INTRODUCTION

1.1 BACKGROUND OF THE STUDY

In this project I have studied Recruitment and Selection process of Bajaj

Allianz Life Insurance Company Limited and attempted to provide some
ways so as to make recruitment more effective and to reduce the cost of hiring
an employee.

I am privileged to be one of the students who got an opportunity to do my

training with Bajaj Allianz Life Insurance Company Limited. My involvement
in the project has been very challenging and has provided me a platform to
leverage my potential in the most constructive way.

Bajaj Allianz Life Insurance is one of India's leading financial institutions

offering complete financial solutions that encompass every sphere of life. In a
short span of time, Bajaj Allianz has set an example by having a steady and
confident journey to growth and success.

During the training period I have studied deeply the process of hiring in Bajaj
Allianz Life Insurance and did a SWOT analysis of Bajaj Allianz Life
Insurance to find out the existing shortcomings and potential threats and
thereby recommended suggestions.

This project however is an attempt to share as best as possible my experience

in corporate world with all my colleagues and my faculty.

1.2 STATEMENT OF PROBLEM

Recruitment and selection are critical human resources functions for your
small business. Hiring the right employees for your business can positively
affect your turnover rate, company culture, production and bottom-line profit.
Avoiding some of the common problems experienced by businesses as they
recruit and select employees improves your chances of success.

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 1.3 NEED FOR THE STUDY

 The study enables the company use all the recruitment strategies effectively in

an organization.

 To increase the effectiveness of different source for all types of job in an

organization.

 To obtain the employees that can be selected in order to help the organization

to achieve the goal.

 The study projects the importance of recruitment and a selection procedure

which has an impact on training followed in an organization.

 To identify the company recruited efficient and qualitative candidates in an

organization.

1.4 OBJECTIVES OF THE STUDY

 To study the recruitment & selection procedures prevailing in the company.

 To know the employees view on the recruitment and selection and selection
procedures of the company.
 To evaluate the effectiveness of various recruiting technique & sources thereby
to increase the effectiveness of existing system by adopting appropriate
recruitment method.
 To increase the organizational efficiency in short term and long term by
adopting appropriate recruitment methods.

1.5 PERIOD OF THE STUDY

Duration is of 1month at BAJAJ ALLIANZLIFE INSURANCE CO.LTD

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 1.6 SCOPE OF THE STUDY

 This study will be useful to find out the different sources and techniques used

in the recruitment and selection procedures.

 The company understands effective sources in recruitment and selection

procedures.

 This study will be useful to interview and test short-listing candidates.

 This study can be used as a base for further research in this area.

1.7 LIMITATIONS OF THE STUDY

 Due to some reluctant behavior it was very difficult to collect the data from
the respondents.

 The study was made only with limited number of samples.

 A major limitation as most of them too busy during working hours, the survey

only on the allotted time.

 Time constraint was the major limitation of the study, due to this, in depth

study of the area was not possible.

 Since the samples are limited to Bajaj Life Insurance Ltd, the results of the

study cannot be predicted as accurate one.

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1.8COMPANY PROFILE

COMPANY HISTORY

BAJAJ Allianz Life Insurance Company is a joint venture between two

leading conglomerates, Bajaj Auto Limited, one of largest manufactures of
motorcycles and scooters in the world, and Allianz AG of Germany one of the
largest insurance companies. Bajaj Allianz Life Insurance Co. Ltd. was
incorporated on 12th March 2001. The company received the Insurance
Regulatory and Development Authority (IRDA) certificate of Registration
(R3) No 116 on 3rd August 2001 to conduct Life Insurance business in India.

Bajaj Allianz Shareholder Capital Base stands at Rs. 500 crore with Bajaj
Auto Limited and Allianz AG of Germany holding 74% and 26% stake
respectively. It is the largest private player in the Insurance Industry in India
with a market share of around 34% amongst the private companies and
second to LIC. The total market share of Bajaj Allianz as of 31st March 2006 is
at 12%.

During the financial year 2005-2006, Bajaj Allianz has sold over 13 lakh
policies and collected about Rs. 4433 crore as premium income. Whopping
growth of 216% for the FY 2005-06, Assets under management of Rs. 3324
Crore. It has paid up Rs 925 crores with IRDA as a caution deposit. Bajaj
Allianz has insured lives for sum assure of over Rs 8500 crore.

BAJAJ AUTO LTD.

Bajaj Auto Ltd, the flagship company of the Rs. 8000 crore Bajaj group is
the largest manufacturer of two-wheelers and three-wheelers in India and one
of the largest in the world.A household name in India, Bajaj Auto has a strong
brand image & brand loyalty synonymous with quality & customer focus.
With over 15,000 employees, the company is a Rs. 4000 crore auto giant, is

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 the largest 2/3-wheeler manufacturer in India and the 4th largest in the world.
AAA rated by Crisil, Bajaj Auto has been in operation for over 55 years. It has
joined hands with Allianz to provide the Indian consumers with a distinct
option in terms of life insurance products.

As a promoter of Bajaj Allianz Life Insurance Co. Ltd., Bajaj Auto has the
following to offer -

 Financial strength and stability to support the Insurance Business.

