Project Report Recruitment-Selection Process Insurance

Companies

OBJECTIVES OF THE PROJECT

Every task is undertaken with an objective. Without any objective a task is rendered meaningless.
The main objectives for undertaking this project are:

To understand the internal Recruitment process at ICICI Prudential Life Insurance

To identify areas where there can be scope for improvement

To give suitable recommendation to streamline the hiring process

METHODOLOGY
The insurance sector is marked with a high level of attrition and therefore recruitment process
becomes a crucial function of the organization. At ICICI Prudential Life Insurance, recruitment is all time
high during May-June and Oct-Nov. The attrition is high among the sales managers, unit mangers mostly
in the sales profile. The recruitment is high during these months due to the fact that March and
September are half year closing and business is high during Jan-Mar. Thus it is only after March that
people move out of the companies.
Since my summer training was in the months of May-June, it gave me the opportunity of involving
myself directly with the recruitment process and analyzing the process so that suitable recommendations
can be given. This project is centered on identifying best hiring practices in the insurance industries. It
therefore requires great amount of research work. The methodology adopted was planned in advance so
as to collect data in the most organized way.

My area of focus was the recruitment and selection particularly at ICICI Prudential Life Insurance.
I was directly involved with the recruitment for candidates for the sales profile. I was particularly involved
with the sourcing of candidates for the regions outside Delhi such as M.P, U.P and Rajasthan.
Before any task was undertaken, we were asked to go through the HR policies of ICICI Prudential
Life Insurance so that we get a better understanding of the process followed by them.

The first task was to understand the various job profiles for which recruitment was to be done.

The next step was to explore the various job portals to search for suitable candidates for the job
profile.

Once the search criteria were put, candidates went through a telephonic interview to validate the
information mentioned in their resume.

A candidate matching the desired profile was then lined for the first round of Face to Face interview
in their respective cities.

Firstly the candidate had filled up the personal data form(pdf).

Then the candidates INTERVIEW EVALUATION SHEET which is provided by interviewer was
crosschecked by the HR team. If they think that the candidate was good to hire or not.

When a candidate cleared his first round, he is then made to take an online aptitude test. We created
the online aptitude test. It the HR department, which has the exclusive rights to assign test, codes to
the candidates. Each code was unique and could be used only once by a candidate.

I was involved in assigning codes and administering the test

Once the candidate completed his first assessment, his scores were checked. If he cleared his cutoff he was given another test.

I had the responsibility to make sure that candidates complete all formalities and had to regularly
follow up with them.

Since we received many resumes, it was essential that a database be maintained to keep a track. It
was convenient method than to stock up piles of papers. ICICI has their own database named
asPACE, I update all the records of the new joinees in that tracker. PACE containes all the
information of a candidate such as name, contact number, location etc.

The external guide maintained a regular updating of the database.

Understanding what kinds of database are maintained and how they help in keeping a record.

I was also involved in maintaining a track of test codes given, the database for employee referrals,
Database for the resumes received through mails and response of advertisement.

RESEARCH METHODOLOGY
Date Source
Primary

:-

Through Questionnaires

Secondary

:-

Through Internet, Journals, News papers and Misc.

Data Collection Procedure :- Survey

Research Instrument :- Structured Questionnaire.
Sample Size : - 80
Sample Area : - work done in Delhi regional Office.
Sample procedure :- Random sampling.
PROJECT SCHEDULE :First 1 week

:-Training program from the company.

Second week

:-Collecting the primary and secondary data.

Third Fourth week

:- Study Recruitment & Selection Process

Fifth week

:-Designing the questionnaire .

Sixth week

:-Conducting the survey in RO.

Seventh week

:-Analysis of Data Collection.

Eighth week

:-Final Report preparation and presentation.

Limitations of the study

Every task is undertaken with an objective and accomplishment of this objective
determines our success.

