HR Armaan

Contribution of Human Resource Development towards Organisational
Success in Wipro
A Project Submitted to University of Mumbai for partial completion of
the Degree of
Bachelor of Management Studies Under
the Faculty of Commerce
By
Mr. Mirza Mohammed Armaan Ashraf

Roll No. 221
Under the Guidance of Prof.
Zahra Dehghani
Studying at
Rizvi Education Society’s Rizvi College of Arts, Science and Commerce

Rizvi Educational Complex, Bandra (West), Mumbai – 400050
Academic Year 2020-2021

DECLARATION
Mr. Mirza Mohammed Armaan Ashraf student of TYBMS (HR), Roll No. 201, Seat
No. of the academic year 2020-2021 studying at RIZVI COLLEGE OF ARTS, SCIENCE
AND COMMERCE, hereby declare that the work done on the project entitled A Study on
the Process of Recruitment and Selection in Reliance Nippon Life Insurance is true and
original to the best of my knowledge and any reference is duly acknowledged.
Date: ______________ Signature of Student: _________________

CERTIFICATE
This is to certify that. Mirza Mohammed Armaan Ashraf, student of TYBMS (HR),
Roll No. 201 Seat No. of the academic year 2020-21 studying at RIZVI COLLEGE OF
ARTS, SCIENCE AND COMMERCE, has successfully completed the project entitled - A
Study on the Process of Recruitment and Selection in Reliance Nippon Life Insurance.
_________________________ __________________________
Prof. Zahra Dehghani Prof. Mohammed Gaus Ansari
(Project Guide) (BMS Coordinator)
___________________________ _________________________
External Examiner Dr. Anjum Ara M.K. Ahmad
(Principal I/C)
ACKNOWLEDGEMENT
“Acknowledgement is an art, one can write glib stanzas without meaning a word, and on the
other hand one can make a simple expression of gratitude”
The satisfaction that accompanies the completion of any task would be incomplete without mentioning
the people who made it possible, whose consistent guidance and encouragement crowded my efforts
with success.
I consider as privilege to express my gratitude and respect to all those who guided me in completion of
the project.
I express my sincere gratitude to the principal for providing the facilities and the guidance. I extend my
profound thanks to my project guide PROF. ZAHRA DEHGHANI for giving me opportunity to
undertake this project. I convey my regards to untiring support and encouragement. I am very thankful
to for guidance and support during my project work.
Finally I give immeasurable thanks to my parents and to all those who extended their support and
cooperation in bringing out this project work successfully.
_________________________________
Mirza Mohammed Armaan Ashraf

INDEX
Serial Page. No
No. CHAPTER
1 INTRODUCTION 1-12
1.1 Introduction to
1.1.1 Need for Recruitment
1-4
1.1.2 Purpose and Importance of Recruitment
1.1.3 Process of Recruitment
1.2 Introduction to Selection
1.2.1 Process of Selection 4-10
1.2.2 Difference between Recruitment and Selection
1.3 Introduction to Reliance Nippon

Life Insurance Company (RNLIC)
11-12
1.3.1 About Nippon Life
1.3.2 Vision of RNLIC
2 Review of Literature 13-16
3 Research Methodology 17-20
3.1 Introduction 17
3.2 Title of the study 17
3.3 Need and significance of the study 18
3.4 Objectives of the study 18
3.5 Scope of the study 18
3.6 Type 19
3.7 Research Design 19
3.8 Type of Data Collected/Sources of information 19
3.9 Data Gathering Tool 19
3.10 Sampling Design 19
3.11 Tools used for Quantitative Analysis 20
3.12 Technique Used 20
4 Data Analysis and Data Interpretation 21-54
5 Findings and Suggestions 55-58
5.1 Findings of the Study 55-57
5.2 Suggestions 57-58
6 Conclusion 59-60
7 Bibliography 61
8 Annexure 62-65
IMAGES INDEX
Figure No. List of images Page No.
1.1.1 Introduction to Recruitment 1
1.1.2 Process of Recruitment 3
1.2.1 Introduction to Selection 5
1.2.2 Process of Selection 7
1.3.1 About RNLIC 11
3.1 Research Methodology 17
4.0.1 Data Analysis and Interpretation 21
DIAGRAM INDEX
Diagram No. List of images Page No.
4.B Distribution of sample based on Age 23
4.C Distribution of sample based on Gender 24
4.1.1 Distribution of sample based on Q1 25

CHAP 1: INTRODUCTION
1.1 Introduction to Recruitment
Recruitment refers to the overall process of identifying, attracting, screening, shortlisting, and
interviewing, suitable candidates for jobs (either permanent or temporary) within an
organization. Recruitment can also refer to processes involved in choosing individuals for
unpaid roles. Managers, human resource generalists and recruitment specialists may be tasked
with carrying out recruitment, but in some cases public-sector employment, commercial
recruitment agencies, or specialist search consultancies are used to undertake parts of the
process. Internet-based technologies which support all aspects of recruitment have become
widespread, including the use of Artificial Intelligence (AI).
Recruitment is the process of attracting individuals on a timely basis in sufficient numbers and
with appropriate qualification, to apply for jobs within an organization. The process of
searching prospective employees with multidimensional skills and experience that suits
organization strategies in fundamental to the growth of the organization, this demands more
comprehensive strategic perspective recruitment. Organizations require the services of large
number of personnel, these personnel occupies the various positions created to the process of
organization. Each position of the organization has certain specific contributions to achieve
the organizational objectives. The recruitment process of the organizational has to be strong
enough to attract and select the potential candidates with right job specification. The
recruitment process begins with human resource planning and concludes with the selection of
required number of candidates, both HR staff and operating managers have responsibilities in
the process.
Fig 1.1.1
Introduction to Recruitment
1
Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right people can be selected. A formal
definition states, “It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are selected”. In
this, the available vacancies are given wide publicity and suitable candidate are encouraged to
submit applications so as to have a pool of eligible candidates for scientific selection.
Definition:
According to EDWIN FLIPPO, “Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.”
1.1.1 Need for Recruitment

The need for recruitment may be due to the following reasons / situation:
a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death

and labor turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job specification.
1.1.2 Purpose and Importance of Recruitment

1. Determine the present and future requirements of the organization on conjunction with its
personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visibly
under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of its work
force.
6. Begin identifying and preparing potential job applicants who will be appropriate candidates.
7. Increase organizational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
2
9. Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates are encouraged to submit applications for the purpose
of selection.
1.1.3 Process of Recruitment

