ritesh saini (2008-10)summer training report

103
A SUMMER TRAINING REPORT ON RECRUITMENT AND SELECTION PROCESS AT Bharti AXA Life Insurance Company Ltd. SUBMITTED IN PARTIAL FULFILMENT FOR THE REQUIREMENT OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION TO MAHARSHI DAYANAND UNIVERSITY ROHTAK SUBMITTED BY: RITESH SAINI Roll No-2839 MBA (3 rd sem) 1

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Page 1: Ritesh Saini (2008-10)Summer Training Report

A

SUMMER TRAINING REPORT

ON

RECRUITMENT AND SELECTION PROCESS AT Bharti AXA Life

Insurance Company Ltd.

SUBMITTED IN PARTIAL FULFILMENT FOR THE REQUIREMENT OF

THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION

TO

MAHARSHI DAYANAND UNIVERSITY

ROHTAK

SUBMITTED BY:

RITESH SAINI

Roll No-2839

MBA (3rd sem)

AMITY BUSINESS SCHOOL

MANESAR, GURGAON

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2008-10

DECLARATION

I, Ritesh Saini, Roll No.2839, M.B.A (3rd Semester) of the Amity Business School,

Manesar, hereby declare that Summer Training Report entitled, “Recruitment and

Selection Process at Bharti AXA Life Insurance Company Ltd.”, is an original work and

the same has not been submitted to any other institute for the award of any other degree. A

seminar presentation of the Training Report was made on 09.10.09 and the suggestions by

the faculty were duly incorporated.

Presentation Incharge Signature of the Candidate

(Faculty)

Countersigned

Director of the Institute

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ACKNOWLEDGEMENT

This report has been made possible due to invaluable support of a number of people to

whom I own my heartfelt gratitude and without whose help I may not have been able to

complete this report.

I would like to thank Prof (Dr) R C Sharma, Advisor, Amity Business School,

Manesar, for extending full help in my project. His consistent support and cooperation

showed the way towards the successful completion of the project.

I would like to acknowledge the support of my faculty guide, Ms Poonam Sharma,

Lecturer, Amity Business School, Manesar, for her constant guidance in this project and

for providing me the necessary information whenever required. A heartfelt thanks to

other faculty members of Amity Business School, Manesar, for their support and co-

operation.

I am very grateful to my project guide Mr Himanshu, Agency Manager, for providing

me constant support and inspiration during the summer training.

My overriding debts continue to be to the management and all employees of Bharti AXA

Life Insurance Ltd. for their co-operation and guidance, which made my summer

training project possible.

Finally I would like to give special thanks to my family and my friends who make it all

happen and make it worth while.

Ritesh Saini

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TABLE OF CONTENTS

Certificate Declaration Acknowledgement

Chapter IIntroduction 2Significance of the study 3Conceptualization 4Focus of the study 20Objectives of the study 21Limitations of the study 22

Chapter IIIndustry Profile 24Company Profile 29

Chapter IIIReview of Existing Literature 40Research Methodology 42

Chapter IVAnalysis and Interpretation 44

Chapter VFindings 63Recommendations 64Conclusions 65

BibliographyAnnexure

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Chapter-1

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INTRODUCTION

The insurance sector has gone through a number of phases and changes. Since 1999,

when the government opened up the insurance sector by allowing private companies to

solicit insurance and also allowing FDI up to 26%, the insurance sector has been a

booming market.

The insurance sector in India has come a full circle from being an open competitive

market to nationalization and back to a liberalized market again. The business of life

insurance in India in its existing form started in India in the year 1818 with the

establishment of the Oriental Life Insurance Company in Calcutta by Anita Bhavsar.

Despite the fact that general insurance business has been growing at a healthy rate of 16

per cent annually between 2004-05 and 2008-09, its penetration level is just 0.60 per cent

of India’s GDP against world average of 2.14 per cent. India ranks 136th on penetration

levels and Life Advisors behind China(106), ThaiLife Advisornd (87), Russia(86),

Brazil(85), Japan(61), and the US(9). The penetration of general insurance in india

remains low on account of low consumer preference, Life Advisorrgely untapped rural

markets and constrained distribution channels (Crisil & Assocham).

Recruitment and selection is the process of identifying the need for a job, defining the

requirements of the position and the job holder, advertising the position and choosing the

most appropriate person for the job.Human Resource Management includes all activities

used to attract & retain employees and to ensure they perform at a high level in meeting

organizational goals. It means employing people, developing their resources, utilizing,

maintaining and compensating their services in tune with the job and organizational

requirements.

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SIGNIFICANCE OF THE STUDY

A research has its own importance in any business organization. It is a systematic and

scientific investigation of any idea either precise or abstract from continuous basis of

learning. As we know in present times, the modern world is progressing at a very high

pace. Due to high competition and increased expectations, every organization needs

effective recruitment and selection process. By this study new segments of recruitment

and selection has been discovered. This will help to enhance the capability of Bharti

AXA Life Insurance Company Ltd. in using the recruitment and selection process more

effectively.

This project would be significant for researcher because this is the opportunity for putting

theortical knowledge into practical application.

This project would be significant for the readers as it is providing them knowledge about

recruitment and selection process.

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CONCEPTUALIZATION

Recruitment

Recruitment is defined as, “a process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for attracting that

manpower in adequate numbers to facilitate effective selection of an efficient workforce.”

Edwin B. Flippo defined recruitment as “the process of searching for prospective

employees and stimulate them to apply for jobs in the organization.” Recruitment is a

‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a

‘joining process’ in that it tries to bring together job seekers and employer with a view to

encourage the former to apply for a job with the Life Advisor.

In order to attract people for the jobs, the organization must communicate the position in

such a way that job seekers respond. To be cost effective, the recruitment process should

attract qualified applicants and provide enough information for unqualified persons to

self-select themselves out.

Recruitment is distinct from Employment and Selection. Once the required number and

kind of human resources are determined, the management has to find the potential Life

Advisors where the required human resources are/will be available and also find the

means of attracting them towards the organization before selecting suitable candidates for

jobs. All this process is generally known as recruitment. Some people use the term

“Recruitment” for employment. These two are not one and the same. Recruitment is only

one of the steps in the entire employment process. Some others use the term recruitment

for selection. These are not the same either. Technically speaking, the function of

recruitment precedes the selection function and it includes only finding, developing the

sources of prospective employees and attracting them to apply for jobs in an organization,

whereas the selection is the process of finding out the most suitable candidate to the job

out of the candidates attracted (i.e., recruited).Formal definition of recruitment would

give clear cut idea about the function of recruitment.

