study.

Step 7: Collect Data

Once the instrumentation plan is completed, the actual study begins with the collection of data. The
collection of data is a critical step in providing the information needed to answer the research question.
Every study includes the collection of some type of data—whether it is from the literature or from
subjects—to answer the research question. Data can be collected in the form of words on a survey, with a
questionnaire, through observations, or from the literature. In the obesity study, the programmers will be
collecting data on the defined variables: weight, percentage of body fat, cholesterol levels, and the number
of days the person walked a total of 10,000 steps during the class.
The researcher collects these data at the first session and at the last session of the program. These two sets
of data are necessary to determine the effect of the walking program on weight, body fat, and cholesterol
level. Once the data are collected on the variables, the researcher is ready to move to the final step of the
process, which is the data analysis.

Step 8: Analyze the Data

All the time, effort, and resources dedicated to steps 1 through 7 of the research process culminate in this
final step. The researcher finally has data to analyze so that the research question can be answered. In the
instrumentation plan, the researcher specified how the data will be analyzed. The researcher now analyzes
the data according to the plan. The results of this analysis are then reviewed and summarized in a manner
directly related to the research questions. In the obesity study, the researcher compares the measurements
of weight, percentage of body fat, and cholesterol that were taken at the first meeting of the subjects to the
measurements of the same variables at the final program session. These two sets of data will be analyzed to
determine if there was a difference between the first measurement and the second measurement for each
individual in the program. Then, the data will be analyzed to determine if the differences are statistically
significant. If the differences are statistically significant, the study validates the theory that was the focus
of the study. The results of the study also provide valuable information about one strategy to combat
childhood obesity in the community.
As you have probably concluded, conducting studies using the eight steps of the scientific research process
requires you to dedicate time and effort to the planning process. You cannot conduct a study using the
scientific research process when time is limited or the study is done at the last minute. Researchers who do
this conduct studies that result in either false conclusions or conclusions that are not of any value to the
organization
 CHAPTER 3
ANALYSIS AND INTERPRETATION

Introduction to Data Analysis

The data used therein has been collected through the interview technique as
well as the observation method. The questions asked during the interview process were
unstructured and open ended. The required information was derived from the discussion that
followed. The researcher has selected the departments at Bajaj Allianz Insurance Company.
As for the observation method, the researcher has observed a few interview processes and
thereof collected the required data.

Data Presentation and Analysis

1) When does the Recruitment Process start?

When the
business
needs arises,
30% When the business
needs arises

After receiving ERF

After receiving
ERF, 70%

As the figure represents, in minimum cases, the recruitment process starts only after the FIR
Dept. receive the completed Employee Requisition Form, filled up by the department head.
Thus, the responsibility of identifying the manpower requirement is distributed to the
department’s heads.
70% of the cases does it happen that the requirement need is identified and initiated by the HR
department. This happens in case of major business changes, like say for example, in the case
of diversification or expansion of business.

2. Relevant Importance given to different sources of Recruitment

Sources of Job Sites Employee Internal Campus Agencies Walk- Ins

Recruitment Referrals Transfers
% 12% 15% 18% 7% 43% 5%
Respondent

Sources of Recruitment

5%

12% Job Sites

Employee Referrals
15%
43% Internal Referrals
18% Campus
Agencies

7%

Once the need for manpower had been the next step is to call for reassumes of appropriate
candidates. Notice of vacancy also placed in firm as well. Because internal employees can be
interested for respective posts.
Placement agencies, with firm are associated found major providers of candidates. The job sites
are also another major provider. From the job sites, the company receives applications as an
answer to their advertisement call or it could be that the site automatically provides a shortlist
of probable candidate from amongst those who are registered with site. When there is need of
large no. of candidate, company then only refer to campus recruitment.

3. Different Internal Sources of Recruitment

Sources of Data Employee Promotion Transfer
Recruitment Bank Referrals
% Respondent 39% 36% 19% 6%

Sources of Recruitment

45%
40%
35%
30%
25%
Respondents
20% 39% 36%
15%
10% 19%
5%
7%
0%
Data bank Employee Referrals Promotion Transfer

It has been observed that the data batik is a major source of internal recruitment, which
comprises of 39% of total internal source, followed by employee reference 36% and
promotions and transfer being 19% and 6% respectively.

4. Basis of Transfer/Promotion
Sources of Recruitment Seniority Merit
% Respondent 23% 77%

Basis of Transfer / Promotion

 23%

Seniority
Merit

77%

There are 77% of the employee feel that merit is an important element of transfer/promotion
where the rest 23% feel that transfers/promotion are based on seniority.

5. Vacancies Arises

Reasons Transfer Promotions Resignations

Value in % 10% 37% 53%

Vacancies Aries
 10%

Transfer

Promotions
53% 37%
Resignation

According to observation it was found that 53% of vacancies arise by resignation, 37% arises
through promotions and 10% only through transfer.

6. Satisfaction with Selection process

Level of Excellent Very Good Average Poor Very Poor

Satisfaction Good
% 23% 19% 42% 9% 3% 4%
Respondent

Level of Satisfaction
 45%
40%
35%
30%
25%
% of Respondents
20% 42%

15%
10%
23%
19%
5% 9%
3% 4%
0%
Excellent Very Good Good Average Poor Very Poor

The observation reveals that 42% of the employees feel selection process is good, Where 23%
said that it is excellent. 19% rated as very good.9% said as average. There were few who said
it was poor.