 A strong brand-equity.

 A good market reputation as a world class organization.

 An extensive distribution network.

 Adequate experience of running a large organization.

 A 10 million strong base of retail customers using Bajaj products.

 Experience in the financial services industry through Bajaj Auto Finance Ltd

ALLIANZ AG

Founded in 1890 in Berlin, Allianz is now present in over 70 countries with

almost 174,000 employees. At the top of the international group is the holding
company, Allianz AG, with its head office in Munich.

Allianz AG is in the business of General (Property & Casualty) Insurance;

Life & Health Insurance and Asset Management and has been in operation for
over 110 years. Allianz is one of the largest global composite insurers with
operations in over 70 countries. Further, the Group provides Risk Management
and Loss Prevention Services. Allianz has insured most of the world's largest
infrastructure projects (including Hongkong Airport and Channel Tunnel
between UK and France), further Allianz insures the majority of the fortune
500 companies, besides being a large industrial insurer, Allianz has a
substantial portfolio in the commercial and personal lines sector, using a wide
variety of innovative distribution channels.

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 ALLIANZ AG- A GLOBAL FINANCIAL POWERHOUSE

 Worldwide 2nd by Gross Written Premiums - Rs.4,46,654 cr.

 3rd largest Assets Under Management (AUM) & largest amongst Insurance cos.
- AUM of Rs.51,96,959 cr.
 12th largest corporation in the world
 49.8 % of global business from Life Insurance
 Established in 1890, 110 yrs of Insurance expertise

PRODUCT PROFILE

CHILD CARE
Taking care of a child is perhaps the most important job a parent can have. It
is but natural that you would like to give your child your best, and therefore,
this is the time when careful financial planning can help you fulfill the
aspirations that you have for your children. The Bajaj Allianz “Child Care”
Solutions help you to enjoy the joys of parenthood responsibly, with the
reassurance of a secure future for your child.

CHILD CARE PLAN OFFERS

Child Care plan is a children money back plan with profit. Bajaj Allianz Child
Care offers a wide array of solutions that allows you to plan for your child’s
future by providing you with as many as 4 distinct and unique options.

1. Child Care 21
2. Child Care 24
3. Child Care 21 Plus
4. Child Care 24 Plus
START OF LIFE BENEFIT
This is a unique feature of Bajaj Allianz “Child Care” 21 Plus & 24 Plus.
These packages offer you the choice of providing a unique Start of Life
Benefit for your child. For a nominal amount, an additional Sum Assured
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 subject to a maximum limit of Rs.10 Lacks will become payable to enable the
child start hi/her professional life smoothly, in case of an unfortunate death or
Accidental Permanent Total Disability of the Policy holder during the term of
the policy. This benefit will not be available in the event of accidental
permanent total disability after age 65 of the policy holder.

IN-BUILT BENEFITS
A) PREMIUM WAIVER BENEFIT:
In case of death or Accidental Total Permanent Disability of the
policyholder during the premium payment term, all future premium payments
are waived. This benefit will not be available in the event of accidental
permanent total disability after age 65 of the policy holder.

B) FAMILY INCOME BENEFIT:

In case of death or accidental total permanent disability of the policy
holder during the term of the policy, a monthly income benefit of 1% of the
sum assured (12% per annum) becomes payable till the end of the policy term
(subject to a maximum of Rs. 1,20,000 per annum). This benefit will not be
available in the event of accidental permanent total disability after age 65 of
the policy holder.

C) OPTION TO PURCHASE FURTHER INSURANCE AT MATURITY:

For ensuring continuity of the valuable insurance protection that the

child was enjoying, we offer the child and option to purchase a with profits
endowment or an equivalent plan from Bajaj Allianz Life Insurance Company
for twice the amount of face value of this policy, without any medical
examination, on the premium rates prevailing at that time. (The application
must be made at least 6 months prior to maturity of this policy).

SWOT Analysis of Bajaj Allianz

Strengths

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  Complete solution for insurance – Bajaj Allianz provides complete insurance
and financial solutions. It is one complete brand for all your insurance
requirements. It provides various tending plans for life insurance and general
insurance.
 Online Plans – To benefit the customers, Bajaj Alliance also has various online
plans for life insurance and general insurance. Stay connected with various
social networking sites.
 International exposure – It has various international exposures in insurance by
connecting with Allianz SE and also a strong local implementation by Bajaj.
 Strong network – Bajaj Allianz has a strong network across 200 towns. It has
about 722 offices that are spread across India.
 Wide Product Range – Bajaj Alliance covers various insurance policies related
to health, travel, home, two-wheeler, car, and life insurance. Based on the
preferences of the customer, the company also customizes the plan.

Weaknesses
 The absence in rural areas – Bajaj Allianz Company has less access in the
rural areas of about six to seven percent, due to which it is not reachable to
many customers.
 Length procedure – Bajaj Allianz Company has long and complicated
procedures for the customers to get insured. The procedures might get
cumbersome for the customers.
 Small infrastructure – Bajaj Allianz has small infrastructure as compared
with the leading players in insurance.
 Strong competitors – Bajaj Allianz has strong competitors with better
offerings and premium. So new customers will tend to provide get insured
from a company that provides the best offering.