A recruitment process is an organized approach towards searching new talent and introducing
them to the organization. In the absence of a systematic recruitment process, the cost of
employee acquisition will rise.
Fig 1.1.2
Process of Recruitment
• Identifying Job Requirement: The recruiter first recognizes the job opening regarding the
department in which the vacancy is, number of vacancies and urgency of hiring.
• Preparing Job Description and Job Specification: The next step is making a job description
disclosing the job-related details like designation, location, duties to be performed and
3
required experience. The recruiter also chalks out the job specification having information
regarding the skills, qualification, the area of expertise, etc.
• Advertising the Vacant Position: A job vacancy is advertised through newspapers,
brochures, job portals, consultancies, etc. It ensures that the maximum number of relevant
candidates can apply for the job.
• Attracting Candidates to Apply for Job: The recruiter needs to provide proper assistance
and guidance to the candidates willing to apply for the job.
• Managing Applications: The recruiter has to arrange the applications in an orderly manner
to simplify the task of scrutinizing them.
• Scrutinizing Applications: Next step is the initial investigation of the applications to go
through the candidate’s profile thoroughly.
• Shortlisting Candidates: By scrutinizing the applications, candidates with the matching
profile are picked out for the process of selection.
1.2 Introduction to Selection

Selection process is a decision making process. This step consists of a number of activities.
A candidate who fails to qualify for a particular step is not eligible for appearing for the
subsequent step. Employee selection is the process of putting right men on the right job. It
is a procedure of matching organizational requirements with the skills and qualifications of
people. Effective selection can be done only where there is effective matching. By selecting
best candidate for the required job, the organization will get quality performance of
employees. Moreover, organization will face less absenteeism and employee turnover
problems. By selecting right candidate for the required job, organization will also save time
and money. Proper screening of candidates takes place during selection procedure. All the
potential candidates who apply for the given job are tested.
The selection process can be defined as the process of selection and shortlisting of the right
candidates with the necessary qualifications and skill set to fill the vacancies in an
organization. The selection process varies from industry to industry, company to company
and even amongst departments of the same company.
4
Fig 1.2.1
Introduction to Selection
1.2.1 Process of Selection
Selection is a long process, commencing from the preliminary interview of the applicants
and ending with the contract of employment.
1. Preliminary test
2. Selection test
3. Employment interview
4. Reference and background
5. Analysis
6. Selection decision
7. Physical examination
8. Job offer
9. Employment contract
Step-1:
Preliminary Interview:
The applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the purpose of
5
which is more or less the same as scrutiny of application, that is, eliminate of unqualified
applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on
the information supplied in their application forms. Preliminary interview, on the other
hand, helps reject misfits for reason, which did not appear in the application forms.
Step-2:
SELECTION TEST:
Job seekers who pass the screening and the preliminary interview are called for tests.
Different types of tests may be administered, depending on the job and the company.
Generally, tests are used to determine the applicant’s ability, aptitude and personality.
The following are the type of tests taken:
1. Ability test
2. Aptitude test
3. Intelligence test
4. Interest test
5. Personality test
6. Projective test
7. General knowledge test
8. Perception test
9. Graphology test
10. Polygraph test
11. Medical test
Step-3:
INTERVIEW:
The next step in the selection process is an interview. Interview is formal, in-depth
conversation conducted to evaluate the applicant’s acceptability. It is considered to be
excellent selection device. It is face-to-face exchange of view, ideas and opinion between
the candidates and interviewers. Basically, interview is nothing but an oral examination of
candidates. Interview can be adapted to unskilled, skilled, managerial and profession
employees.
Types of interview: -
6
Interviews can be of different types. There interviews employed by the companies.
Following are the various types of interview:-
1. Informal interview
2. Formal interview
3. Non directive interview
4. Depth interview
5. Stress interview
6. Group interview
7. Panel interview
8. Sequential interview
9. Structured interview
10. Unstructured interview
11. Mixed interview
12. Telephonic interview
Fig 1.2.2
7
Process of Selection
Step-4:
REFERENCE CHECK:
Many employers request names, addresses, and telephone numbers of references for the
purpose of verifying information and perhaps, gaining additional background information
on an applicant. Although listed on the application form, references are not usually checked
until an applicant has successfully reached the fourth stage of a sequential selection process.
When the labor market is very tight, organizations sometimes hire applicants before
checking references.
Step-5:
SELECTION DECISION:
After obtaining information through the preceding steps, selection decision- the most critical
of all the steps - must be made. The other stages in the selection process have been used to
narrow the number of the candidates. The final decision has to be made the pool of
individuals who pas the tests, interviews and reference checks.
The view of the line manager will be generally considered in the final selection because itis
he/she who is responsible for the performance of the new employee. The HR manager plays
a crucial role in the final selection.
STEP 6:
PHYSICAL EXAMINATION:
After the selection decision and before the job offer is made, the candidate is required to
undergo a physical fitness test. A job offer is, often, contingent upon the candidate being
declared fit after the physical examination. The results of the medical fitness test are
recorded in a statement and are preserved in the personnel records. There are several
objectives behind a physical test. Obviously, one reason for a physical test is to detect if the
individual carries any infectious disease. Secondly, the test assists in determining whether
an applicant is physically fit to perform the work. Thirdly, the physical examination
information can be used to determine if there are certain physical capabilities, which
differentiate successful and less successful employees. Finally, such an examination will
protect the employer from workers compensation claims that are not valid because the
injuries or illness were present when the employee was hired.
8
STEP 7:
JOB OFFER:
The next step in the selection process is job offer to those applicants who have crossed all
the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally
contains a date by which the appointee must report on duty. The appointee must be given
reasonable time for reporting. Those is particularly necessary when he or she is already in
employment, in which case the appointee is required to obtain a relieving certificate from
the previous employer.
The company may also want the individual to delay the date of reporting on duty. If the new
employee’s first job upon joining the company is to go on company until perhaps a week
before such training begins.
STEP 8:
CONTRACT OF EMPLOYMENT:
There is also a need for preparing a contract of employment. The basic information that
should be included in a written contract of employment will vary according to the level of
the job, but the following checklist sets out the typical headings:
1. Job title
2. Duties, including a parse such as “The employee will perform such duties and will
be responsible to such a person, as the company may from time to time direct”.
3. Date when continuous employment starts and the basis for calculating service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements.
7. Paid holidays per year.
8. Public holidays.
9. Special terms relating to rights to patent s and designs, confidential information and
restraints on trade after termination of employment.
The drawback with the contracts is that it is almost to enforce them. A determined employee
is bound to leave the organization, contract or no contract.
STEP 9:
CONCLUDING THE SELECTION PROCESS:
Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step – amore sensitive one reassuring those
candidates who have not selected, not because of any serious deficiencies in their
9
personality, but because their profile did not match the requirement of the organization.
They must be told that those who were selected were done purely on relative merit.
STEP 10:
EVALUATION OF SELECTION PROGRAMME:
The broad test of the effectiveness of the selection process is the quality of the personnel
hired. An organization must have competent and committed personnel.
1.2.2 Difference between Recruitment and Selection:

“Recruitment is identifying n encouraging prospective employees to apply for a job and
Selection is selecting the right candidate from the pool of applicants.”
1. Recruitment is the process of searching for prospective candidates and motivating them to
apply for job in the organization. Whereas, selection is a process of choosing most suitable
candidates out of those, who are interested and also qualified for job.
2. In the recruitment process, vacancies available are finalized, publicity is given to them and
applications are collected from interested candidates. In the selection process, available
applications are scrutinized. Tests, interview and medical examination are conducted in order
to select most suitable candidate.
3. In recruitment the purpose is to attract maximum numbers of suitable and interested
candidates through applications. In selection process the purpose is that the best candidate out
of those qualified and interested in the appointment.
4. Recruitment is prior to selection. It creates proper base for actual selection. Selection is
next to recruitment. It is out of candidates available/interest.
5. Recruitment is the positive function in which interested candidates are encouraged to
submit application. Selection is a negative function in which unsuitable candidates are
eliminated and the best one is selected.
6. Recruitment is the short process. In recruitment publicity is given to vacancies and
applications are collected from different sources Selection is a lengthy process. It involves
scrutiny of applications, giving tests, arranging interviews and medical examination.
7. In recruitment services of expert is not required whereas in selection, services of expert is
required.
8. Recruitment is not costly. Expenditure is required mainly for advertising the posts.
Selection is a costly activity, as expenditure is needed for testing candidates and conduct of
interviews.
10
1.3 Introduction to Reliance Nippon Life Insurance Company
Reliance Nippon Life Insurance Company (RNLIC) is one of the life insurance companies
in India. The firm offers life insurance products targeted at individuals and groups, catering
to four distinct segments: protection, children, retirement and investment plans.
As of 31 March 2013, the Total Premium (net of re-insurance) was Rs. 40.15 billion, whereas
new business premium stood at Rs. 13.77 billion. The company achieved a profit of Rs. 3.80
billion. The company sold 760,000 policies during 2012–13 with total managed funds valuing
to Rs. 181.89 billion, through a wide network of distribution with 1,230 offices and over
124,000 advisors.
Reliance Nippon Life Insurance is a part of Reliance Capital of the Reliance Anil Dhirubhai
Ambani Group.
Fig 1.3.1
About RNLIC
Reliance Nippon Life Insurance Company is amongst the leading private sector life insurance
companies in India in terms of individual WRP (weighted received premium) and new
business WRP. The company is one of the largest non-bank supported private life insurers
with over 10 million policyholders*, a strong distribution network of 717 branches and
63,016 advisors as on March 31, 2020. The company holds Claim Settlement ratio of 98.1%
as on March 31, 2020.
Rated amongst the Top 3 Most Trusted Life Insurance Service Brands by Brand Equity‘s
Most Trusted Brands Survey 2018, the company’s vision is "To be a company people are
proud of, trust in and grow with; providing financial independence to every life we touch."
With this in mind, Reliance Nippon Life caters to five distinct segments, namely Protection,
Child, Retirement, Saving & Investment, and Health; for individuals as well as
Groups/Corporate entities.
Reliance Nippon Life Insurance Company is a part of Reliance Capital, a private sector
financial services and non-banking company. Reliance Capital has interests in stock broking,
life & general insurance, proprietary investments, private equity and other activities in
financial services
11
1.3.1 About Nippon Life
Nippon Life was founded as Nippon Life Assurance Co., Inc. in July 1889, and in 1891, the
name was changed to Nippon Life Assurance Co., Ltd. When the Company was founded, a
premium table based on unique Japanese mortality statistics was created. At the same time,
Nippon Life became the first Japanese life insurer to decide to offer profit dividends to
policyholders, which embodied the spirit of mutual aid. And so, after its first major closing of
books in 1898, Nippon Life paid the first policyholder dividends in Japan.
After World War II, the Company was reborn as Nippon Life Insurance Company in 1947 and
continues to work to realize mutual aid and cooperative prosperity as a mutual company.
Looking ahead, Nippon Life will continue to embody this spirit of mutual aid and, as a life
insurance company, strive to provide customers with enhanced services. Currently, Nippon
Life, as one of Japan's largest private life insurer, has a revenue of US$ 710.0 Billion and
profit of US$ 54.6 billion as of Mar 31, 2019. The Company, with over 34 million policies
in Japan, offers a wide range of products, including individual and group life and annuity
policies through various distribution channels and mainly uses face-to-face sales channel for
its traditional insurance products. The company primarily operates in Japan, North America,
Europe and Asia and is headquartered in Osaka, Japan. It is ranked 125th among the Global
Fortune 500 firms in 2019.
1.3.2 Vision of RNLIC

“To be a company people are proud of, trust in and grow with; providing financial
independence to every life we touch.”
Planning people's future and standing by them in their hour of need goes beyond business, it
takes a selfless intent of thinking well for others. Our advisors enjoy high credibility and
stature in society, having helped not only shape the future of families, but also recuperate in
tough times. 'Do Good' is our intent, our philosophy and belief that we aim to bring alive
through every life we touch.
12
CHAP 2: REVIEW OF LITERATURE
Recruitment:
Recruitment is the process of attracting individuals on a timely basis in sufficient numbers
and with appropriate qualification, to apply for jobs within an organization. It is the process
of finding and attracting capable applicants for the employment. The process begins when
new recruits are sought and ends when their applicants are submitted. The result is a pool of
applicants from which new employees are selected.
Selection:
Selection process is a decision making process. This step consists of a number of activities.
A candidate who fails to qualify for a particular step is not eligible for appearing for the
subsequent step. Employee selection is the process of putting right men on the right job. It is
a procedure of matching organizational requirements with the skills and qualifications of
people. Effective selection can be done only where there is effective matching. By selecting
best candidate for the required job, the organization will get quality performance of
employees. Moreover, organization will face less absenteeism and employee turnover
problems. By selecting right candidate for the required job, organization will also save time
and money.
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 labor 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.
13
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 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 labor
market and their strength within it. Furthermore, it is necessary for such companies to monitor
how the state of labor 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.
14
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
nonvalue activities in a recruitment and selection process. The strategic manpower planning
of a company, training and development program, 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.
15
Work by KRISHNA KINKER (2010)
The study of recruitment and selection policies of Bajaj Allianz Insurance Company Shows a
small but systematic procedure. Overall employees are satisfied with this recruitment process
as they don’t have to go through different test and this ease their tensions. It is observed that
the best source of recruitment is through consultancies. Employees are treated well and they
are satisfied. All the employees get the recreational facilities.
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. 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. 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. On campus recruitment should also be
considered for recruitment of personnel from various colleges and business school.
Work of Bhupesh Sahu (2014):

As we know Recruitment is distinct from selection. Once the required number and kind of
human resources are determined, the management has to find the places where the required
human resources are/will be available and also they have to find the means of attracting them
towards the organization before selecting suitable candidates for jobs. The study reveals that
the company is not able to recruit potential Financial Advisors because of high registration
fees. Also the Life Advisors are dissatisfied with their commission policy.
At the end of the study, we can conclude that though there is satisfactory recruitment process
but company have to do some amendments in their recruitment process to get potential
Financial Advisors like company should choose satisfying commission policy.
Work of Rakesh Sharma (2008):