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PURPOSES AND IMPORTANCE OF RECRUITMENT

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of

visibly, under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will

leave the organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

Develop an organizational culture that attracts competent people to the company.

Search or head hunt/head pouch people whose skills fit the company’s values.

Devise methodologies for assessing psychological traits.

Search for talent globally and not just within the company.

Design entry pay that competes on quality but not on quantum.

Anticipate and find people for positions that do not exist yet.

Increase organizational and individual effectiveness in the short term and long

term.

Evaluate the effectiveness of various recruiting techniques and sources for all

types of job applicants.

Recruitment represents the first contact that a company makes with potential

employees. It is through recruitment that many individuals will come to know a

company, and eventually decide whether they wish to work for it. A well-planned and

well-managed recruiting effort will result in high-quality applicants, whereas, a

haphazard and piecemeal effort will result in mediocre ones. High-quality employees

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cannot be selected when better candidates do not know of job openings, are not interested

in working for the company and do not apply. The recruitment process should inform

qualified individuals about employment opportunities, create a positive image of the

company, provide enough information about the jobs so that applicants can make

comparisons with their qualifications and interests, and generate enthusiasm among the

best candidates so that they will apply for the vacant positions.

The negative consequences of a poor recruitment process speak volumes about its role

in an organization. The failure to generate an adequate number of reasonably qualified

applicants can prove costly in several ways. It can greatly complicate the selection

process and may result in lowering of selection standards. The poor quality of selection

means extra cost on training and supervision. Furthermore, when recruitment fails to

meet the organizational needs for talent, a typical response is to raise entry-level pay

scales. This can distort traditional wage and salary relationships in the organization,

resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can

play a major role in determining the resources that must be expended on other HR

activities and their ultimate success

SOURCES OF RECRUITMENT

Every organisation has the option of choosing the candidates for its recruitment processes

from two kinds of sources: internal and external sources. The sources within the

organisation itself (like transfer of employees from one department to other, promotions)

to fill a position are known as the internal sources of recruitment. Recruitment candidates

from all the other sources (like outsourcing agencies etc.) are known as the external

sources of recruitment.

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SOURCES OF RECRUITMENT

FACTORS AFFECTING RECRUITMENT

Potential advantages

Internal

Worker morale and motivation is enhanced

Organization has a better opportunity to assess knowledge & skills of the

candidate

Candidate has existing knowledge about the organization

Less orientation may be needed

May generate unhealthy competitiveness for promotions

Additional training may be required

Pool of candidates may be restricted

Those not selected may feel rejected and discontented

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External

• New ideas and insight

• New knowledge and experience

• Larger pool of talent to recruit from

• Recruiting and selecting may be more time-consuming

• Longer adjustment period may be needed

• Induction costs may be higher

• Less opportunity to assess knowledge & skills

Please note that these pros and cons may or may not apply when recruiting for all

positions. Weigh up possible pros and cons for each recruitment situation before making

your decision regarding sources

Undesirable consequences of poor recruitment:

Poor recruitment choices (i.e., poor person-job fit t) can have a range of undesirable

consequences for the organization and the worker including:

• Higher rates of turnover

• Reduced performance effectiveness

• Lowered job satisfaction

• Reduced work motivation.

.Challenges to recruitment of effective staff include:

Lack of qualified applicants

Inadequate salary packages

Lack of resources (including funds)

Limited scope for advancement and promotion

Lack of job security

Remoteness of services

Stigma attached to working in the AOD field.

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Strategies for successful recruitment

Recruitment and selection is not only about choosing the most suitable candidate. The

recruitment and selection experience can also impact on the likelihood that a candidate

will accept a job offer and on their commitment to remaining with the organization.

Committing time and resources to develop a comprehensive recruitment strategy is a

worthwhile investment. Poor recruitment choices (i.e., poor person-job fit) can have a

range of undesirable consequences for the organization and the worker including:

Higher rates of turnover

Reduced performance effectiveness

Lowered job satisfaction

Reduced work motivation.

Effective recruitment process:

Step 1: Ensure an up-to-date job description

Step 2: Develop an effective recruitment strategy

Step 3: Evaluate the recruitment strategy.

A clear, accurate and up-to-date job description is crucial to ensuring a good person-job

fit. It is worthwhile spending some time making sure that the job description matches the

everyday reality of the job.

A job description contains two types of information:

Specific tasks and activities required for a particular job (e.g., conduct counseling

sessions, write client reports)

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The knowledge, skills and abilities required for effective performance by the job

incumbent (e.g., good communication skills, capacity to establish good client

rapport).

Most positions within the AOD field are complex, characterized by challenging work,

multiple roles and changing work demands. In these circumstances, the best person-job

fit t may be achieved by focusing on the tasks and activities as well as the knowledge,

skills and abilities of an effective performer.

The accuracy of a job description is likely to be improved by gathering information from

different sources. Different perspectives on the knowledge, skills, responsibilities,

challenges and demands of a position are likely to be provided by supervisors and

workers in the same or similar roles.

Useful information to gather from supervisors and coworkers includes:

What knowledge, skills, abilities and other personal characteristics (KSAOs) are

necessary for the position?

What KSAOs can be practically and reasonably expected?

What KSAOs are essential for effective job performance?

What KSAOs distinguish between good and poor performers on the job?

It may also be useful to consider whether the organization is willing to take on

less experienced workers and provide professional development activities (in-

house or external) to build up their knowledge and skills.

Step 2: Develop an effective recruitment strategy

Two important issues to consider when developing a recruitment strategy are:

• The source of recruitment (i.e., advertisements, personal referrals, employment

agencies, direct applications)

• The recruiter (i.e., the “personal face” of the organization).

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The source of recruitment

A range of strategies (e.g., newspaper advertisements, personal networks) can be used to

recruit new workers. There is evidence that hiring new staff through referrals from

existing staff or direct (unsolicited) applications is likely to result in lower turnover rates

and higher job satisfaction compared to more traditional avenues of recruiting (e.g.,

newspaper advertisements.)

MODERN TECHNIQUES:

Walk-in: - As per this technique, the potential candidates are required to attend for an

interview directly and without a prior application on a specified date, time and at a

specified place.

Consult-in: - The busy and dynamic companies encourage the potential job seekers to

approach them personally and consult them regarding the jobs.