Opportunities
 Untouched Markets – There is a vast number of the insurance market that is
untouched. It is estimated that almost 27% of India’s health-insurance payouts
come from about six cities. So there arise a lot of opportunities for Bajaj
Allianz to enhance the market.
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 High Returns with security – India being a traditional society, people will
tend to opt for a risk-free investment offering them high return investments.
Bajaj Allianz offers both types of schemes.
 India’s population – India being a top population in the world, provides a
huge opportunity for health insurance, retirement plans, and general insurance.
As Bajaj Allianz insurance has various plans for people of all ages, it does see
a huge opportunity with it.

Threats
 Large competitors – Bajaj Allianz has a strong competition as there are about
11 private sectors that cater to the Life Insurance sector alone. This is a huge
threat to the company as it has to provide outstanding service and schemes to
the customers.
 Economic condition – Economic condition is also a threat to the business.
Where there is a huge economic crisis and instability in the country, customers
might feel that their money will not fetch good returns.
 Awareness among people – To increase awareness of among people about
securing their future is a big threat to the company. Customers should be
oriented in such a way that they will be able to take the premium.
 Strict rules and supervision under IRDA – Insurance Regulatory and
Development Authority (IRDA) brings in stringent rules quite often that
increases the threat and burden on insurance companies.

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 REVIEW OF LITERATURE

Edwin Flippo defines Recruitment and selection process as “A process of

searching for prospective employees and stimulating and encouraging them to
apply for jobs in an organization.”

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

Work byKorsten (2011) and Jones et al. (2015):

According to Korsten (2011) and Jones et al. (2015), Human Resource
Management theories emphasize on techniques of recruitment and selection
and outline the benefits of interviews, assessment and psychometric
examinations as employee selection process. They further stated that
recruitment process may be internal or external or may also be conducted
online. Typically, this process is based on the levels of recruitment policies,
job postings and details, advertising, job application and interviewing process,
assessment, decision making, formal selection and training (Korsten 2011).

Jones et al. (2015) suggested that examples of recruitment policies in the

healthcare, business or industrial sector may offer insights into the processes
involved in establishing recruitment policies and defining managerial
objectives.

Successful recruitment techniques involve an incisive analysis of the job, the

labour market scenario/ conditions and interviews, and psychometric tests in
order to find out the potentialities of job seekers. Furthermore, small and
medium sized enterprises lay their hands on interviews and assessment with
main concern related to job analysis, emotional intelligence in inexperienced
job seekers, and corporate social responsibility. Other approaches to selection

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outlined by Jones et al. (2015) include several types of interviews, role play,
group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in

recruitment may lead to difficulties and unwanted barriers for any company,
including untoward effects on its profitability and inappropriate degrees of
staffing or employee skills (Jones et al. 2015). In additional, insufficient
recruitment may result into lack of labour or hindrances in management
decision making, and the overall recruitment process can itself be advanced
and amended by complying with management theories. According to these
theories, the recruitment process can be largely enhanced by means of Rodgers
seven point plan, Munro-Frasers five-fold grading system, personal
interviews, as well as psychological tests (Jones et al. 2015).

Work by Alan Price (2015):

Price (2015), in his work Human Resource Management in a Business
Context, formally defines recruitment and selection as the process of
retrieving and attracting able applications for the purpose of employment. He
states that the process of recruitment is not a simple selection process, while it
needs management decision making and broad planning in order to appoint the
most appropriate manpower. There existing competition among business
enterprises for recruiting the most potential workers in on the pathway towards
creating innovations, with management decision making and employers
attempting to hire only the best applicants who would be the best fit for the
corporate culture and ethics specific to the company . This would reflect the
fact that the management would particularly shortlist able candidates who are
well equipped with the requirements of the position they are applying for,
including team work. Since possessing qualities of being a team player would
be essential in any management position.

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Work by Hiltrop (2018):
Hiltrop (2018) was successful in demonstrating the relationship between the
HRM practices, HRM-organizational strategies as well as organizational
performance. He conducted his research on HR manager and company
officials of 319 companies in Europe regarding HR practices and policies of
their respective companies and discovered that employment security, training
and development programs, recruitment and selection, teamwork, employee
participation, and lastly, personnel planning are the most essential practices .
As a matter of fact, the primary role of HR is to develop, control, manage,
incite, and achieve the commitment of the employees. The findings of
Hiltrop’s work also showed that selectively hiring has a positive impact on
organizational performance, and in turn provides a substantial practical insight
for executives and officials involved. Furthermore, staffing and selection
remains to be an area of substantial interest. With recruitment and selection
techniques for efficient hiring decisions, high performing companies are most
likely to spend more time in giving training particularly on communication
and team-work skills .Moreover the finding that there is a positive connection
existing between firm performances and training is coherent with the human
capital standpoint. Hence, Hiltrop suggests the managers need to develop HR
practices that are more focused on training in order to achieve competitive
benefits.