Rakesh Sharma has written in his book that a company’s success begins in the recruitment
process during which the screening and vetting procedures shape and convoy the companies
demand to aspiring candidates. Therefore, it is an essential for an organization to construct an
explicit and standardized mode by which skills, qualifications and personal attributes are
illuminated and used in the decision-making process leading to employment. The author
discusses a dual interview and supplementary self-evaluation process to be used to fill a new
position of print media editor.
16
Chap 3: RESEARCH METHODOLOGY
3.1 Introduction:
This chapter provides detailed description about how the research has been conducted nature
of the research undertaken, need and significance of the study, objectives of the study sample
size and sampling techniques used.
In addition, the chapter describes the research tool used and how the information gathered was
transcribed and analyzed, furthermore, it also covers research scope and limitations.
Fig 3.1
Research Methodology
3.2 Title of the study:
“Process of Recruitment and Selection in Reliance Nippon Life Insurance”.
3.3 Need and Significance of the Study:
26
All previous studies in HRM in India have focused mostly on the public sector even where the
HRM practices in the private sector have been studied most of them have focused on the
manufacturing sector in industries such as food processing, plastics, steel, textiles,
pharmaceuticals and footwear and not specifically on the Insurance sector. This has prompted
the researcher to focus on this industry, especially because the recruitment and selection
practices in the public sector or in other industries in the private sector cannot be assumed to
hold true in this industry owing to various differences such as the type of labor market and
type of skills required. Moreover, most prior studies in India have attempted to study the HRM
practices of organizations as a whole and none of them have targeted recruitment and selection
practices.
3.4 Objectives of the study:

Primary Objective
• To study and analyze the Recruitment and Selection process followed at Reliance
Nippon Life Insurance Company.
• To analyze the satisfactory level of the employees about Recruitment and Selection
Procedure of an organization.
• To find any mistakes and provide suggestions in Recruitment and Selection Procedure
of an organization.
• To analyze the factors influencing the recruitment process.
3.5 Scope of the Study:

The present research is confined to study the recruitment and selection process followed at
Reliance Nippon Life Insurance Company. The study reveals the recruitment and selection
process followed in the organization.
• Whether employees are satisfied with the recruitment process?
• Is the organization is providing ethical process for recruiting employees?
27
The organizational study of Reliance Nippon Life Insurance Company was done with the
study of recruitment and selection.
3.6 Type:
Exploratory research.
3.7 Research design:

I. Survey Questionnaire.
3.8 Type of Data Collected/Sources of information:

A. Primary
I. Data obtained through survey questionnaire.
B. Secondary:
II. Published Business Articles, Journals, Online Portals and sites.
3.9 Data Gathering Tool

Structured questionnaire was used to collect the information from respondents in Reliance
Nippon Life Insurance. Questionnaire used in this study was open ended and closed ended.
3.10 Sampling Design
a. Size:
35 participants from Reliance Nippon Life Insurance.
b. Nature: Participants
belong to-
28
• Executive And
• Middle Management Level.
c. Gender Male-18.
Female- 17.
d. Age
• Staring from 20 and above.
e. Tenure in years
• Starting from 0.6 months and above.
3.11 Tools used for Quantitative Analysis:

• Microsoft Excel (graphs, charts, pie diagrams).
• Forms App for data collection.
3.12 Technique Used:

• Convenient sampling method
CHAPTER 4: DATA ANALYSIS AND INTERPRETATION
4.0 Introduction:
Data analysis and interpretation is the process of assigning meaning to the collected
information and determining the conclusions, significance, and implications of the findings.
29
The steps involved in data analysis are a function of the type of information collected,
however, returning to the purpose of the assessment and the assessment questions will provide
a structure for the organization of the data and a focus for the analysis.
Fig 4.0.1
Data Analysis and Interpretation
Data interpretation refers to the implementation of processes through which data is reviewed
for the purpose of arriving at an informed conclusion. The interpretation of data assigns a
meaning to the information analyzed and determines its signification and implications. The
importance of data interpretation is evident and this is why it needs to be done properly. Data
is very likely to arrive from multiple sources and has a tendency to enter the analysis process
with haphazard ordering. Data analysis tends to be extremely subjective. That is to say, the
nature and goal of interpretation will vary from business to business, likely correlating to the
type of data being analyzed. While there are several different types of processes that are
implemented based on individual data nature, the two broadest and most common categories
are “quantitative analysis” and “qualitative analysis”.
The purpose of the data analysis and interpretation phase is to transform the data collected
into credible evidence about the development of the intervention and its performance. In this
chapter, the collected data was analyzed with the help of Microsoft Excel.
30
Data analysis is defined as a process of cleaning, transforming, and modeling data to discover
useful information for business decision-making. The purpose of Data Analysis is to extract
useful information from data and taking the decision based upon the data analysis.
A simple example of Data analysis is whenever we take any decision in our day-to-day life is
by thinking about what happened last time or what will happen by choosing that particular
decision. This is nothing but analyzing our past or future and making decisions based on it.
For that, we gather memories of our past or dreams of our future. So that is nothing but data
analysis. Now same thing analyst does for business purposes, is called Data Analysis.
Data interpretation is the process of reviewing data through some predefined processes which
will help assign some meaning to the data and arrive at a relevant conclusion. It involves
taking the result of data analysis, making inferences on the relations studied, and using them
to conclude.
Therefore, before one can talk about interpreting data, they need to be analyzed first. What
then, is data analysis?
Data analysis is the process of ordering, categorizing, manipulating, and summarizing data to
obtain answers to research questions. It is usually the first step taken towards data
interpretation.
It is evident that the interpretation of data is very important, and as such needs to be done
properly. Therefore, researchers have identified some data interpretation methods to aid this
process.
4.1 Data Analysis and Interpretation

4. B Age
Options % Count
31
Below 25
years 72.22 26
26-35 years 22.22 8
36-45 years 0 0
46-55 years 5.56 2
Above 56
years 0 0
Age
Below 25 years 26-35 years 36-45 years 46-55 years Above 56 years
Diagram 4. B Distribution of sample based on Age