Head-hunting: - These are also known as search consultants. The companies request the

professional organizations to search for the best candidates particularly for the senior

executive positions.

Body Shopping: - Professional organizations and the hi-tech training institutes develop

the pool of human resources for the possible employment. The prospective employers

contact these organizations to recruit the candidates. These professional and training

institutions are called body shoppers and these activities are known as body shopping.

Business Alliances: - Business alliances like acquisitions, mergers and take-over help in

getting human resources. The company with surplus human resources offers the services

of their employees to other needy organizations.

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Tele-Recruitment: - This technique involves the use of the Internet, to advertise job

vacancies and also for the candidates to apply online.

Overview of selection techniques

Evidence-based best practice for three of the most commonly used selection techniques is

outlined below.

1. Curriculum vitas / résumés and written applications

A curriculum vitae (CV) / résumé provides valuable information relating to a person’s

professional Qualifications and experience. All information in the CV should be verified

where appropriate (e.g., asking applicants to explain gaps in employment history).

Requesting job applicants to address specific c selection criteria (i.e., essential and

desirable) can improve the efficiency of reviewing CVs.

2. Conducting interviews

Structured interviews are recommended. A structured interview involves asking each

candidate the same set of questions and assessing their responses on the basis of pre-

determined criteria. Questions and assessment criteria should be based on accurate,

updated job descriptions. It is also helpful to develop criteria to categories responses

(e.g., as excellent, good, average and unsatisfactory). An interview panel consisting of a

representative selection of people may also be helpful. Two common types of structured

interview questions are:

• Situational questions which ask candidates about hypothetical scenarios that may be

encountered in the job and how they would respond in that situation

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• Experienced-based questions which focus on specific examples of the candidate’s prior

work experiences and their responses to past situations that are relevant to the job in

question.

3. Reference checks

Referees are useful for identifying past employment problems and clarifying the accuracy

of information presented in an interview or CV. Only a small percentage of all reference

checks are negative, therefore, it is often difficult to differentiate between candidates on

the basis of reference checks alone.

Induction and orientation of new workers

An effective induction helps new workers understand their role and where they “fit”

within the organization. It also equips them with the tools they need to perform their

work role. Two useful induction tools are:

1. Induction manual / kits which may contain:

• An induction checklist

• Organizational philosophy / ethics / history

• Strategic values of the organization

• An organizational chart / structure

• An employment manual on policies and procedures

• An orientation to the workplace (including parking and safety issues)

• Information about episodes of care, the duty system, supervision, staff meetings, etc.

2. Mentoring / “buddy” system

New workers can be paired with experienced workers from a similar area to “show them

the ropes”.

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Alternatively, a more formal / structured mentoring system can be a useful induction

strategy in

Which new workers are paired with a mentor who can assist them with their ongoing

professional development?

Best practice in selection techniques

A wide selection of techniques are available which range from intensive (and expensive)

activities (e.g., multi-day assessment centers), to the more commonly used interviews and

reference checks. Based on the evidence alone, best practice in selection requires a

comprehensive program that, Includes realistic tests of work practice and the use of

validated psychometric instruments. This is clearly an unrealistic expectation for most

AOD organizations.

The next section describes evidence-based best practice for three of the most commonly

used selection techniques:

Curriculum vitaes / résumés and written applications

Conducting interviews

Selection tests.

Curriculum vitaes / résumés and written applications

Information about a person’s professional qualifications and experience can be obtained

from their curriculum vitae (CV) / résumé and their written applications. This

information needs to be verified as far as possible before the person is hired. When

reviewing the CV / résumé and written application, look for items that may need further

clarification such as:

Unexplained gaps in employment history

Ambiguous wording

Unanswered or partly answered questions

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Inconsistent information

Frequent job changes.

Consider requesting job applicants to address specific selection criteria (i.e., essential and

desirable) for the job position. The onus is then on the applicant to summarise their work

experience and qualifications and present it in an accessible manner. This makes for a

more efficient and time-saving

process to find relevant information about each applicant that matches the criteria for the

job.

Conducting interviews

In order to obtain the best person-job fit (i.e., matching the right person for the right job),

a Structured interview format is recommended. A structured interview involves asking

each candidate the same set of questions and assessing their responses on the basis of pre-

determined criteria. The questions and assessment criteria are based on an accurate,

updated job description.

The more common types of structured interview questions are situational

and experience-based.

Situational questions

Situational questions ask candidates about hypothetical scenarios that may be

encountered in the job and how they would respond in that situation.The questions

directly tap into the work related experience and problem-solving style of the candidate.

For example, situational interview questions may include:

Your case load has increased to the point of being unmanageable - how would

you address this?

What would you do if a client did not attend an appointment?

You are the team leader and two team members have had an argument with one

another about the way the work tasks should be assigned. How would you handle

this?

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If you disagreed with the work practices of a coworker or team member, how

would you deal with this situation?

A client arrives to a session intoxicated. How would you manage this?

A client complains to you that another staff member has acted inappropriately.

What would you do?

During a counselling session, it becomes apparent that a client has problems to

manage that are beyond your skill level (e.g., mental health issues or abuse). How

would you handle this?

Experience-based questions

Experience-based questions focus on specific c examples of the candidate’s prior work

experiences and their responses to past situations that are relevant to the job in question.

One advantage of experience-based questions is the opportunity to tap into actual

behavior and feelings rather than hypothetical ones.

Examples of experience-based questions include:

• Please describe a situation where you had to deal with an aggressive client and outline

how you dealt with this. What were some of the strengths and weaknesses in your

approach?

• Can you give an example of when you had to manage a complex project and describe

the strategies you used to do this?

Developing criteria to assess candidates’ responses

To effectively distinguish between candidates, it is recommended that structured

questions are accompanied by a pre-determined scoring key. The scoring key should

contain examples of excellent, good, average, and unsatisfactory answers against which

candidates’ answers can be compared. Advantages of pre-determined scoring criteria

include:

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• Reduced reliance on interviewers’ memory or written notes

• Increased cLife Advisorrity regarding the criteria against which candidates are assessed

(i.e., what is a “good” answer?)

• Consistency of assessment across candidates and between interviewers (if a panel is

used).

Interview panels

It is recommended that an interview panel, rather than a single interviewer, is used. Using

a panel of interviewers can help to minimize potential biases, as well as provide the

opportunity to compare evaluations of the candidate before a final decision is made.29

Where appropriate, the panel should be

representative of gender and professions. Representation on an interview panel can

provide frontline workers / team members with an opportunity to participate in the

recruitment and selection process.