Work by Jackson et al. (2015) and Bratton and

Gold (2014):
As discussed by Jackson et al., Human resource management approaches in
any business organization are developed to meet corporate objectives and
materialization of strategic plans via training and development of personnel to
attain the ultimate goal of improving organizational performance as well as
profits. The nature of recruitment and selection for a company that is pursuing
HRM approach is influenced by the state of the labour market and their
strength within it. Furthermore, it is necessary for such companies to monitor
how the state of labour market connects with potential recruits via the

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

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appraisal and job survival among job seekers who can continue into
employment (Bratton & Gold 1999) Jackson et al. (2009).

Work by Silzer et al (2010):

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

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

Work by Taher et al. (2014):

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

After careful consideration of similar problems in the BOU, Taher et al.

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

Therefore, any organization is encouraged to development real-time

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

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THEORETICAL FRAMEWORK

Definition
Recruitment is the process seeking out and attempting to attract individuals in
external labour markets, who are capable of and interested in filling available
job vacancies.
Recruitment is an intermediate activity whose primary function is to serve as a
link between human resource planning on the one hand and selection on the
other.

To Recruit Means To Enlist, Replenish Or Reinforce.

Recruitment begins by specifying the human resource requirements, initiating
activities and actions to identify the possible sources from where they can be
met, communicating the information about the jobs, term and conditions, and
prospectus they offer, and enthusiast people who meet the requirement to
respond to the initiation by applying for the jobs.

AIM
The aim of recruitment is the information obtained from job description and
job specification along with precise staffing standards from the basis for
determining manpower requirement to attain the organizational objective.

Recruitment Needs Are Of Three Types:

 Planned, anticipated and unexpected planned need arise from changes, in

organization and retirement policy.

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 2 Resignations, deaths and accidents and illness give rise to unexpected
needs.
 Anticipated needs refer to those movements in personnel which an
organization can predict by studying trends in the internal and external
requirements.

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19
 SELECTION PROCESS

Selection is the process of picking individuals (out of the pool of job

applicants)
With requisites qualification and competence to fill jobs in the organization. In
other words we can say: selection is the process of choosing the most suitable
personnel for the employment. A vacancy in the organization might occur due
to the following reasons:

 Expansion of the business

 Skill requirements due to changes in processes of technology
 Turnover of staff, resignation or dismissal

RECEPTION
PRELIMNARYOF APPLICATION
INTERVIEW
APPLICATION
PSYCHOLOGICAL BLANK
TEST
BACKGROUNDINTERVIEW
INVESTIGATION
WAITING LIST OF DESIRABLE APPLICANT

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 STAGES OF RECRUITMENT AND SELECTION

Stage1-Preparation and advertising

 Review the necessity for the job
 Review and revise the details of the role (job description / Person
specification)
 Seek financial approval to fill the vacancy
 Prepare the advert
 View the redeployment website and consider suitable redeployed
 Advertise the post
 Prepare the pack of further particulars
 Plan the process for application packs being requested and received
 Select the members of the interview panel
 Plan the interview arrangements – devise interview questions, selection
tests, presentation details etc; set date(s); book room
 Prepare the short listing form

Stage2-Short listing and interviews

 Monitoring process
 Shortlist
 Write to successful / unsuccessful candidates
 Conduct the interviews / selection tests / presentations etc

Stage-3 Selection
 Make the selection decision
 Complete the monitoring process
 Verbally make a conditional offer to the preferred candidate
Complete the appointment paperwork and send it to HR with the completed
monitoring form and other required documentation (e.g. financial approval,
advert, job description, application form/CV and reference letters if available)
 Write to unsuccessful candidates
 Check qualification certificates / permission to work (birth certificate,
passpor

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 RESEARCH METHODOLOGY
RESEARCH:
It is a scientific and systematic search for pertinent information on specific
topic. Research is a careful inquiry or examination to discover new
information or relationship to expand and to verify existing knowledge.
DATA COLLECTION
A sample size of 50 Employees studied for this purpose. Employees where
randomly administrated the questionnaire.
DATA ANALYSIS
The analysis of data was done on the basis of unit, age and number of
years of experience and factors.
Analysis was done using the simple average method so that, finding of
the survey was easily comprehensible by all.
SOURCES OF DATA COLLECTION:
The primary as well as the secondary sources was used for collection
of data.

These data are as follows:

Primary Data by:

 Questionnaire Method
● Observation Method
The data is collected for the projects are mainly from primary source. The
research has collected relevant information through interviews with employees
at the HRdepartment. The data collected thereof has supplemented by the
observation technique and subsequent qualitative analysis.
Secondary Data by:
Individual File
They contain record of every employees along with theiri.e.their education,
institute, technical background,interviewer’s assessment, experience, job
profile, methodof recruitment.

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Company manuals:
From this document, information regarding the companyProfile, clients, HR
policies and procedures, etc was collected& analyzed
Population: 110
Sample size: 100

Methods of Data Analysis and Statistical Technique:

Different types of data analysis techniques used in the research project such
as:
 Percentage Analysis
 CHI square Analysis

Percentage Analysis:

In percentage analysis, charts like bar chart and pie charts are used to
graphically represent the results from percentage analysis of the questionnaire

HYPOTHESIS TESTING
The Chi-Square test is one of the simplest and widely used non-
parametric tests in statistical work. The Symbol is Greek letter Chi. It was
used by the Karl Pearson in the year 1990. The Quantity Chi-Square
describes the magnitude of the discrepancy between theory and
observation.