INTERPRETATION
From the given data, it was observed that majority of the employees in the organization fell in
the age group of below 25 years, some are in the group of 26-35 years, no employee was in the
age group of 36-45 years, very few were in the group of 46-55 years and no employee was in
the age group of above 55 years.
4. C Gender
Options % Count
Male 52.78 18
32
Female 47.22 17
Other 0 0
Gender
Male Female Other
Diagram 4. C Distribution of sample based on Gender
INTERPRETATION
From the above table, we can see that, out of the total number received 18 employees were
male whereas the remaining 17 employees were females. Majority employees who work in the
company are males.
4.1.1 How long have you been working in your organization?
Options % Count
33
Less than a year 60 21
1-6 Years 28.57 10
7-12 Years 8.57 3
13-18 2.86 1
Years
Question 1
Less than a year 1-6 Years 7-12 Years 13-18 Years
Diagram 4.1.1 Distribution of sample based on Q1
INTERPRETATION
From the above table, it is observed that about 21 employees have worked for about less than
1 year, 11 employees have been working in the tenure of 1-6 years, only 3 employees have
worked in the tenure of 7-12 years and only 1 employee has worked in the tenure of 13-18
years.
4.1.2 How long it takes for your organization to fill the vacancy?
34
Options % Count
Less than 1
month 54.29 19
1-2 months 37.14 13
2-4 months 8.57 3
4-6 months 0 0
Question 2
Less than 1 month 1-2 months 2-4 months 4-6 months
INTERPRETATION
From the above table, it is observed that according to 19 employees, it takes less than a month
to fill the vacancy; according to 14 employees, it takes 1-2 months to fill vacancies and
according to 3 employees, it takes 2-4 months to fill the vacancies. No employee thinks that
it requires 4-6 months to fill a vacancy.
4.1.3 How effective are the recruitment and selection practices in our organization?
35
Options % Count
Very effective 37.14 13
Good 60 21
Not effective 2.86 1
Bad 0 0
Question 3
Very effective Good Not effective Bad
INTERPRETATION
From the above table, it is observed that according to 13 employees, the recruitment and
selection practices are very effective; according to 22 employees, the recruitment and
selection practices are good; according to 1 employee, the recruitment and selection practices
are not effective.
36
4.1.4 Are these recruitment and selection practices able to give you the needed and
qualified candidates to fill the vacancies?
Options % Count
Yes 97.22 34
No 2.78 1
Question 4
Yes No
INTERPRETATION
From the above table, it is observed that according to 34 employees, recruitment and
selection practices are able to give the company the needed and qualified candidates to fill
the vacancies and according to 1 employee recruitment and selection practices are not able
to give the company the needed and qualified candidates to fill the vacancies.
37
4.1.5 Have these recruitment and selection practices led to the employment of competent
staff?
Options % Count
Yes 85.72 30
No 14.28 5
Question 5
Yes No
INTERPRETATION
From the above table, it is observed that according to 30 employees, these recruitment and
selection practices lead to the employment of competent staff and according to 5 employees,
these recruitment and selection practices does not lead to the employment of competent staff.
4.1.6 What should be the best recruitment sources according to your preference?
38
Options % Count
Internal 20 7
Recruitment
External 5.71 2
Recruitment
Both 74.29 26
Question 6
Internal Recruitment External Recruitment Both
INTERPRETATION
From the above table, it is observed that according to 7 employees, best recruitment sources
of recruitment is internal recruitment; according to 2 employees, best recruitment sources
of recruitment is external recruitment and according to 26 employees, the best recruitment
sources of recruitment are both i.e. internal and external recruitment.
4.1.7 Do you find e-recruiting a suitable way of recruiting?
39
Options % Count
Yes 80 28
No 20 7
Question 7
Yes No
INTERPRETATION
From the above table, it is observed that according to 28 employees, e-recruiting is a suitable
way of recruiting and according to 7 employees, e-recruiting is not a suitable way of recruiting.
40
4.1.8 Do you know whether the organization performs any job analysis (i.e. duties,
responsibilities, skills etc. required for a particular job) before advertising vacancies for
employment?
Options % Count
Yes 82.66 29
No 17.14 6
Question 8
Yes No
INTERPRETATION
From the above table, it is observed that according to 29 employees, the organization
performs jobs analysis before advertising vacancies for employment and according to 6
employees, the organization does not perform any job analysis before advertising vacancies
for employment.
4.1.9 Does the organization have any agents that recruits and selects employees?
41
Options % Count
Yes 71.43 25
No 28.57 10
Question 9
Yes No
INTERPRETATION
From the above table, it is observed that according to 25 employees, the organization have
agents that recruits and selects employees and according to 10 employees, the organization
doesn’t have any agents that recruits and selects employees.
4.1.10 How do you feel about interview panel?
42
Options % Count
Excellent 22.86 8
Good 54.29 19
Satisfactory 20 7
Poor 2.86 1
Question 10
Excellent Good Satisfactory Poor
INTERPRETATION
From the above table, it is observed that according to 8 employees, the interview panel is
excellent; according to 19 employees, the interview panel is good; according to 7 employees,
the interview panel is satisfactory and according to 1 employee, the interview panel is bad(not
up to the mark).
4.1.11 Are you aware of any formal policy for the recruitment and selection of
employees?
43
Options % Count
Yes 71.43 25
No 28.57 10
Question 11
Yes No
INTERPRETATION
From the above table, it is observed that according to 25 employees, they are aware of formal
policy for the recruitment and selection of employees and according to 10 employees, they
are not aware of any formal policy for the recruitment and selection of employees.
4.1.12 Does the organization have structured recruitment and selection practices in place
for new employees?
44
Options % Count
Yes 82.86 29
No 17.14 6
Question 12
Yes No
INTERPRETATION
From the above table, it is observed that according to 29 employees, the organization has the
structured recruitment and selection practices in place for new employees and according to 6
employees, the organization doesn’t have structured recruitment and selection practices in
place for new employees.
4.1.13 Does the organization clarify the position objectives, requirement and candidate
specification in the recruitment process?
Options % Count
45
Yes 94.29 33
No 5.71 2
Question 13
Yes No
INTERPRETATION
From the above table, it is observed that according to 33 employees, the organization clarify
the position objectives, requirement and candidate specification in the recruitment process
and according to 6 employees, the organization does not clarify the position objectives,
requirement and candidate specification in the recruitment process.
4.1.14 Why do you think the candidates are rejected?
Options % Count
46
Not up to the mark 20 7
Manager Rejected 11.43 4

Not having required knowledge in field 42.86 15
Not suitable for job 25.71 9
Question 14
Not up to the mark Manager Rejected

Not having required knowledge in field Not suitable for job
INTERPRETATION
From the above table, it is observed that according to 7 employees, the rejection is because
the candidate is not up to the mark; according to 4 employees, the rejection is because the
candidate is rejected by the manager; according to 15 employees, the rejection is because the
candidate is not having required knowledge about the field and according to 9 employees, the
rejection is because the candidate is not suitable for the job.
4.1.15 How many rounds of interviews should be conducted before a candidate is offered
offer letter?
47
Options % Count
One 5.71 2
Two 45.71 16
Three 40 14
More than Three 8.87 3
Question 15
One Two Three More than Three
INTERPRETATION
From the above table, it is observed that according to 2 employees, one round of interview
should be conducted before a candidate is offered offer letter; according to 16 employees, 2
rounds of interviews should be conducted before a candidate is offered offer letter; according
to 14 employees, 3 rounds of interviews should be conducted before a candidate is offered
offer letter and according to 3 employees, more than 3 rounds of interviews should be
conducted before a candidate is offered offer letter.
4.1.16 What pre-screening criteria do you use for short listing individuals? Please
indicate from the list below.
Options % Count
48
Overall work Experience 30.61 30
Experience in the field 19.39 19
Socio - economic background 8.16 8
Leadership qualities 16.33 16
Communication 25.51 25
Question 16
INTERPRETATION
[Based on multiple option selection (Checklist)]
49
From the above table, it is observed that according to 30 employees, criteria of overall work
experience is use for shortlisting individuals; according to 19 employees, criteria of
experience in the field is also used for shortlisting candidates; according to 8 employees,
criteria of social economic background is also used for shortlisting employees; according to
16 employees, criteria of leadership qualities is also used for shortlisting employees and
according to 25 employees, the criteria of communication skills is also used to shortlist
employees.
(P.T.O)
4.1.17 Working in Recruitment and Selection department leads to overload of work.