Selection tests

Purpose

To judge potential ability/job related problems

To eliminate the possibility of biasness on the part of interviewer

To uncover talents not identifiable by interviewer.

Types

There are mainly four kind of tests:-

1. achievement test(profeceancy test ): to test the skills or knowledge acquired by the

candidate due to his training and achievement for example typing test,shorthand

test,operating calculators etc.

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2. Aptitude test(Potential test) : to judge latent ability to learn a new job,in order to

judge memory,reasoning,speed of perception,fluency in language,to judge the

capacityto learn a particular type of mechanical work etc.

3. Pschometer or skill test : measure to ability to do a specific job

4. Personality test : to judge individual value system,emotional

reaction,maturity,confidence,to judge the dominance,selfconfidence,self

sufficiancyetc.

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FOCUS OF THE PROBLEM

The insurance industry is expanding very fast and there is big scope in this sector in

future, insurance companies recruit Life Advisors and take work from them on

commission bases. The whole growth of company depends upon the capability of Life

Advisor.So the main problem is to recruitment and selection of capable candidates for life

advisors

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OBJECTIVES OF THE STUDY

To study and understand the process of recruitment and selection of Life Advisor

at Bharti AXA Life Insurance Company Ltd.

To find out the different sources of recruitment.

To study the effectiveness of Recruitment and Selection process.

To suggest the various profiles for getting capable Life Advisor in Bharti AXA

Life Insurance Company Ltd.

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LIMITATIONS OF THE STUDY

Time was the biggest limitation. The project requires a thorough study which

requires a considerable amount of time.

The study is based on both primary as well as secondary data and has the

limitations pertaining to the usage of both kinds of data.

Respondents may be biased while filling the questionnaire.

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Chapter-2

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INDUSTRY PROFILE

History of insurance sector in india

In India, insurance has a deep-rooted history. It finds mention in the writings of Manu (

Manusmrithi ), Yagnavalkya ( Dharmasastra ) and Kautilya ( Arthasastra ). The

writings talk in terms of pooling of resources that could be re-distributed in times of

calamities such as fire, floods, epidemics and famine. This was probably a pre-cursor to

modern day insurance. Ancient Indian history has preserved the earliest traces of

insurance in the form of marine trade loans and carriers’ contracts. Insurance in India has

evolved over time heavily drawing from other countries, England in particular.

 

   1818 saw the advent of life insurance business in India with the establishment

of the Oriental Life Insurance Company in Calcutta. This Company however failed in

1834. In 1829, the Madras Equitable had begun transacting life insurance business in the

Madras Presidency. 1870 saw the enactment of the British Insurance Act and in the last

three decades of the nineteenth century, the Bombay Mutual (1871), Oriental (1874) and

Empire of India (1897) were started in the Bombay Residency. This era, however, was

dominated by foreign insurance offices which did good business in India, namely Albert

Life Assurance, Royal Insurance, Liverpool and London Globe Insurance and the Indian

offices were up for hard competition from the foreign companies.

 

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     In 1914, the Government of India started publishing returns of Insurance Companies

in India. The Indian Life Assurance Companies Act, 1912 was the first statutory measure

to regulate life business. In 1928, the Indian Insurance Companies Act was enacted to

enable the Government to collect statistical information about both life and non-life

business transacted in India by Indian and foreign insurers including provident insurance

societies. In 1938, with a view to protecting the interest of the Insurance public, the

earlier legislation was consolidated and amended by the Insurance Act, 1938 with

comprehensive provisions for effective control over the activities of insurers.

 

   The Insurance Amendment Act of 1950 abolished Principal Agencies. However, there

were a large number of insurance companies and the level of competition was high.

There were also allegations of unfair trade practices. The Government of India, therefore,

decided to nationalize insurance business.

 

      An Ordinance was issued on 19th January, 1956 nationalising the Life Insurance

sector and Life Insurance Corporation came into existence in the same year. The LIC

absorbed 154 Indian, 16 non-Indian insurers as also 75 provident societies—245 Indian

and foreign insurers in all. The LIC had monopoly till the late 90s when the Insurance

sector was reopened to the private sector.

 

     The history of general insurance dates back to the Industrial Revolution in the

west and the consequent growth of sea-faring trade and commerce in the 17 th century. It

came to India as a legacy of British occupation. General Insurance in India has its roots in

the establishment of Triton Insurance Company Ltd., in the year 1850 in Calcutta by the

British. In 1907, the Indian Mercantile Insurance Ltd, was set up. This was the first

company to transact all classes of general insurance business.

1957 saw the formation of the General Insurance Council, a wing of the Insurance

Associaton of India. The General Insurance Council framed a code of conduct for

ensuring fair conduct and sound business practices.

 

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    In 1968, the Insurance Act was amended to regulate investments and set minimum

solvency margins. The Tariff Advisory Committee was also set up then.

In 1972 with the passing of the General Insurance Business (Nationalisation) Act, general

insurance business was nationalized with effect from 1st January, 1973. 107 insurers were

amalgamated and grouped into four companies, namely National Insurance Company

Ltd., the New India Assurance Company Ltd., the Oriental Insurance Company Ltd and

the United India Insurance Company Ltd. The General Insurance Corporation of India

was incorporated as a company in 1971 and it commence business on January 1sst 1973.

 

     This millennium has seen insurance come a full circle in a journey extending to nearly

200 years. The process of re-opening of the sector had begun in the early 1990s

and the last decade and more has seen it been opened up substantially. In 1993, the

Government set up a committee under the chairmanship of RN Malhotra, former

Governor of RBI, to propose recommendations for reforms in the insurance sector.The

objective was to complement the reforms initiated in the financial sector. The committee

submitted its report in 1994 wherein , among other things, it recommended that the

private sector be permitted to enter the insurance industry. They stated that foreign

companies be allowed to enter by floating Indian companies, preferably a joint venture

with Indian partners.

 

     Following the recommendations of the Malhotra Committee report, in 1999, the

Insurance Regulatory and Development Authority (IRDA) was constituted as an

autonomous body to regulate and develop the insurance industry. The IRDA was

incorporated as a statutory body in April, 2000. The key objectives of the IRDA include

promotion of competition so as to enhance customer satisfaction through increased

consumer choice and lower premiums, while ensuring the financial security of the

insurance market.