7. Different Variable While short listing CV’s

Variables Sources Experience Academic Addss Extra

of CV Consistency Certification Curricular
Courses Activity
% of 37% 10% 19% 28% 6%
Respondent

Variables While Short Listing CVs

 6%
28% 37%

19% 10%

Sources of CV Experience
Academic Consistency Addn Certification Courses
Extracurricular activity

The source of the CV has a major role in the CV getting short listed. Mostly it happens that the
CVs received through agencies and job sites are those that fit into the tailor made needs of the
position.
The highest rated of any CV is the relevant experience possessed by the candidate, expect in
the cases of trainee positions.

8. Respective Values of the Component in Technical Interview

Technical Application Innovativeness Presence of

Components Knowledge of Mind
Knowledge
Values in % 69% 8% 12% 11%
Components of Technical Interview

80%
70%
60%
50%
40% Values in %
69%
30%
20%
10%
8% 12% 11%
0%
Technical Application of Innovativeness Presence of Mind
Knowledge Knowledge

The interview part of the selection process is divided into two stages; one the interview taken
by technical person and other taken by HR personnel.
Different component like Technical knowledge is required by 69 % in technical interview.
Innovativeness consist of 12%, presence of mind contains 11%.

9. Respective Values of the Component in HR Interviews

Components Communicati Attitud Stability Leadershi Overall Team

on Skills e p Abilities Personalit Spirit
y
Values in % 28% 31% 10% 8% 11% 12%
 Components of HR Interview

35%
30%
25%
20%
15% 31%
28%
10%
5% 10% 11% 12%
8%
0%
Communication Attitude Stability Leadership Overall Team Spirit
Skills Abilities Personalities

Values in %

During HR interview attitude plays vital role as 31%, communication skills also have
significance as 28%.other factors like team spirit, Stability respectively consist of 12% & 10%
Usually the weight age is equally divided between the 2 interviews. As the end of two rounds
the technical and HR personnel’s meet to jointly decide quality of the candidate.

10. Criteria for Salary fixation

Criteria Experience / Previous Expected Rules &
Qualification Salary Salary Policies of
Company
Values in % 23% 38% 12% 27%
 Criteria for Salary Fixation

27% 23%

12%
38%

Experience/Qualification Previous Salary Expected Salary Rules & Policies of Company

While fixation of salary major emphasis (38%) is given to previous salary drawn by candidate.
Rules and policies counted as second major point as 27%. Experience as 23%.
 CHAPTER 4
FINDINGS AND SUGGESTIONS

OBSERVATION AND FINDINGS:

1. The data banks are not properly maintained.

2. The dead resumes are never being destroyed.

3. It is observed that walking is the best way of recruitment and selection.

4. Best way of recruiting people within the organization and consultancies.

5. Job specification was finding excellent in the organization.

6. Proper induction is not given to all the employees. It reserves to only a few levels.

7. Salary comparison is not justifies. Old employees are demoralized by getting less salary
then new employee.

8. Manpower’s are recruited from private placement consultancy, who are demanding
high amount of fees, whereas HRD Department is not fully utilized to recruit manpower
by advertisement.

9. Before recruitment cost benefit analysis is not done properly. It causes manpower
surplus which makes loss in the industry.

10. Manpower is recruited from reliable source however efficiency does not recognize.
SUGGESTIONS

1. Other methods of selection like Psychometric and written tests should be introduced in the
selection tests because these tests are vital in choosing the best candidate.

2. Cost of recruitment can be reduced by the help of e-recruiting and by employee’s referral as
this practice of recruitment is considered the least in the company.

3. As company considers mostly experienced people for the job, a look on fresher should also
be given because they can be recruited at a less salary offered to the experienced and they can
also give good results by giving proper training and guidance by the seniors in the company.

4. On campus recruitment should also be considered for recruitment of personnel from various
colleges and business school.
 CHAPTER 5
CONCLUSION
CONCLUSION

1. The study of recruitment and selection policies of Bajaj Allianz Insurance Company Shows
a small but systematic procedure

2. Overall employees are satisfied with this recruitment process as they don’t have to go
through different test and this ease their tensions.

3. It is observed that the best source of recruitment is through consultancies

4. Employees are treated well and they are satisfied

5. All the employees get the recreational facilities

 CHAPTER 5
ANNEXURE

ANNEXURE

Questionnaire

1. When does the recruitment process start?

a. When the business needs arises.
b. After receiving ERF

2. Which sources used for recruitment?

a. Job Site
b. Employee Referrals
c. Internal Transfer
d. Campus
e. Agencies
f. Walk-ins

3. Which sources used for internal recruitment?

a. Data bank
b. Employee Referral
c. Promotion
d. Transfer

4. On which basis do you give transfer/promotions?

a. Seniority
b. Merit
 5. Due to which reason vacancies arise?
a. Transfer
b. Promotion
c. Resignation

6. Are you satisfied with selection process?

a. Excellent b. Very good
c. Good d. Average
e. Poor f. Very poor
7. What are the criteria for short listing the CVs?
a. Source of CVs b. Experience
c. Academic consistency d. Additional certification course
e. Extra-curricular activities

8. Which component do you feel are important while taking Technical Interview?
a. Technical knowledge b. Application of knowledge
c. Innovativeness d. Presence of mind

9. Which component do you feel are important while taking HR/Final Interview?
a. Communication skills b. Attitude
c. Stability d. Leadership abilities
e. Overall personality f. Team sprit

10. What are the criteria for Salary fixation?

a. Experience/Qualification b. Previous salary
c. Expected salary d. Rules and policies of company