Options % Count
Strongly agree 14.71 5
50
Agree 32.35 11
Neutral 47 16
Disagree 2.94 1
Strongly Disagree 2.94 1
Question 17
Strongly agree Agree Nuetral Disagree Strongly Disagree

INTERPRETATION
From the above table, it is observed that according to 5 employees, they strongly agree to the
fact that working in Recruitment and Selection department leads to overload of work;
according to 11 employees, they agree on the fact that working in Recruitment and Selection
department leads to overload of work; according to 16 employees they think not overload nor
underload i.e. neutral on working in Recruitment and Selection department leads to overload
of work, according to 1 employee, he/she disagrees on the fact that working in Recruitment
and Selection department leads to overload of work and according to 1 employee, he/ she
strongly disagrees on the fact that working in Recruitment and Selection department leads to
overload of work.
4.1.18 The training and development programs offered by the company are useful for
candidate to achieve the required target?
51
Options % Count
Agree 48.57 17
Neutral 22.86 8
Disagree 5.8 2
Strongly Disagree 0 0
Question 18
Strongly agree Agree Nuetral Disagree Strongly Disagree
52
INTERPRETATION
fact that the training and development programs offered by the company are useful for
candidate to achieve the required target, according to 17 employees, they agree to the fact that
the training and development programs offered by the company are useful for candidate to
achieve the required target, according to 8 employees, the neither agree or disagree i.e. neutral
to the fact that the training and development programs offered by the company are useful for
candidate to achieve the required target and according to 2 employees, they disagree to the
fact that the training and development programs offered by the company are useful for
candidate to achieve the required target.
(P.T.O)
4.1.19 The career growth opportunities in your company affect the recruitment and
selection procedure.
53
Options % Count

Agree 38.24 14
Neutral 35.29 12
Disagree 5.88 2
Question 19
Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION
fact that the career growth opportunities in your company affect the recruitment and selection
procedure; according to 14 employees, they agree to the fact that the career growth
opportunities in your company affect the recruitment and selection procedure; according to
12 employees they neither agree nor disagree i.e. neutral to that fact that the career growth
opportunities in your company affect the recruitment and selection procedure; according to 2
employees, they disagree to the fact that the career growth opportunities in your company
affect the recruitment and selection procedure.
54
4.1.20 The target fixed by the company is not reasonable and is difficult to be attained?
Options % Count
14.28 5
Strongly agree
Agree 20 7
Neutral 50 17
Disagree 14.28 5
Strongly Disagree 2.94 1
Question 20
INTERPRETATION
fact that the target fixed by the company is not reasonable and is difficult to be attained;
according to 7 employees, they agree to the fact that the target fixed by the company is not
reasonable and is difficult to be attained; according to 17 employees, they neither agree nor
disagree i.e. neutral to the fact the target fixed by the company is not reasonable and is difficult
55
to be attained and according to 5 employees, they disagree to the fact that the target fixed by
the company is not reasonable and is difficult to be attained.
4.1.21 Will psychological tests help organizations select right man for the right job, based
on aptitude of an individual and thereby increase output/ productivity?
Options % Count
Yes 85.71 30
No 14.29 5
Question 21
Yes No
INTERPRETATION
From the above table, it is observed that according to 30 employees, they accept the fact that
psychological tests help organizations select right man for the right job, based on aptitude of
an individual and thereby increase output/ productivity and according to 5 employees, they
don’t accept the fact that psychological tests help organizations select right man for the right
job, based on aptitude of an individual and thereby increase output/ productivity.
56
4.1.22 Recruitment provides better exposure of the applicants as recruiters can request
additional candidate’s information.
Options % Count
Agree 48.57 17
Neutral 25.71 9
Disagree 2.86 1
Question 22
INTERPRETATION
fact that recruitment provides better exposure of the applicants as recruiters can request
additional candidate’s information; according to 17 employees, they agree to the fact that
recruitment provides better exposure of the applicants as recruiters can request additional
candidate’s information; according to 9 employees they neither agree nor disagree to the fact
that recruitment provides better exposure of the applicants as recruiters can request additional
candidate’s information and according to 1 employee, he/she disagrees to the fact that
recruitment provides better exposure of the applicants as recruiters can request additional
candidate’s information.
57
4.1.23 Your Company’s website provides relevant information about the organization
to the candidates.
Options % Count
Strongly agree
25.71 9
Agree 51.43 18
Neutral 17.14 6
Disagree 2.71 2
Question 23
INTERPRETATION
fact that company’s website provides relevant information about the organization to the
candidates; according to 18 employees, they agree to the fact that company’s website provides
relevant information about the organization to the candidates; according to 6 employees, they
neither agree nor disagree i.e. to the fact that company’s website provides relevant information
about the organization to the candidates and according to 2 employees, they disagree to the
58
fact that company’s website provides relevant information about the organization to the
candidates.
4.1.24 Your Company’s recruitment practices helps in maximizing the job match to
ensure a good fit of employees with your company.
Options % Count
25.71 9
Strongly agree
Agree 51.42 18
Neutral 17.14 6
Disagree 5.71 2
Question 24
59
INTERPRETATION
fact that company’s recruitment practices helps in maximizing the job match to ensure a good
fit of employees with your company; according to 18 employees, the agree to the fact that
company’s recruitment practices helps in maximizing the job match to ensure a good fit of
employees with your company; according to 6 employees, they neither agree nor disagree i.e.
neutral to the fact that company’s recruitment practices helps in maximizing the job match to
ensure a good fit of employees with your company and according to 2 employees, they
disagree to the fact that company’s recruitment practices helps in maximizing the job match
to ensure a good fit of employees with your company.
(P.T.O)
60
4.1.25 Does your company’s recruitment practices help ensure compliance with Equal
Employment Opportunity (EEO) standards for all suitable candidates?
Options % Count
Yes 74.29 26
No 25.71 9
Question 25
Yes No
INTERPRETATION
From the above table, it is observed that according to 26 employees, they accept the fact that
company’s recruitment practices help ensure compliance with Equal Employment
Opportunity (EEO) standards for all suitable candidates and according to 9 employees, they
61
do not accept the fact that company’s recruitment practices help ensure compliance with Equal
Employment Opportunity (EEO) standards for all suitable candidates.
4.1.26 Which is the best sort of recruitment technique according to you?
Options % Count
References 24 24
Job postings 21 21
Employment Agencies 13 13
Telecasting 4 4
Promotion 14 14
Transfer 6 6
Advertisement 17 17
LinkedIn 1 1
Question 26
References Job postings Employement Agencies Telecasting

Promotion Transfer Advertisement Linkedin
62
INTERPRETATION
[Based on multiple option selection (Checklist)]