Task:
The recruitment at ICICI Prudential Life Insurance involved a lot search from the
database and calling up candidates to check whether they fit the job
specification.
Difficulties:
Candidates were reluctant to talk at times;
Candidates who were contacted were not interested in Insurance on many
occasions;
Candidates who were scheduled for interview would not turn up;
Run out of database many times since most of them would have already
been contacted;
Task:
Candidates were to be searched from the job portals and called up to be
scheduled for an interview.
Difficulties:
A summer trainees we could not separate systems to work on;
At times many people had for couple of hours to work on the computer;
Since STD calls had to be made, the availability of phone was limited, so
there was greater coordination required with respect to its usage and
maintains a time slot so that other person has a chance to use.

Task:
Inter company analysis through survey and questionnaire filling.
Difficulties:
Did not secure cooperation easily;
People asked lot of counter question so convincing them was a major task;
People did not disclose much about their employee details.

Topic Information

RECRUITMENT AND SELECTION

The art of choosing men is not nearly so difficult as the art of enabling
those one has chosen to attain their full worth.
Recruitment is the process by which organizations locate and attract
individuals to fill job vacancies. Most organizations have a continuing need to
recruit new employees to replace those who leave or are promoted in order to
acquire new skills and promote organizational growth.
Recruitment follows HR planning and goes hand in hand with selection
process by which organizations evaluate the suitability of candidates. With
successful recruiting to create a sizeable pool of candidates, even the most
accurate selection system is of little use
Recruiting begins when a vacancy occurs and the recruiter receives
authorization to fill it. The next step is careful examination of the job and
enumeration of skills, abilities and experience needed to perform the job
successfully. Other steps follow:
Creating an applicant pool using internal or external methods
Evaluate candidates via selection
Convince the candidate

 And finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and
appointing personnel on the permanent rolls of an organization.
Authorization:

S.No
.

Authorized Signatory

Head- Human resource

Managing director

Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by
the Head-human Resources and the Managing Director.
Exclusions:
The policy does not cover the detailed formalities involved after the candidate
joins the organization.

ACTIVITY FLOW
The organization philosophy should be kept in mind while formulating the
recruitment procedure.
The HR department would set the recruitment norms for the organization.
However, the onus of effective implementation and compliance with the process
rests with the heads of the respective functions and departments who are
involved in the recruitment and selection process.
The process is aimed at defining the series of activities that needs to be
performed by different persons involved in the process of recruitment, the

checks and control measures to be adopted and information that has to be

captured.
Recruitment and Selection is conducted by:
HR & Branch Manager
Functional Head

RECRUITMENT PLANNING
Recruitment planning on the basis of budget
A. The manpower planning process for the year would commence with the
companys budgeting activity. The respective Functional heads would
submit the manpower requirements of their respective functions/
departments to the board of Directors as part of the annual business plan
after detailed discussion with the head of human Resource Function along
with detailed notes in support of the projected numbers assumptions
regarding the direct and indirect salary costs for each position.
B. A copy of the duly approved manpower plan would be forwarded by the
HR department for their further actions during the course of the year. The
annual budget would specify the manpower requirement of the entire
organization, at different levels, in various functions/departments, at
different geographical locations and the timing of the individual
requirements. It would also specify the requirement budget, which is the
cost allotted towards the recruitment of the budgeted staff and the
replacement of the existing employees. The manpower plan would also
clearly indicate the exact time at which the incumbent should be on board
in such a way that the Regional HR has adequate notice for the time
lapses involved in sourcing any other activities.
C. The Regional HRs would undertake the planning activity and necessary
preparations in advance of the anticipated requirements, as monthly and
quarterly activities on the basis of the approved budget, estimated
separations and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the
approved annual manpower budget and no recruitment process shall be
initiated without the formal concurrence of the Head of the Regional HR
under any circumstance. Head of the Regional HR shall also have the
responsibility to monitor the appointments being considered at any point
of time with specific respect to the duly approved manpower budgets.
Review of Manpower Plans and Additional Manpower
A. Review of manpower budgets shall take place on a quarterly basis. In the
event of any new position or any deviations to the original plans, details of
the positions maybe forwarded to the VP-HR along with the adequate
supporting information. The recommendations would normally require a
formal approval of the Managing Director. Alternately, VP-HR may record
the summary of his discussion with the Managing Director and the MDs
approval on the recommendations, to signify the final decision taken
regarding the recommendations.
SOURCING OF SUITABLE CANDIDATES
Selection of Sources
Regional HR would tap various sources/channels for getting the right
candidate. Depending on the nature of the position/grade, volumes of
recruitment and any other relevant factors, the Regional HR would use any one
multiple sources such as:
Existing database (active application data bank);
Employee referral as per any company scheme that may be approved from
time to time;
Advertisement in the internet/newspapers/magazines/companys sites/job
sites or any other media;
Placement Agencies (particularly for positions of Managers and above);
Headhunting firms particularly for senior positions, specialist positions and
critical positions;