Chi square =

Where,

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SAMPLE UNIT

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

SAMPLE FRAME

Consisted of a comprehensive list of financial advisors newly recruited of Bajaj

Allianz Insurance.

POPULATION

Population = 110

SAMPLE SIZE

Sample size = 100

SAMPLE DESIGN

Out of 110 populations, I have taken 100 Sample. Care was taken to choose
the sample based on considerations like age, sex & work experience of
respondents thus enabling better representations of the heterogeneous
population. However, the sample design was that of “convenience sampling”. The
time consideration & size of population were major factors in determining
choice of sample design.

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 RESEARCH PROCESS

DEFINE THE REVIEW CONCEPT AND

RESEARCH PROBLEM THEORIES

COLLECT DATA DESIGN RESEARCH

INTERPRETE AND
ANALYSE DATA
FINDINGS

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 TABLE NO.5.1.1

GENDER OF THE RESPONDENTS

SI.No PARTICULARS NO OF RESPONDENTS PERCENTAGE

1. Male 46 66.4

2. Female 54 33.6

100
Total 100

GENDER OF THE RESPONDENTS

70 66.4

60

50

40
33.6
30

20

10

0
Male Female

INFERENCE:

The above table it is inferred that 52.3% of the respondents are married and the
remaining 43.8% of the respondents are unmarried.

26
 TABLE No: 5.1.2

AGE OF THE RESPONDENTS

SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE

1. 18-25 Years 40 33.6

2. 26-35 Years 16 14.1

3. 36-45 Years 24 35.2

4. above 45 Years 20 17.2

TOTAL 100 100

CHART N0: 5.1.2

AGE OF THE RESPONDENTS

AGE
40
35
30
25
20
33.6 35.2
15
10
17.2
14.1
5
0
18-25 Years 26-35 Years 36-45 Years above 45 Years

INFERENCE:

The above table shows that 35.2% respondents comes under the age of 36-45, and 14.1%
of the respondents comes under the age of 26-35 years which shows that middle age group
people exists in the organization.

27
 TABLE No: 5.1.3

EXPERIENCE OF THE RESPONDENTS

SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE

1. 0-2 Years 32 25.8

2. 3-5 Years 40 31.3

3. 6-8 Years 16 21.9

4. above 8 Years 12 21.1

TOTAL 100 100

CHART No: 5.1.3

EXPERIENCE OF THE RESPONDENTS

EXPERIENCE

31.3
35
25.8
30
21.9 21.1
25
20
15
10
5
0
0-2 Years 3-5 Years 6-8 Years above 8 Years

INFERENCE:

28
 The above table shows that 31.3% respondents comes under the experience of 3-5 years,
and 21.1% of the respondents comes under the experience of above 8 years which shows that
middle experience group people exists in the organization.

TABLE No: 5.1.4

QUALIFICATION OF THE RESPONDENTS

SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE

1. SSLC 30 32.8

2. HSC 14 19.5

3. ITI/DILPLOMA 40 25.0

4. UG/PG 16 22.7

TOTAL 100 100

CHART No: 5.1.4QUALIFICATION OF THE RESPONDENTS

QUALIFICATION

32.8
35

30 25
22.7
25 19.5

20

15

10

0
SSLC HSC ITI/DILPLOMA UG/PG

INFERENCE:

29
 From the above given table it is inferred that 32.8% are of the respondents are from
SSLC and 19.5% are the respondents are HSC.

TABLE NO 5.1.5

OPINION TOWARDS RECRUITMENT OF THE CANDIDATES

SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE

1. Based on Need 24 24

2. Based on Vacancy 50 50

3. Based on Transfer 26 26

TOTAL 100 100

CHART No: 5.1.5

OPINION TOWARDS RECRUITMENT OF THE CANDIDATES

NO .OF. RESPONDENTS
26% 24%

Based on Need
Based on Vacancy
Based on Transfer

50%

INFERENCE:

The above table depicts that 24% of the respondents are recruited based on need, and
26% of the respondents are recruited based on transfer within the company.

30
 TABLE No: 5.1.6

THE SOURCES USED BY THE ORGANISATION TO RECRUIT THE CANDIDATES

SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE

1. By Advertisement in Local Newspaper 24 24

2. Through Consultancy 60 60

3. Through Colleges 0 0

4. Through Reference 0 0

5. Through Online 16 16

TOTAL 100 100%

.CHART No: 5.1.6

THE SOURCES USED BY THE ORGANISATION TO RECRUIT THE CANDIDATES

NO .OF. RESPONDENTS

16% 24%

By Advertisement in Local
Newspaper
Through Consultancy
Through Colleges
Through Reference
Through Online

60%

INFERENCE:

31
It inferred that 60% of the respondents are recruited through consultancy and 16% of the
respondents are recruited through online

TABLE No: 5.1.7

OPINION TOWARDS RECRUITMENTS STRATEGY

SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE

1. Excellent 42 42%

2. Good 48 48%

3. Fair 6 6%

4. Average 4 4%

5. Poor 0 0%

TOTAL 100 100%

CHART No: 5.1.7

OPINION TOWARDS RECRUITMENTS STRATEGY

NO. OF. RESPONDENTS

6%
4%

42%
Excellent
Good
Fair
Average
Poor

48%

INFERENCE:

It depicts that 42% of the respondent are of the view that effectively use recruitment
strategies in the company, only 0% of the respondent never use recruitment strategies effectively
in an organization.