From the above table, it is observed that according to 24 employees, the best sort of
recruitment is through references; according to 21 employees, the best sort of recruitment is
also through Job postings; according to 13 employees, the best sort of recruitment is also
through Employment agencies; according to 4 employees, the best sort of recruitment is also
through Telecasting; according to 14 employees, the best sort of recruitment is also through
Promotion; according to 6 employees, the best sort of recruitment is also through Transfer;
according to 17 employees, the best sort of recruitment is also through advertisement and
according to 1 employee, the best sort of recruitment is also through LinkedIn.
63
CHAPTER 5: FINDINGS AND SUGGETIONS
In this chapter research findings are presented, conclusions are drawn and suggestions are
made.
5.1 FINDINGS OF THE STUDY
 Demographic Profile:
• Most of the respondents from Insurance companies are male.
• Age group of below 25 years has majority among the respondents.
• Work experience of less than 1 year category has majority among the respondents.
 Recruitment Process Acceptability:
• Insurance companies are accepting the candidates with prior work experience.
 Interview rounds:
• Majority of the employees are following two interview rounds for selection of employees.
 Effectiveness of Recruitment and Selection:

• It is found that recruitment and selection process is effective in respondent Insurance
companies and it is observed that there is a significant difference between the opinions
of the companies regarding "Effectiveness of recruitment and selection practice".
 Recruitment Methods:
• References and Job Postings are the best methods preferred by Insurance companies in
recruitment process. It is identified that there is a significant difference between Insurance
companies and other companies with regards to methods of recruitment process
64
 Qualified Candidates and Competent Staff:
• The present recruitment and selection practices are able to give needed, qualified candidates
and competent staff to the Insurance companies. It is observed that there is a significant
difference between the companies with regards to recruitment and selection practices.
 Recruitment Sources:
• Employees prefer both internal and external sources as the best recruitment policies. It is
identified there is a significant difference between Insurance companies with regards to
sources of recruitment process.
 E-recruitment Method:
• Employees of Insurance companies opined that the E-recruitment is a suitable way of

recruitment and it is identified that there is a significant difference between the companies
with regards to E-recruitment.
 Job Specification:
• Majority of the companies are applying the job specification for sales professionals.
 Internal Factors:
• Company pay package, quality of work life, company’s name and fame are the internal
factors which are influencing the recruitment process.
 External Factors:
•Socio-economic factors, supply and demand and employment rate are the most influencing
external factors of recruitment are influencing the recruitment process.
 Selection Process: Test Criterion:

• Majority of the companies are using interviews, intelligence test and technical test as their
test criteria while selecting professionals.
65
 Pre-screening criteria:
• Companies preferring overall work experience, experience in the field, leadership qualities
and communication as the pre-screening criteria.
 Online Recruitment:
• Respondents opined that the performance of online recruitment is encouraging the Insurance
companies.
 Intimation to the Rejected Candidates:

• Most of the Insurance companies are informing the rejected candidates by certain remarks
and suggestions.
5.2 SUGGESTIONS
 The success of Insurance companies is determined by how many ‘ideal’ candidates it

attracts, not by the total number of applications. If it attracts large number of candidates
it has written a poor ad. The more the ad tries to obscure essential details, the more likely
it is attracts unsuitable people. It costs money every time if it’s receives an application
from someone who lacks the background and experience the company wants. The
companies should include statements like ‘only apply if ... ‘or 'do not apply unless'.
 Normally, the companies pullout more than 1 set of job specification for a position that
they have used since the 80s, and it's the same set of specifications they used for the
person they just fired, take the time to talk to the clients and really understand what is
required for the position. Eliminate outdated and inaccurate specification for the job.
 The Insurance companies are using E-recruitment as one of the sources of recruitment.
The best people to hire are the ones who have already shown an affinity towards
company. Utilizing the Social Media ads only serves up ads to people who frequently
66
“liked” the site’s events on its site’s page. This filtering option ensures that the ads
only appeared for the true fans of the company, thus weeding out the unnecessary
volume of applicants that often plague the online talent scouting process.
 It is important to know about the candidates activities on social networks. It gives

person’s entire social identity on Facebook, Twitter, LinkedIn and Skype with just a
single e-mail address. By reading their online identity, the companies can see what they're
about, it helps the Insurance companies to understand clearly the behavior of candidates
on social networks.
 Hiring managers need to set aside their egos and hire the ‘right’ candidate for the position,
based on the candidate's fit with the company: ethics, integrity, personal vision, and then
skill set. If it is not possible to make a cultural fit, it may be replacing that person in a
relatively short period. Employees should fit into the culture of the company to move
freely with colleagues.
 Rejection for one job offer is never a dead end. IT company recruiters doing a good job
keeping in touch with candidates, “the candidate who turned down from the offer, after
six months again they can apply for a job in the same company. Then the candidates are
ready with the skill set required by the company.
 The recruitment and selection process is the time we not only identify a candidate who
has the experience and aptitude to do the job that we are looking to fill, but also to find
someone who shares and endorses our company’s core values. The candidate will need
to fit in well within our company’s culture. The selection and recruitment process should
provide our company with an employee who adapts and works well with others in our
business. Failure to recruit and select for the long term can result in high turnover.
67
CHAPTER 6: CONCLUSION
A company's recruitment and selection process is the best way to achieve success in
the business world. Implementing more effective processes to recruit candidates and
select the best and the brightest; will improve one's ability to meet one's
organization's human resource needs.
An effective recruitment and selection process reduces turnover, we also get much
better results in our recruitment process if we advertise specific criteria that are
relevant to the job. Include all necessary skills, and include a list of desired skills that
are not necessary but that would enhance the candidate's chances. If we fail to do this,
we might end up with a low-quality pool of candidates and wind up with limited
choices to fill the open position. When we choose a candidate based upon the
qualifications demonstrated in the resume, the interview, employment history and
background check, we will land the best fit for the position. Based on our decisions
about a specific candidate upon specific evidence rather than any gut instincts. If we
hire people who can do the job instead of people we merely like, we will have higher
productivity and quality in our products or services.
Besides, selection function provides a vital opportunity for us to focus on what

candidates can offer our company. It is important to select carefully, either by using
our own judgment or by enlisting the help of managers we trust. The interviewer must
know what the job is and what will be required for a new hire to perform well. The
interview process also allows us the opportunity to express our company’s vision,
goals and needs. Last but not least, it is vital that the interview elicits responses from
applicants that can be measured against our expectations for the position. If we don’t
use the interview to effectively eliminate applicants who don’t fit into the company
culture, we might end up dealing with turnover, confusion and disgruntled
employees.
68
Effective recruitment and selection can contribute towards an organization’s success.
During the recruitment process, both internal and external sources of employees
should be considered. This will increase the probability of organizations attracting a
wide range of candidates. In addition, a comprehensive recruitment and selection
process should be followed.
(P.T.O)
69
CHAP 7: BIBLIOGRAPHY
https://en.wikipedia.org/wiki/Recruitment
https://www.projects99.com/project/recruitment-selection/
https://www.reliancenipponlife.com/about-us
https://www.ukessays.com/essays/business/literature-review-recruitment-and-
selectionprocess-business-essay.php
http://docshare02.docshare.tips/files/13866/138667522.pdf
http://data.conferenceworld.in/Newton/77.pdf
https://www.slideshare.net/shonabhupesh/relince-life-insurance-project-recruitment-
nselection https://shodhganga.inflibnet.ac.in/handle/10603/168648
https://shodhganga.inflibnet.ac.in/bitstream/10603/168648/9/09_chapter_03.pdf
http://hdl.handle.net/10603/90719
https://www.coursehero.com/file/p2r6rg7/Conclusion-An-effective-recruitment-
andselection-process-reduces-turnover-we/ https://www.formpl.us/blog/data-
interpretation https://www.guru99.com/what-is-data-analysis.html
https://ivypanda.com/essays/recruitment-and-selection/
61
71
CHAP 8: ANNEXURE
Questionnaire
Respected respondent,
I, Faizan Ahmed Ansari, pursuing BMS, under the guidance of Prof.
Zahra Dehghani of Rizvi College, Bandra, request you for the information about the
recruitment and selection strategies in your organization. I shall be thankful for your valuable
information and active cooperation. This information will be used only for academic
purpose.
Personal Data:
A) Name: ___________________________________
B) Age:
a) Below 25 years b) 26-35 years
c) 36-45 years d) 46-55 years e) Above 56 years
C) Gender:
a) Male b) Female
D) Designation: ______________________________
Questions:
Q1) How long have you been working in your organization?