 Direct recruitment from campuses/academic institutes;

Job websites and
Any other appropriate sources.
The norms for using any of the sources are not water tight. Number of
positions, criticality of positions and the urgency of the positions, confidentiality
requirements, relative efficacy and cost considerations would play a role in the
choice of the appropriate sourcing mechanism.
ADVERTISEMENTS
All recruitment advertisements (in any form and any medium) shall always
conform to the KLI compliance norms and would not be released by any
department or branch without the approval of the VP-HR. depending on the
specifics of each position for which recruitment advertisements are to be
released, Regional HR may obtain assistance from the companys marketing
department and/or any external advertising agencies for the preparation of
the contents. Key features of the positions as notified by the Functional
Heads would normally form a part of the advertisement text.
The media for releasing advertisement would depend on the level of the
position being considered and the urgency of the requirements.
The advertisement mode that could be broadly specified as newspapers
(local or mainline depending on requirements), internet sites and business
magazines.
Placement Agencies/Headhunting Agencies
Depending upon the vacancies, fresher fitting different description listed
above may be recruited from time to time, from academic institutes of
appropriate standards/reputation/grade, in the requisite numbers and at the
compensation/stipend amounts to be formally approved of the VP-HR. Plans
for such recruitment need specific special approval of VP-HR. norms
regarding the identification of the appropriate institutes, constitution of the
selection panels, timings of the recruitment, number of candidates to be
recruited into different positions, choice of the appropriate selection process
and the tools thereof shall be decided by the Head of the Regional HR in

consultation with the VP-HR, depending on the specific features of the

position.
Screening the candidates
First level screening
The Candidates would be screened by the HR Manager/Branch Manager
for the respective locations. Screening would be on the basis of the profile of the
candidate and the departmental requirements.
This assessment will be with respect to:
a. The general profile of the candidate,
b. Personality fit of the candidate into the profile,
c. Aptitude/attitude of the candidate,
d. Motives of the person to join the company and whether focus is in the
short term or is a long term player,
e. Basic skill level on our set of requirements, say numerically ability,
networking ability, etc
f.

Establish the annual guaranteed cash compensation of the individual and

check whether the person would fit into the system.

g. Explain the role of Sales manager to the applicant and check the
acceptance of the candidate for the same.
In case of need, the Regional HR may take a Tele interview of the candidate for
further assessment process.
Second Level Screening
Aptitude Test
If the first assessment is positive, the candidates will give the aptitude
test, once such test is selected approved by the company. The scoring,
interpretation and the generation of interview probes from that test will also be

done at this time. People who qualify the minimum criteria on this test will be
put up on to the Functional Head (VPs in case of HO) for functional assessment
and suitability into the role.
Tied Agency Sales Manager candidates short listed by the BM have will
then take sales Aptitude test, once such a test is finalized. For the final
selection, the regional Manager (Business Heads for HO) will meet the
candidates short listed by the branch manager/VP. The chart specifying the
Minimum approval level for each level of recruitment is specified below:

Category

Branch
Manager/Chief
Manager

Area
Manager/AVP/V
P

Business
Heads

Managing
Director

CSE/ADVISOR
S

Yes

No

No

No

BIC

Yes

Yes

No

No

BM/CM

Yes

Yes

Yes

No

SM

Yes

Yes

Yes

Yes

General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate
either through the formal CV or otherwise before coming to a conclusion
about the candidate. They may insist on seeing the proof of the claims
made by the candidate regarding qualifications, experience and other
achievements. They may, at their discretion, decide to meet the
candidate on more than one occasion or to refer the candidate to another
panel.
B. Ratings on various attributes of the candidates shall be recorded in the
interview evaluation sheet, soon after the interview is over. Along with

these numerical ratings, qualitative observations about the candidate and

overall decision regarding selection or otherwise (including a decision to
defer the induction, referral to another panel, considering for another
position) shall be forwarded to the associated Recruitment Manager/ Head
of Regional HR. Individual panel members have the option of appending
their additional remarks/observations. No selection will be treated as final
unless the IES form is filled comprehensively. Suitably appropriate IES
formats may be created for specific positions.
C. Any discrepancies noticed by the panel members regarding the
authenticity of the data provided by the candidate should be specifically
and formally recorded on the IES form and suitably high lightened.
D. Specific points to be probed during the reference check process, if any,
must also be clearly recorded and high lightened on the IES forms.
Administrative Actions Regarding Interviews
A. Scheduling and the venue of the interviews would be handled by the
recruitment team in consultation with the short listed candidate and the
selection panel members, after taking mutual convenience into account.
For field positions, respective branch/regional heads would undertake this
co-ordination.
B. After the final round, if the candidate is selected, the complete set of
papers Personal Data Form, CV, job requisition no., Interview evaluation
sheet ,reference check details, educational details, along with the
interviewers recommendations and Reference check form should be
forwarded by the recruitment managers to recruitment head. Fitment of
the candidate into a grade and compensation fitment shall be on the
assumption of authenticity of the information provided in the
CV/application form.
C. An appropriate formal communication shall be sent to the candidate
whose candidature is not being taken forward, or details of the
verbal/telephonic communications provided to the candidate shall be
recorded on the candidates papers, by the recruitment team/associated
line managers. In the case of interviews taking place at the
branch/regional levels, similar noting should be recorded on the individual
candidates papers.

Negotiations of the terms and conditions and other pre-appointment formalities

A. In the case of sales-Tied Agency functions, the branch managers will be
allowed to fix the salary and grade of the incoming sales manager,
provided the compensation does not exceed 20% of the candidates
current cash salary. Any fitment beyond this norms will need the approval
of Head-HR. HR will forward a worksheet to support the BMs to evaluate
the appropriate cash CTC of the incumbent. For all other functions, the
compensation and grade would be fixed post a discussion between the
Head of the Regional HR and the associated AVP/VP. Any candidate being
offered a CTC of more than 4lacs will need the sign off from HEAD-HR. In
appropriate cases, at the discretion of the VP-HR, a deviation may be
referred to the Managing Director, for the MDs formal approval.
B. Responsibility for negotiations and finalization of the terms shall rest with
the best Branch Manager/Associated Manager. They may seek the
assistance of the recruitment managers, whenever required. Reference
checks process should not normally be initiated unless the candidate has
indicated his firm acceptance of the offer being made by us.
Reference checks
A. Normal, reference checks should be undertaken with at least one
reference. A second reference check will be done if considered necessary.
Responsible officials from the former employers, academic institutes
and/or any other eminent personalities can be considered as appropriate
references. Close relatives and friends cannot be considered as
references. Wherever feasible and considered appropriate, a reference
should be made with a senior official of the candidates current employer.
In case the candidate is currently un-employed, reference should be made
with the latest employer. The format of reference check is to be used as a
framework for conducting the process.
B. Where the minimum two reference checks are not possible (particularly
with the current employer) or where there is a mixed response from
different sources, the matter may be to the VP-HR for a final decision.
Depending on the seniority and any other considerations about the
positions, VP-HR would normally consult the functional head concerned,
before coming to conclusions. Any candidate whose credentials are
doubtful shall not be recruited.