32
 TABLE No: 5.1.8

OPINION TOWARDS INTERNAL RECRUITMENT

SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE

1. Excellent 36 36%

2. Good 24 24%

3. Fair 4 4%

4. Average 16 16%

5. Poor 20 20%

TOTAL 100 100%

OPINION TOWARDS INTERNAL RECRUITMENT

Sales
20

36

Excellent
Good
Fair
Average
16 Poor

24
4

INFERENCE:

It is inferred that the according to 36% of the respondents, company always uses
internal recruitment and remaining 20% of the respondents are poor.

33
 TABLE No: 5.1.9

OPINION TOWARDS RECRUITMENT STRATEGIES

SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE

1. Highly satisfied 4 4%

2. Satisfied 30 30%

3. Neutral 48 48%

4. Dissatisfied 12 12%

5. Highly dissatisfied 6 6%

TOTAL 100 100%

CHART No: 5.1.9

OPINION TOWARDS RECRUITMENT STRATEGIES

NO .OF. RESPONDENTS
6% 4%

12%
Highly satisfied
30% Satisfied
Neutral
Dissatisfied
Highly dissatisfied

48%

INFERENCE:

The above table shows that as per 48% of the respondents, company strategies for
recruitment are neutral and as per 6% of the respondents, it is Highly dissatisfied

TABLE No: 5.1.10

34
 OPINION TOWARDS SELECTION PROCEDURE

SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE

1. Highly Satisfied 48 19.5

2. Satisfied 12 34.4

3. Neutral 21 22.7

4. Dissatisfied 6 15.6

5. Highly Dissatisfied 6 7.8

TOTAL 100 100

CHART No: 5.1.10

OPINION TOWARDS SELECTION PROCEDURE

SELECTION PROCEDURE

35

30

25

20
34.4
15
22.7
19.5
10 15.6

5 7.8

0
Highly Satisfied Satisfied Neutral Dissatisfied Highly
Dissatisfied

INFERENCE:

From the above table it is inferred that 34.4% of the respondents are satisfied with the
selection process and 7.8% of the respondents are highly dissatisfied.

TABLE No: 5.1.11

RESPONDENTS FEEL TOWARDS SELECTION ROUNDS

35
 SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE

1. highly Satisfied 30 30

2. Satisfied 28 28

3. Neutral 17 17

4. Dissatisfied 15 15

5. Highly Dissatisfied 10 10

TOTAL 100 100

CHART No: 5.1.11

RESPONDENTS FEEL TOWARDS SELECTION ROUNDS

35%

30%

25%

20%

15% Column1

10%

5%

0%
highly satisfied satisfied neutral dissatisfied highly
dissatisfied

INFERENCE:

From the above table, it is clear that 30% of the respondents feel that selection rounds
are highly satisfactory and 17% of the respondents feel they are neutral.

TABLE No: 5.1.12

RESPONDENTS COMFORTABILITY TOWARDS TESTS

36
 SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE

1. Aptitude Test 14 14

2. Personal Interview 80 80

3. Practical Test 6 6

TOTAL 100 100

CHART No: 5.1.12

RESPONDENTS COMFORTABILITY TOWARDS TESTS

100%

90%
80%

70%
60%
percentage
50% no of respondents
40%

30%
20%

10%

0%
aptitude test personal interview practical test

INFERENCE:

From the above table it is inferred that 80 % of the respondents are comfortable with
personal interview and only 3% of the respondent comfortable with practical test in an
organization.

TABLE No: 5.1.13

OPINION TOWARDS DURATION OF SELECTION PROCESS

37
 SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE
Very Lengthy 21 22%
1.

Neither Lengthy/Nor Short 30 30%

2.

Short 48 48%
3.

TOTAL 100 100

CHART No: 5.1.13

OPINION TOWARDS DURATION OF SELECTION PROCESS

80

70

60

50
Series 2
40
Series 1
30

20

10

0
very lengthy neither lenghthy/nor short
short

INFERENCE:

From the above table it is inferred that 24 % of the respondents feel that the duration of
the selection process is short and 22 % of the respondent feel that the duration of selection
process is very lengthy.