 

     The IRDA opened up the market in August 2000 with the invitation for application for

registrations. Foreign companies were allowed ownership of up to 26%. The Authority

has the power to frame regulations under Section 114A of the Insurance Act, 1938 and

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has from 2000 onwards framed various regulations ranging from registration of

companies for carrying on insurance business to protection of policyholders’ interests.

 

    In December, 2000, the subsidiaries of the General Insurance Corporation of India

were restructured as independent companies and at the same time GIC was converted into

a national re-insurer. Parliament passed a bill de-linking the four subsidiaries from GIC in

July, 2002.

 

     The insurance sector is a colossal one and is growing at a speedy rate of 15-

20%. Together with banking services, insurance services add about 7% to the country’s

GDP. A well-developed and evolved insurance sector is a boon for economic

development as it provides long- term funds for infrastructure development at the same

time strengthening the risk taking ability of the country.

 

Tracing the developments in the Indian insurance sector reveals the 360-degree turn

witnessed over a period of almost 190 years.

The business of life insurance in India in its existing form started in India in the year

1818 with the establishment of the Oriental Life Insurance Company in Calcutta.

Some of the important milestones in the life insurance business in India

are:

1912 - The Indian Life Assurance Companies Act enacted as the first statute to regulate

the life insurance business.

1928 - The Indian Insurance Companies Act enacted to enable the government to collect

statistical information about both life and non-life insurance businesses.

1938 - Earlier legislation consolidated and amended to by the Insurance Act with the

objective of protecting the interests of the insuring public.

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1956 - 245 Indian and foreign insurers and provident societies taken over by the central

government and nationalized. LIC formed by an Act of Parliament, viz. LIC Act, 1956,

with a capital contribution of Rs. 5 crore from the Government of India.

The General insurance business in India, on the other hand, can trace its roots to the

Triton Insurance Company Ltd., the first general insurance company established in the

year 1850 in Calcutta by the British.

Insurance Regulatory and Development Authority(IRDA)

The Insurance Regulatory and Development Authority (IRDA) is a national agency of

the Government of India, based in Hyderabad. It was formed by an act of Indian

Parliament known as IRDA Act 1999, which was amended in 2002 to incorporate some

emerging requirements. Mission of IRDA as stated in the act is "to protect the interests of

the policyholders, to regulate, promote and ensure orderly growth of the insurance

industry and for matters connected therewith or incidental thereto."

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Company profile

Bharti AXA Life Insurance is a joint venture between Bharti, one of India’s leading

business groups with interests in telecom, agri business and retail, and AXA, world leader

in financial protection and wealth management. The joint venture company has a 74%

stake from Bharti and 26% stake of AXA.

The company launched national operations in December 2006. Today, we have over 8000

employees across over 12 states in the country and a national footprint of distributors

trained to provide quality financial advice and insurance solutions to the large Indian

customer base.

As we further expand our presence across the country with a large network of

distributors, we continue to provide innovative product and service offerings to cater to

specific insurance and wealth management needs of customers. Whatever your plans in

life, you can be confident that Bharti AXA Life will offer the right financial solutions to

help you achieve them.

Bharti enterprises

Bharti Enterprises is one of India’s leading business groups with interests in telecom, agri

business, insurance and retail. Bharti has been a pioneering force in the telecom sector

with many firsts and innovations to its credit. Bharti Airtel Limited, a group company, is

one of India’s leading private sector providers of telecommunications services with an

aggregate of 60 million customers, spanning mobile, fixed line, broadband and enterprise

services. Bharti Airtel was ranked amongst the best performing companies in the world in

the BusinessWeek IT 100 list 2007. Bharti Teletech is the country’s largest manufacturer

and exporter of telephone terminals. Bharti has a joint venture with ELRo Holdings India

Ltd. – ‘FieldFresh Foods Pvt. Ltd’ - for global distribution of fresh fruits and vegetables.

Bharti also has a joint venture - ‘Bharti AXA Life Insurance Company Ltd.’ - with AXA,

world leader in financial protection and wealth management. Bharti has recently forayed

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into the retail business under a company called Bharti Retail Pvt. Ltd. It also has a joint

venture – ‘Bharti Wal-Mart Private Limited’ – with Wal-Mart, for wholesale cash-and-

carry and back-end supply chain management operations.

Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti

Group has a diverse business portfolio and has created global brands in the

telecommunication sector. Bharti has recently forayed into retail business as Bharti Retail

Pvt. Ltd. under a MoU with Wal-Mart for the cash & carry business. It has successfully

launched an international venture with EL Rothschild Group to export fresh agri products

exclusively to markets in Europe and USA and has launched Bharti AXA Life Insurance

Company Ltd under a joint venture with AXA, world leader in financial protection and

wealth management. Airtel comes

to you from Bharti Airtel Limited, India’s largest integrated and the first private telecom

services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its

inception has been at the forefront of technology and has steered the course of the

telecom sector in the country with its world class products and services. The businesses at

Bharti Airtel have been structured into three individual strategic business units (SBU’s) -

Mobile Services, Airtel Telemedia Services & Enterprise Services. The mobile business

provides mobile & fixed wireless services using GSM technology across 23 telecom

circles while the Airtel Telemedia Services business offers broadband & telephone

services in 94 cities. The Enterprise services provide end-to-end telecom solutions to

corporate customers and national & international long distance services to carriers. All

these services are provided under the Airtel brand.

Bharti is the “first”

To launches India’s first private sector National Long Distance service

Mobile service to cross the three million customer mark and to cross 1,00,000 in

Himachal

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To launch world’s first Flexi-Recharge prepaid coupon for its customer

To announce innovative outsourcing to enhance Quality of Customer Services

To launch talk-time transfer service for its pre-paid customers in Delhi

To win the prestigious “MIS Asia IT Excellence Award 2005”

Awards

Airtel wins the “World Communication Best Brand Award”

Bharti Tele-Ventures is the “Asian Mobilenews Mobile Operator Of the Year”

Airtel chosen as “Most Preferred Mobile Service” by CNBC Awaaz Consumer

Awards

Bharti Tele-Ventures is the Indian Mobile Operator of the Year 2005

Bharti wins Silver Trophy at the CII National Six Sigma Awards

Bharti Tele-Ventures amongst the top technology companies in the World-

Business Week

Bharti foundation wins Golden Peacock award for corporate social responsibility.