C. In case of recruitment of Management trainees, fresher and life advisors

as sales Managers no reference checks will be required.
Employment offer letter
A. When a recruitment Manager is fully satisfied about the selection of the
right candidate and about completion of all the formalities connected with
the appointment of candidate including requisite documentation,
satisfactory reference check reports and medical fitness, he/she would
forward the relevant papers listed below to the head of recruitment.
Personal Data form
Employee requisition form duly filled by the regional Head/Branch
Manager
Interview evaluation sheet filled by the
manager/interviewer with his/her comments.

regional

head/Branch

Latest and updated resume of the candidate

Photocopy of the appointment letter of the last employer or latest salary
slip.
Employment details.
Two Professional references.
Language Proficiency.

B. Document check list for every grade is as follows:

Authorization Release Form.
Background check Form.
Highest Education certificate.
Highest Education marksheet.

 1 Month Salary Slip of Current Employer.

1 Month Salary Slip of Last Employer.
Relieving Letter of last Employment.
Proof of Residence.
2 Passport Size Photograph.

C. Regional HR manager will take the signature of Head-HR on the employee

requisition form and forward the papers to the employee service team for
issuance of the offer letter.
D. Employee services team will issue offer letter, to be signed by the
National Recruitment Manager or Chief Manager-HR, and send the same
to the concerned Branch Manager/ HR Manager.
E. It would be the responsibility of the Branch Manager/HR Manager to
ensure that the accepted copy of the offer letter is forwarded to the
employee service team within a week of receipt of the offer letter. Till this
letter is issued, the offer has not taken place in formal sense. A copy of
the offer letter shall be duly signed and returned to the candidate.
Candidate would be expected to fulfill various joining formalities, which
are also formally communicated to him/her in the form of a checklist that
is attached to the letter of offer. The Regional HR head shall have the
overall responsibility and accountability to maintain the templates of the
offer letters and also for drafting of suitable non-standard terms to any
specific candidate.
F. The employee service team will follow up Branch Manager/Regional HR
Manager for the joining of the candidate and will collect all relevant
documents from the candidate including the joining report, before issuing
the appointment letter. The employee service team may enlist the help of
the Branch Manager to ensure that all necessary documents within ten
days o the person joining. After the of all necessary documents, the
employee service team will send the appointment letter to the new joinee.

G. Once the documentation is complete for the new joinee (including the
accepted appointment letter), people who may have joined before 20 th of
the month but have not been included in the payroll for the month
because of delay in receipt of papers will be given ad-hoc salary advance
(up to maximum of 65% of the pro rated salary). This advance will be
adjusted once the person gets included in the subsequent months
payroll.
H. If the person does not submit the relieving letter from the previous
organization, where required to be submitted as per the table given
above, within three months of joining, the employee service manager can
put their salary on hold till such time as the said documents are received.
Key tasks of Regional HR Head
Regional HR Head will have the authority and responsibility to
administer/implement the recruitment and selection process as outlined. An
illustrative list of the key deliverables of these incumbents is listed below.
Ensuring inductions as per quality, numbers, time and cost consideration of
the company in accordance with the approved manpower budget.
Creation of appropriate sourcing mechanism along with tracking the
performance of these mechanisms.
Creation of quarterly and monthly recruitment plans
Effective coordination with external parties such as candidates, placement
agencies, consultants, academic/professional institutes and any other
including the custody of the formal agreements , tracking timely payments
and adjusted thereto
Creation of comprehensive and appropriate tools, linkages, documents,
templates and any other mechanisms to ensure smooth execution of the
process requirement, along with timely improvements thereto
Assistance to user department and line
interviewing/selection support, scheduling etc.

managers

including

in

 Effective internal communication with user departments and line managers

including making the standard recruitment formats and other templates
easily available to such users and notifying the modifications to such formats
and templates.
Creation and maintenance of qualitative information base regarding
candidates, placement agencies, campuses, institutes, and any other
employment-market information.
Creation and maintenance of appropriate and high-quality MIS for current
and future needs of the organization, including publication/circulation of
appropriate reports there from to the relevant users within the company.
Monitoring recruitment costs
Complete documentation for the entire recruitment and selection process for
easy and quick retrieval in a readily auditable format
Timely and effective communication with all internal and external parties
including the candidates
Tracking the progress of the selected candidates including resignation,
extensions of probation periods/training period, etc for the purpose of
improvement to recruitment and selection process.
Effective coordination with the post recruitment arm of the Human Resource
function
Documentation and creating MIS regarding waiver, deviation, etc and
identifying the key areas for improvement in the formal recruitment and
selection process document.