TABLE No: 5.1.14

OPINION TOWARDS IMPROVEMENT IN THE PRESENT ROUNDS

38
 SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE

1. Aptitude Test 44 44%

2. Technical Round 35 34%

3. Personal Interview 21 22%

TOTAL 100 100

CHART No: 5.1.14

OPINION TOWARDS IMPROVEMENT IN THE PRESENT ROUNDS

Sales
21
1.2

44
Aptitude Test
Technical Round
Personal Interview

35

INFERENCE:

From the above table it is inferred that 44% and 34 % of the respondents must be
improved the rounds in aptitude test and technical round22 % of the respondent to feel better in
the personal interview in an organization.

TABLE No: 5.1.15

OPINION TOWARDS DESCRIPTION ABOUT THE JOB DURING RECRUITMENT

AND SELECTION PROCESS

39
 SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE

1. Highly satisfied 42 42%

2. Satisfied 48 48%

3. Neutral 6 6%

4. Dissatisfied 4 4%

5. Highly dissatisfied 0 0%

TOTAL 100 100%

CHART No: 5.1.15

OPINION TOWARDS DESCRIPTION ABOUT THE JOB DURING RECRUITMENT

AND SELECTION PROCESS

25

20

15
PERCENTAGE
NO. OF. RESPONDENTS
10

0
highly satisfied neutral dissatisfied highly
sastisfied dissatisfied

INFERENCE:

The above table shows that the 24% and 3% are satisfied and neutral, and only 2 % are
dissatisfied.

TABLE No: 5.1.16

OPINION TOWARDS CONSIDERATION OF THEIR NEEDS AND WANTS

40
 SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE
Highly satisfied 26 26%
1.

Satisfied 66 66%
2.

Neutral 8 8%
3.

Dissatisfied 0 0%
4.

5. Highly dissatisfied 0 0%

TOTAL 100 100

CHART No: 5.1.16

OPINION TOWARDS CONSIDERATION OF THEIR NEEDS AND WANTS

35

30

25

20
no of respondebnts
15 perentage

10

0
highly satisfied neutral dissatisfied highly
satisfied dissatified

INFERENCE

From the above table it is inferred that 26% of the respondents responded that HR fully
considered their needs and wants and 4% of the respondents responded that HR is partially
considered their needs and wants.

TABLE No: 5.1.17

OPINION TOWARDS TERMS AND CONDITION OF APPOINTMENT LETTER

41
 SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE
Highly satisfied 24 24%
1.

Satisfied 20 20%
2.

Neutral 23 23%
3.

Dissatisfied 20 20%
4.

Highly dissatisfied 13 13%

5.

TOTAL 100 100%

OPINION TOWARDS TERMS AND CONDITION OF APPOINTMENT LETTER

Sales
13 24

Highly satisfied
20
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

20
23

INFERENCE:

The above table shows that level of satisfaction of the respondent towards the terms and
condition undergone in the company. It inferred that 24% of the respondents are highly
comfortable with the terms and condition 13% of the respondents are Uncomfortable with terms
and condition of appointment letter.

TABLE No: 5.1.18

OPINION TOWARDS FULFILLING THEIR NEEDS AND WANTS

42
 SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE
Highly satisfied 30 30%
1.

Satisfied 21 22%
2.

Neutral 36 36%
3.

Dissatisfied 8 8%
4.

5. Highly dissatisfied 5 4%

TOTAL 100 100%

CHART No: 5.1.18

OPINION TOWARDS FULFILLING THEIR NEEDS AND WANTS

no fo respondents
6%
6%

highly satisfied
satisfied
neutral
23% dissatisfied
51%
highly dissatisfied

13%

INFERENCE:

The above table shows whether the present offer letter is helpful in achieving the goals of
the company, it depicts that 22% of the respondents said that present offer letter is helpful in
letter achieving the goals and the remaining 4% of the respondent said that the fails to fulfill the
individual and personal goal.

TABLE No: 5.1.19

OPINION TOWARDS REFERENCE CHECK

43
 SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE
Always 46 46%
1.

Often 21 22%
2.

Sometimes 12 12%
3.

Rarely 16 16%
4.

Never 4 4%
5.

TOTAL 100 100%

CHART NO: 5.1.19

OPINION TOWARDS REFERENCE CHECK

NO. OF. RESPONDENTS

4%

16%
Always
Often
Sometimes
46% Rarely
12% Never

22%

INFERENCE:

The above table shows that the company always to reference check as per 12% of the
respondents and 16% of the respondents said it is “rarely”.

TABLE No: 5.1.20

RESPONDENTS OPINION TOWARDS INDUCTION TRAINING

44
 SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE
1. Highly Satisfied 36 36%

2. Satisfied 24 24%

3. Neutral 4 4%

4. Dissatisfied 16 16%

5. Highly Satisfied 20 20%

TOTAL 100 100%

CHART No: 5.1.20

RESPONDENTS OPINION TOWARDS INDUCTION TRAINING

Sales
20
36

Highly Satisfied
Satisfied
Neutral
Dissatisfied
16 Highly Satisfied

24
4

INFERENCE:
The above table mentions that satisfaction level of induction training conducted by the
organization, it depicts that 24% of the respondent are satisfied with induction training conducted
by the company and 20% of the respondent are highly dissatisfied with induction conducted by
the organization.