AXA Group

AXA Group is a worldwide leader in Financial Protection. AXA's operations are diverse

geographically, with major operations in Western Europe, North America and the

Asia/Pacific area. AXA had Euro 1,315 billion in assets under management as of

December 31, 2006. For full year 2006, IFRS revenues amounted to Euro 79 billion,

IFRS underlying earnings amounted to Euro 4,010 million and IFRS adjusted earnings to

Euro 5,140 million.

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The AXA ordinary share is listed and trades under the symbol AXA on the Paris Stock

Exchange. The AXA American Depository Share is also listed on the NYSE under the

ticker symbol AXA.

AXA Asia Pacific Holdings

AXA Asia Pacific Holdings Ltd (AXA APH) is listed on the Australian stock exchange

and is 52.3% owned by AXA SA. AXA APH is responsible for AXA SA’s life insurance

and wealth management businesses in the Asia-Pacific region. It has operations in

Australia, New Zeland, Hong Kong, Singapore, Indonesia, Philippines, Thailand, China,

India and Malaysia. AXA APH had A$106.4 billion in total funds under management and

administration at 30 June 2007 and reported a profit after tax before non-recurring items

of A$374.0 million for the six months ended 30 June 2007.

AXA Group is a worldwide leader in financial protection and wealth management.

AXA's operations are diverse geographically, with major operations in Western Europe,

North America, and the Asia/Pacific area. AXA had Euro 1315 billion in assets under

management as of DEC. 30, 2008 and reported revenues of approximately Euro 79

billion for 2007. IFRS underlying earnings amounted to Euro 4,010 million and IFRS

adjusted earnings to Euro 5,140 million.

 

The AXA ordinary share is listed and trades on the Paris Stock Exchange. The AXA

American Depository Share is also listed on the NYSE.

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Bharti AXA Life Insurance

Bharti AXA Life Insurance is a joint venture between Bharti, one of India’s leading

business groups with interests in telecom, agri business and retail, and AXA, world leader

in financial protection and wealth management. The joint venture company has a 74%

stake from Bharti and 26% stake of AXA.

The company launched national operations in December 2007. Today, we have over 5200

employees across over 12 states in the country. Our business philosophy is built around

the promise of making people "Life Confident”. The CEO of Bharti AXA Life

Insurance is Mr. Nitin Chopra.

Vision:-

To be a leader and the preferred company for financial protection and

wealth management in India

Values:-

Professionalism

Innovation

Team Spirit

Pragmatism

Integrity

Strategy:-

To achieve a top 5 market position in India through a multi-distribution, multi-

product platform

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To adapt AXA's best practice blueprints as a sound platform for profitable growth

To leverage Bharti's local knowledge, infrastructure and customer base

To deliver high levels of shareholder return

To build long term value with our business partners by enhancing the proposition

to their customers

To be the employer of choice to attract and retain the best talent in India

To be recognised as being close and qualified by our customers

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PRODUCTS

Individual Plans Bharti AXA Bright Stars Bharti AXA Spot Suraksha Bharti AXA Dream Life Pension Bharti AXA Aspire Life Bharti AXA Invest Confident Bharti AXA Wealth Confident Bharti AXA Future Confident Bharti AXA Future Confident II Bharti AXA Save Confident Bharti AXA Secure Confident

Group Plans Bharti AXA Mortgage Credit Shield Bharti AXA Life Credit Shield Bharti AXA Life Shield Bharti AXA Swasthya Sanjeevani Bharti AXA Sanjeevani

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COMPETITORS OF BHARTI AXA

SBI Life Insurance

BAJAJ Allianz

ICICI Prudential

AVIVA Life Insurance

HDFC Life Insurance

BIRLASUN LIFE insurance

ING VYASA

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SWOT Analysis

STRENGTH

Bharti and AXA both are strong groups in world wide.Bharti is India’s one of the

largest group and AXA is one the leading group in insurance all over the

world.By combining both the groups their strength will increase.

Wide geographic reach, growing clients, and a diversified portfolio of products and services. .

Easy Ways to pay your premium:

WEAKNESS

Bharti AXA Life Insurance Ltd. is the new entrant in insurance sector.People don’t know

much about the company.

OPPORTUNITY

Company is new so there are wide scope to grow.there are only one third population is

insured so there is wide scope to grow.

THREATS

Company has to do lot of hard work because there are already 21 competetors present in

the market and same number are ready to come in near future.

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Contact Address

Bharti AXA Life Insurance Co. Ltd.

Unit 601 & 602, 6th Floor

Raheja Titanium, Off Western Express Highway

Goregaon (East), Mumbai - 400063

Website: www.bharti-axalife.com

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Chapter-3

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REVIEW OF EXISTING LITRETURE

Philip G. Swaroff, Lizabeth A. Barclay, Alan R. Bass(2006) has written in his article

relations between recruiting source, employee tenure and productivity were examined for

a sample of 618 technical salespersons over a 2-year period. Unlike earlier research, a

relation between recruitment source and job tenure was not found, nor was recruiting

source found to be related to employee productivity. Explanations for differences

between the present findings and earlier research include: characteristics of this particular

job; the fact that multiple jobs and levels were not always considered; and the turnover

rate of the sample job. Additional findings lent some support to Schwab's (1982)

suggestion that recruiting sources may be differentially effective to the extent that they

reach different populations. A comparison of research results with text book presentations

and practitioner articles is also provided, with a discussion of the gap between research

and practice.

Charieoliver(2008) has said on her research paper that the key to successful recruitment

is to ensure that the criteria of suitability are overt and relevant to the job itself. Once

these criteria are agreed and shared it is possible to make more rational decisions about

someone's suitability for a job, based on evidence rather than ‘gut feeling’ or instinct.

Effective recruitment and selection should not be about the luck of the draw. Systematic

planning and preparation will increase the likelihood of taking on the right person. The

key to effective recruitment is preparation: knowing the job and what is required of

someone to perform it well. The costs of recruiting the wrong person can be significant.

The cost of employing someone may be at least twice their salary when factors such as

training, expenses and employer's contributions to their pension are added.

Rakesh sharma(2008) has written in his book that a company's success begins in the

recruitment process during which the screening and vetting procedures shape and convey

the company's demands to aspiring candidates. Therefore, it is essential for an

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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.

Robert P. Vecchio(2004) Selection is the process of choosing from a group of applicants

the individual best suited for a particular position based on conventional and non-

conventional methods . Therefore, the effectiveness of recruitment has a significant

impact on the efficiency of the selection process. The selection process should provide as

much reliable and valid information as possible about applicants so that their

qualifications may be carefully matched with the job requirements.