SWOT Analysis of ICICI Prudential Life Insurances Recruitment

Process

Strengths
Brand
Bank.

equity

of

Kotak

Weaknesses
Mahindra

Pre assessment tests are costly.

Conversion of footfalls is low.

Rigorous Pre-Hiring assessment tests

to
understand
aptitude
and
personality of candidates.

Lengthy pre-offer formalities.

Huge employee turnover.

Proper reference checks to ensure

that only bonafide candidates are
appointed.
Adequate
number
of
channel
partners to generate footfalls for
each location.
Footfall MIS being maintained at
each branch locally by Admin.

Opportunities

Threats

Campus recruitments have huge Increasing number of private

potential for fulfilling manpower players in insurance sector creates
ample choices, frequent and easy
requirements cost effectively.
mobility for employees.
Tie up with recruitment agencies
Same channel partners are
on supplying fixed number of
handling all insurance companies.
footfalls week on week.
This leads to same pool of
Develop exclusive contract with candidates being circulated to all
channel partners to meet the partners.
manpower requirements.

Increasing spill over as a

Make blue form brief and to the candidate has more than one offer
point.

Reduce turn around

making an offer.

time

of at the time of making a job shift.

As the insurance industry is
small, senior level candidates
hesitate to meet HR of other
companies
for
the
fear
of
grapevine.

RECOMMENDATIONS & SUGGESTIONS

Compress the "white space" in your hiring process.

White Spaces are delays in hiring process that are unproductive, waste time,
and virtually assure you'll lose talented candidates. Often the longest delays
occur between critical selection events. For example, a recruiter may need
several weeks to screen a few hundred resumes from the Web job boards, or
candidates who make it through screening may wait weeks to interview with a
hiring manager.
Here at ICICI Prudential Life Insurance, the delays occur when the outstation
candidates are called for interviews at Regional branches like Delhi and Mumbai.
Sometimes, because of busy schedule of senior managers and sometimes
because of tight schedule of candidate, the interview has to be postponed. This
delay could be minimized by scheduling interviews in the regional locations. It is
recommended to reduce the turnaround time for the recruitment and selection
process. It must be made mandatory for the candidates to take the test, filling
up forms etc within the stipulated time, this will make sure that the candidates
do not hold casual attitude and take the recruitment process more seriously.
Additionally it can send across a positive image about the company. White
space in recruitment can be compressed by the use of IT also. Technology (such
as automated or Web-based tracking) is ideal for eliminating unnecessary steps
and reducing delays.

Tie up with more & more consultants from multiple segments

Since the limited placement agencies are sourcing candidates to all insurance
companies, there often comes the problem of duplication of data. Therefore it is
recommended that more and more consultants should be tied up from multiple
segments to attract large pool of new and fresh talent.

Know

what

you're

looking

for

in

candidates.

It is observed that the candidates sourced by placement agencies and send

for further rounds of interviews are rarely found suitable by the hiring
managers. Therefore, in case there is need to utilize the service of a
placement agency, then it is recommended that these placement agencies
be given a well drafted job description and job specification. This can also be
circulated to internal employees under the employee referral scheme. This
will help people to get a clearer picture and provide for most suitable
candidates. Thus making efficient utilization of the existing resources.

Reduce the pre offer formalities:

Pre-offer documentation includes filling of a lengthy Blue form which includes all
personal, educational and professional details of candidate. This is very time
consuming and even after taking these details from candidate its not sure that
offer will be made or not. This also becomes frustrating for the candidate
sometimes. So, it is recommended that unnecessary details should not be asked
before we make the final offer to the candidate. Blue form should be made
consise.