a) Less than 1 year b) 1 - 6 years
c) 7- 12years d) 13 - 18 years
Q2) How long it takes for your organization to fill the vacancy? a)
Less than 1 month b) 1-2 months
c) 2-4 months d) 4-6 months
Q3) How effective are the recruitment and selection practices in our organization? a)
Very Effective b) Good
c) Not Effective d) Bad
72
Q4) Are these recruitment and selection practices able to give you the needed and
qualified candidates to fill the vacancies?
a) Yes b) No
Q5) Have these recruitment and selection practices led to the employment of competent
staff?
a) Yes b) No
Q6) What should be the best recruitment sources according to your preference?
a) Internal Recruitment b) External Recruitment c) Both
Q7) Do you find e-recruiting a suitable way of recruiting?

a) Yes b) No
Q8) Do you know whether the organization performs any job analysis (i.e. duties,
responsibilities, skills etc. required for a particular job) before advertising vacancies for
employment?
a) Yes b) No
Q9) Does the organization have any agents that recruits and selects employees? a)
Yes b) No
Q10) How do you feel about interview panel?

a) Excellent b) Good
c) Satisfactory d) Poor
Q11) Are you aware of any formal policy for the recruitment and selection of employees?
a) Yes b) No
Q12) Does the organization have structured recruitment and selection practices in place
for new employees?
a) Yes b) No
Q13) Does the organization clarify the position objectives, requirement and candidate
specification in the recruitment process?
a) Yes b) No
Q14) Why do you think the candidates are rejected?

73
a) Not up to the mark b) Manager Rejected
c) Not having required knowledge in field d) Not suitable for job
Q15) How many rounds of interviews should be conducted before a candidate is offered
offer letter?
One
Two
Three
More than
Three
Q16) What pre-screening criteria do you use for short listing individuals? Please indicate
from the list below.
Criteria Yes No
Overall work Experience
Experience in the field
Socio - economic
background
Leadership qualities
Communication
Please specify others (If
any)
Q17) Working in Recruitment and Selection department leads to overload of work.

a) Strongly Agree b) Agree c) Neutral
d) Disagree e) Strongly Disagree
Q18) The training and development programs offered by the company useful for
candidate to achieve the required target?
Q19) The career growth opportunities in your company affect the recruitment and
selection procedure.
Q20) The target fixed by the company is not reasonable and is difficult to be attained?
74
Q21) Will psychological tests help organizations select right man for the right job, based
on aptitude of an individual and thereby increase output/ productivity? a) Yes
b) No
Q22) Recruitment provides better exposure of the applicants as recruiters can request
additional candidate’s information.
Q23) Your Company’s website provides relevant information about the organization to
the candidates.
Q24) Your Company’s recruitment practices helps in maximizing the job match to
ensure a good fit of employees with your company.
Q25) Does your company’s recruitment practices help ensure compliance with Equal
Employment Opportunity (EEO) standards for all suitable candidates? a) Yes
b) No
Q26) Which is the best sort of recruitment technique according to you? a)

References b) Job posting c) Employment agencies
d) Telecasting e) Promotion f) Transfer g) Advertisement
75
76

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Contribution of Human Resource Development towards Organisational

Mr. Mirza Mohammed Armaan Ashraf

Rizvi Education Society’s Rizvi College of Arts, Science and Commerce

Academic Year 2020-2021

Date: ______________ Signature of Student: _________________

Mirza Mohammed Armaan Ashraf

1.3 Introduction to Reliance Nippon

5.1 Findings of the Study 55-57

5.2 Suggestions 57-58

Figure No. List of images Page No.

1.1.1 Introduction to Recruitment 1

1.1.2 Process of Recruitment 3

1.2.1 Introduction to Selection 5

1.2.2 Process of Selection 7

1.3.1 About RNLIC 11

3.1 Research Methodology 17

4.0.1 Data Analysis and Interpretation 21

4.1.7 Distribution of sample based on Q7 31

4.1.8 Distribution of sample based on Q8 32

4.1.9 Distribution of sample based on Q9 33

4.1.10 Distribution of sample based on Q10 34

4.1.11 Distribution of sample based on Q11 35

4.1.12 Distribution of sample based on Q12 36

4.1.13 Distribution of sample based on Q13 37

4.1.14 Distribution of sample based on Q14 38

4.1.15 Distribution of sample based on Q15 39

4.1.16 Distribution of sample based on Q16 40

4.1.17 Distribution of sample based on Q17 42

4.1.18 Distribution of sample based on Q18 43

4.1.19 Distribution of sample based on Q19 45

4.1.20 Distribution of sample based on Q20 46

4.1.21 Distribution of sample based on Q21 47

4.1.22 Distribution of sample based on Q22 48

4.1.23 Distribution of sample based on Q23 49

4.1.24 Distribution of sample based on Q24 50

4.1.25 Distribution of sample based on Q25 52

4.1.26 Distribution of sample based on Q26 53

1.1 Introduction to Recruitment

According to EDWIN FLIPPO, “Recruitment is the process of searching for prospective

1.1.1 Need for Recruitment

a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death

1.1.2 Purpose and Importance of Recruitment

1.1.3 Process of Recruitment

1.2 Introduction to Selection

1.2.1 Process of Selection

The following are the type of tests taken:

CONCLUDING THE SELECTION PROCESS:

EVALUATION OF SELECTION PROGRAMME:

1.2.2 Difference between Recruitment and Selection:

1.3.2 Vision of RNLIC

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

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

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

Work by Taher et al. (2000):

Work of Bhupesh Sahu (2014):

Work of Rakesh Sharma (2008):

3.2 Title of the study:

“Process of Recruitment and Selection in Reliance Nippon Life Insurance”.

3.3 Need and Significance of the Study:

3.4 Objectives of the study:

3.5 Scope of the Study:

3.7 Research design:

3.8 Type of Data Collected/Sources of information:

Date: Signature of Student: ___