BLife Advisorckman (2002) said in his book interviews are used widely for selection

purposes at senior or executive level (Campion, Palmer, & Campion, 1997; Garman,

2005). Research shows that to increase their reliability, validity and feasibility, interviews

should be based on a thorough job analysis and selection criteria, they should be semi-

structured and scored according to a behaviourally anchored rating scale. Multiple

interviews are often favoured over panel interviews, the modality of the interview should

be standardised across all candidates, and assessors should be trained .

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RESEARCH METHODOLOGY

Research problem:- To get the potential Life Advisors for the sake of company’s

benefit.

Research Design :- Descriptive and Exploratory Research Design. Study is

descriptive because it describes the process of recruitment and selection and study is

exploratory because some more new profiles or segments are discovered for recruitment.

Universe & Sample size;- Bharti AXA Life Insurance Company Ltd.Gurgaon.

Agency Managers-20

Life Advisors-50

Sampling Technique;- convenient sampling

Data Collection and Sources:- Data is collected through primary and secondary

sources where primary data collection was done by structured questionnaire and

secondary data was collected from magazines,newspaper,books,etc.

Analysis pattern:- pie chart and bar chart were used for analysis.

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Chapter-4

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ANALYSIS AND INTERPRETATION

RECRUITMENT PROCESS OF BHARTI AXA:

Primary Sources

 

        Through Agency Manager References

        Cold Calling

        Through Interns

 

Kind Of Recruitment

Process

Basically, it is a 4 rounds procedure:

        Initially Candidate has to fill 750/-Rs.

NAAF

(New Agent Application Form) then

Screening is done by Agency Managers.

        Business Opportunity Presentation (BOP)

is done by ADM (Agency Development

Manager).

        Then, Branch Manager will Interview the

candidate.

        After this Training will be provided to

Candidate.

        And then Candidate has to undergo IRDA

Exam.

Strategies Followed

 

No Strategies are followed as such.

Criteria for becoming

Financial Advisor(Life

Advisor)

Basic criteria is:

        Graduate.

        Age > 25

        Married Preferred.

        Female Preferred

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        Min. of 5years of Residence in Gurgaon.

 

No. of days allocated

for training

18-20 days are allocated for Training.

In a month,no.of

candidates Recruited as

Financial Advisors

40-50 candidates are recruited as Life

Advisors.

Training

Reimbursement/Commi

ssion

No Training Reimbursement is given to

Life Advisors.

In a year,no.of times

Training provided

Once in a month.

Bharti AXA strictly follows the norms of

IRDA

so; if anyone is not fulfilling the criteria

then he cannot be awarded with any

position in the company.

Career Path Life Advisors get a good Career Path so

they can become Agency Manager as well

as Training Manager.

How is it Different

 

Basically, Bharti AXA concentrates on :

 

        Professionalism

        Pragmatism

        Integrity

And also they want to become preferred

company for financial protection so, they

take candidate needs into consideration a

lot as they have multi-channel execution

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capability.

For agency managers

1. From which segment people come and ready to do the job of LIFE

ADVISOR

segments Responsestudents 60% 12Businessman 10% 2govt. employes 10% 2Housewives 5% 1retired person 15% 3

100%

0%

10%

20%

30%

40%

50%

60%

students businessman govt.employes

housewives retiredperson

response

response

Interpretation

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Most of the respondents said that the people come and ready to do the job of LIFE

ADVISOR are freshers..

2. What are the sources of recruitment?

Sources responsesemployeement exchange 30% 6consultancy firm 20% 4Campus interview 0% 0calling on random nos. 30% 6References 20% 4

0%

5%

10%

15%

20%

25%

30%

employeementexchange

campusinterview

references

Sources

Sources

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Interpretation

According to survey the main source of life advisors are from employment exchange and

calling on random numbers.

3. Which one of the quality you want to see in your LIFE ADVISOR?

qualities Responsescommunication skill 30% 6Commitment 10% 2Confidence 30% 6social circle 30% 6Punctuality 0% 0

0%

5%

10%

15%

20%

25%

30%

communicationskill

confidence punctuality

qualities

qualities

Interpretation

Communication skill,confidence and social circle are the main characteristics of LIFE

ADVISOR which agency manager want to see in the LIFE ADVISOR.

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4. How many Life Advisor attend regular training sessions organized by

company?

Life Advisor in % Respondents0-20 020-40 10%40-60 45%60-80 25%80-100 20%

Respondents

0

0.05

0.1

0.15

0.2

0.25

0.3

0.35

0.4

0.45

0.5

0-20 20-40 40-60 60-80 80-100

Respondents

Interpretation

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According to survey 40-60% Life Advisor attend the training sessions organized by

company.

5. How much time you can retain your active LIFE ADVISOR?

Time Respondents0-1 year 40% 81-2 year 40% 82-3 year 10% 23-4 year 10% 24-5 year 0% 0

retain active LA

0-1 year

1-2 year

2-3 year

3-4 year

4-5 year

Interpretation

According to survey a company can retain LIFE ADVISOR only 0-2 years,after that

they change their company and join some other company of insurance.

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6. How much % LIFE ADVISOR got permotion within company?

promotion Responses10-20% 40% 821-30% 40% 831-40% 10% 241-50% 10% 251-60% 0% 0

promotion

10-20%

21-30%

31-40%

41-50%

51-60%

Interpretation

There is very small probability of permotion within company,this is only 10-30%.

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7. Do you agree Life Advisor are doing good job?

respondentsStronglyAgree 0Agree 25%Neutral 25%Disagree 50%StronglyDisagree 0

StronglyAgree

Agree

Neutral

Disagree

StronglyDisagree

Interpretation

Most of the agency managers are not satisfied with the performance of Life Advisor.

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8. Which segment do you want to give more priority?

Segments respondentsBusinessman 15%govt.employee 30%retired person 30%house-wife 10%Fresher 15%

respondents

0%

5%

10%

15%

20%

25%

30%

35%

businessman govt.employee retired person house-wife fresher

respondents

Interpretation

According to survey managers want to recruit more businessman and retired persons as

compared to other options.

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For Life Advisors

1. What is your qualification?

Qualification respondents12th 10%Graduation 60%Postgraduation 20%professional course 10%any other 0%

respondents

0%10%

20%30%

40%50%

60%70%

12th

grad

uatio

n

post

grad

uatio

n

prof

essio

nal c

ours

e

any

othe

r

respondents

Interpretation

According to survey qualification of most of the Life Advisor are graduation.