One size doesnt fits all

An effort must be made to study local condition, education levels. Since
applying common test for all candidates across entire country can
overshadow a candidates capabilities. This factor must be given importance
since Indian society is divided on various parameters such as education,
language, infrastructure etc. A test with high level of English and complicated
sentence structure can be a hurdle in areas where language itself is barrier.
An option is to have different tests for different regions.

Blend technology into every aspect of your recruiting and

hiring
process.

Web-based technology lets you increase hiring speed and quality while
reducing costs. Currently, job boards constitute the biggest use of the Web,
offering access to thousands of resumes within hours. But the Web can also
be a powerful tool for screening and qualifying that flood of resumes.
Companies have begun to use the Web to collect and instantly match data on
candidate skills, motivations, and experiences against job criteria. Other uses
of Web-based technology include online interviewing, candidate assessment
and testing, applicant self-scheduling, and tracking. Work the Web wisely and
you save time for recruiters and hiring managers and nab top candidates
before your competitors can.
It is recommended that apart from the person-job fit, method must be
devised to check for person-organization fit. A person-organization helps to
assess how well a candidate is suited the organization. Whether the attitude
he/she carries will promote both organizational as well personal goals. This
takes a great importance especially when attrition is high. It will help the
organization to retain its employees for a longer period of time and less
burden on recruitment staff.

Build and manage your candidate pool as a precious

resource.
A "candidate pool" is a group of individuals who have shown interest in
working for your company and are qualified for and ready to fill certain
positions. Rather than undertaking the time-consuming process of filling one
job at a time, you draw on the candidate pool and fill jobs as they become
available. How do you keep a pool active? Some companies send their
newsletters to pool candidates, give them product coupons, and keep in
touch through e-mail. Pool management is not easy in a tight labor market
--good candidates often go elsewhere. But many organizations, especially
those with a reputation as a great place to work, are able to fill positions
quickly using the pool concept.

Create winning impression even on those who are not

selected
Its very important to create a favorable impression of your organization on all
those who come for interview. Those who are not selected in the first round

of personal interview should also carry this impression that they have missed
the opportunity to work in a great company. For this, there must a proper
coordination of the interview of the candidate and greater degree of
professionalism. A candidate when invited for a interview must be attended
as soon as possible and should be made to wait for hours together.
Interviews conducted on a scheduled time leave a good impression on the
candidate. Even if he is not selected, a good impression about the will make
him recommend the name to his people.

CONCLUSION
Insurance is confronted with high attrition rate. Therefore it makes
recruitment a critical function in the organization. In order to grow and sustain in
the competitive environment it is important for an organization to continuously
develop and bring out innovations in all it activities. It is only when organization
is recognized for its quality that it can build a stability with its customers. Thus
an organization must be able to stand out in the crowd.
The first step in this direction is to ensure competitive people come in the
organization. Therefore recruitment in this regard becomes an important
function. The organization must constantly improvise in its recruitment process
so that it is able to attract best in the industry in order to serve the best. Thus
the organization must look out for methods that can enable it to adopt best
recruitment practices.

LEARNINGS
Every endeavor undertaken to accomplish challenging goals, can only be successful under
the experienced and encouraging guidance. I am privileged to have undergone training at
ICICI Prudential Life Insurance. As learning never stops, my learning at Kotak has come
from a lot of exposure, on the job training and close interaction with the corporate. In brief
my learning and achievements can be summarized as under:
Understanding of person and profile fit.
Convince people about the job profile and to sell the job to the prospective
candidate;
Following up with the candidates during the entire selection process;
Learned to convince candidates about the offer rolled out and making them
accept the offer through effective communication;
Learning about salary fitments.
Communicating with the corporate;

Performance appraisals, its various types, implications and significance;

Handling queries received from various quarters;
Managing HR department in the absence of HR manager;
Reply to official mails;
Prioritize issues according to their importance;
Field work exposure to tap candidates that further strengthened the learning.