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2. Marital status

Marital status responseMarried 40%Unmarried 60%

married

unmarried

Interpretation

More than half the number of employees out of sample are unmarried.

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3. How much time you living in gurgaon?

Living status respondentsbelow 5yrs 20%5-10yrs 30%10-15yrs 20%15-20yrs 20%above 20yrs 10%

0%

5%

10%

15%

20%

25%

30%

35%

below 5yrs 5-10yrs 10-15yrs 15-20yrs above 20yrs

Series1

Interpretation

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Maximum 30% respondents are living in Gurgaon since 5-10 years.

4. What is your family annual income?

family income(per annum)Below 50000 050000-100000 10%100000-200000 20%200000-300000 30%above 300000 40%

0

0.05

0.1

0.15

0.2

0.25

0.3

0.35

0.4

0.45

below 50000 50000-100000 100000-200000 200000-300000 above 300000

Series1

Interpretation

Most of the respondents have more than three Life Advisorkh annual household income.

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5. Are you satisfied with training sessions provided by company?

strongly agree 0Agree 60%Neutral 10%Disagree 30%strongly disagree 0%

strongly agree

agree

neutral

disagree

strongly disagree

Interpretation

There are half respondents satisfied with the training sessions provided by company and

one third are dissatisfied with the training sessions.

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6. Are you satisfied with commission of Life Advisor?

strongly agree 0Agree 25%Neutral 0Disagree 75%strongly disagree 0

strongly agree

agree

neutral

disagree

strongly disagree

Interpretation

Most of the respondents are dissatisfied with commission of Life Advisor

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7. Are you satisfied with promotion policy of company?

strongly agree 0Agree 20%Neutral 0Disagree 70%strongly disagree 10%

strongly agree

agree

neutral

disagree

strongly disagree

Interpretation

Most of the respondents are dissatisfied with the permotion policy of the company.

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8. Are you doing this job as part time or full time?

part time 10%full time 90%

part time

full time

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Chapter-5

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FINDINGS

The agency managers can not retain the Life Advisor in company.

There are very less number of Life Advisor who got promotion within the

company.

About half number of Life Advisor are not attending the training sessions

provided by company.

Most of the Agency Managers are not satisfied with the performance of Life

Advisor

Most of the Life Advisor are not satisfied with their commission & promotion

policy of company.

Agency managers mainly focus on students or freshers for life advisors .

Bharti AXA is new in insurance sector so people not know much abut the

company.

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RECOMMENDATIONS

1. Company should focus more on profiles of Life Advisor while recruiting them,

for example, company should recruit people at the age of 28-32 years, company

should prefer married people who have a higher level of responsibility and

company should give preference to female life advisors such as female

entrepreneurs, divorced women.

2. Company should do some amendments in their promotion policy like they should

do internal promotion and stress on succession planning.

3. Company try to retain their active Life Advisors by giving some lucrative

incentives,quarterly bonus,tours based on their performance.

4. Company should do more interesting training sessions with the help of audio

visuals,two way communication,activities,practical training,etc.

5. Company should give more focus on advertisements so that they can lure more

people.

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CONCLUSION

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

present study has been done to analyze the effectiveness of recruitment process at Bharti

AXA Life Insurance Company Ltd. This study reveals that the company is not able to

recruit potential Life Advisors. Also the Life Advisors are dissatisfied with their

commission and promotion 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 Life Advisors like company should choose suitable segment for Life Advisor.

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BIBLIOGRAPHY

Books :

a) Blackman(2002), Human Resource Management, Tata Mcgraw Hill Publications.

b) Kotler Philips(2009),Marketing Management, Dorling Kindersley(India) Pvt.Ltd.

c) Kothari, C. R.(2005), Quantitative Technique, Vikas Publishing House Pvt.

Limited, New Delhi

d) Vecchio P Robert (2008), HRM Review, The Icfai University Press

Websites :

a) www.bhartiaxalife.com

b) www.citehr.com

c) www.irda.nic.in

d) www.paradize.com

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Questionnaire

Hello sir/madam,

I am an M B A student and conducting a very prestigious marketing research project on “

Recruitment and Selection of Life Advisor in Bharti AXA.” You are requested to

cooperate me by filling this questionnaire.

For agency managers

NAME ________________________________

GENDER a) Male b) Female

AGE a) Less than 25 b) 25-35 d) more than 35

1. From which segment people mostly ready to do the job of life advisor?

a) students(Freshers)

b) businessman

c) govt.employee

d) housewife

e) retired person

2. What are the sources of recruitment?

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a) through employment exchange

b) through consultancy firm

c) through campus interview

d) calling on random numbers

e) through references.

3. Which one of the following quality you want to see in your LA?(rate 1-5)

a) good communication skill

b) commitment

c) confidence

d) social circle

e) punctuality

4. How many LA’s attending regular training sessions organized by company ?(in %)

a) 0-20

b) 20-40

c) 40-60

d) 60-80

e) 80-100

5. How much time you retain your active LA’s?(in yrs)

a) 0-1

b) 1-2

c) 2-3

d) 3-4

e) 4-5

6. How much percent LA got permotion within company?

a) 0-20

b) 20-40

c) 40-60

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d) 60-80

e) 80-100

7. Do you agree agents are doing good job?

Strongly Agree Agree Neutral Disagree Strongly Disagree

8. Which segment do you want to give more priority?

a) businessman

b) govt.employee

c) retired person

d) house-wife

e) fresher

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For Life Advisors

NAME ________________________________

GENDER a) Male b) Female

AGE a) Less than 25 b) 25-35 d) more than 35

1. What is your qualification?

a) 12th

b) graduation

c) postgraduation

d) professional course

e) any other

2. Are you married?

a) yes b) no

3. How much time you living in gurgaon?(in years)

a) 0-5

b) 5-10

c) 10-15

d) 15-20

e) above 20

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4. What is your family income?(in Rs per annum)

a) below 50,000

b) 50,000-1,00,000

c) 1,00,000-2,00,000

d) 2,00,000-3,00,000

e) above 3,00,000

5. Are you satisfied with training sessions provided by company?

Strongly Agree Strongly Disagree

1 2 3 4 5

6 .Are you satisfied with commission of LA’s?

Strongly Agree Strongly Disagree

1 2 3 4 5

7. Are you satisfied with permotion policy of company?

Strongly Agree Strongly Disagree

1 2 3 4 5

8. Are you doing this job as part time or full time?

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