TABLE No: 5.1.21

MEDICAL EXAMINATION DURING THE SELECTION PROCESS

45
 SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTGE
1. Highly Satisfied 4 4%

2. Satisfied 30 30%

3. Neutral 48 48%

4. Dissatisfied 12 12%

5. Highly dissatisfied 6 6%

TOTAL 100 100%

CHART No: 5.1.21

MEDICAL EXAMINATION DURING THE SELECTION PROCESS

no of respondents
6% 4%

12%
highly satisfied
30% satisfied
neutral
dissatisfied
highly dissatisfied

48%

INFERENCE:

The above table mentions that 6% of the respondents are highly dissatisfied” about the
conduction of medical examination and 30% of the respondents are satisfied

TABLE No: 5.1.22

SATISFACTION LEVEL TOWARDS INITIAL JOB OFFER

46
 SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE
Highly Satisfied 4
1. 4%
2. Satisfied 6 6%

3. Neutral 26 26%

4. Dissatisfied 26 26%

5. Highly Dissatisfied 38 38%

TOTAL 100 100%

CHART No: 5.1.22

SATISFACTION LEVEL TOWARDS INITIAL JOB OFFER

NO. OF. RESPONDENTS

4%
6%

Highly Satisfied

38% Satisfied
26% Neutral
Dissatisfied
Highly Dissatisfied

26%

INFERENCE:

The table depicts that 6% of the respondent are satisfied with initial job offer letter is
satisfied by the company and 38% of the respondent are highly dissatisfied with initial job offer
letter by the organization.

5.2 CHI SQUARE TEST

H0: There is no significant relation between selection & recruitment strategies

H1 :There is significant relation between selection & recruitment strategies

47
 particular Highly satisfied neutral dissatisfied Highly total
satisfied dissatisfied
Recruitment 4 30 48 12 6 100
strategies
selection 48 12 22 6 12 100
total 52 42 70 18 18 200
Chi-square analysis=(O-E)2/E

O=Observed frequency

E=Expected frequency

Expected frequency=Row total*column total/Grand total

Degree of freedom=(c-1)(r-1)

=(5-1)(2-1 =4

O E O-E (O-E)2 (O-E)2/E

4 26 22 484 18.6
30 21 9 81 3.8
48 35 13 169 4.8
12 9 3 9 1
6 9 3 9 1
48 26 22 484 18.6
12 21 9 81 3.8
22 35 13 169 4.8
6 9 3 9 1
12 9 3 9 1

∑ ¿)2/E=58.4

5% level of significance

Calculated value=58.4

Table value=9.488

Inference

48
The calculated value is greater than the table value so the null hypothesis is rejected and it is
concluded that there is significant relationship between selection& recruitment strategies.

CHI SQUARE TEST 2

H0: There is no significant relation between Induction training and selection rounds.

H1 :There is significant relation between Induction training and selection rounds.

particular Highly satisfied neutral dissatisfied Highly total

satisfied dissatisfied
Induction 36 24 4 16 20 100
training
Selection 30 28 17 15 10 100
rounds
total 66 52 21 31 30 200
2
Chi-square analysis=(O-E) /E

O=Observed frequency

E=Expected frequency

Expected frequency=Row total*column total/Grand total

Degree of freedom=(c-1)(r-1)

=(5-1)(2-1 =4

O E O-E (O-E)2 (O-E)2/E

36 33 3 9 0.272727273
24 26 -2 4 0.153846154
4 10.5 -6.5 42.25 4.023809524
16 15.5 0.5 0.25 0.016129032
20 15 5 25 1.666666667
30 33 -3 9 0.272727273
28 26 2 4 0.153846154
49
 17 10.5 6.5 42.5 4.047619048
15 15.5 -0.5 0.25 0.016129032
10 15 -5 25 1.666666667

∑ ¿)2/E=12.29

5% level of significance

Calculated value=12.29

Table value=9.488

Inference

The calculated value is greater than the table value so the null hypothesis is rejected and it is
concluded that there is significant relationship between Induction Training And Selection
Rounds

CORRELATION ANALYSIS
Correlation analysis

1) selection& Interview

X=selection process y=Interview

Calculation of

x y x2 y2 xy

50
 ∑x=338 ∑y=240 ∑x2=1327 ∑y2=726 ∑xy=966

n ( ∑ xy )−( ∑ x ) ( ∑ y )
r = [ n∑ x 2−( ∑ x )2 ] ¿ ¿ ¿
√
correlation coefficient r between the two variables is calculated as follows:

100(966)−338(240)
r= √[ 100 (1327)−( 338 ) ] ¿ ¿ ¿
2

96600−81120
r = √15000 √ 18456
15480
r= (122.47)(135.85)
15480
r= 16637.9

r=0.93
INTERPRETATION

The value of r is 0.93, so the variables move in a same direction. Therefore we conclude that
there is a very high positive correlation between selection & Interview

Mean deviation

x f fx |dx|=x-X̅ f|dx| d2x f d2x

1 11 11 -2.38 26.18 5.66 62.26

2 21 42 -1.38 28.98 1.9 39.9
3 17 51 -0.38 6.46 .144 2.448
4 21 84 .62 14.28 .38 7.98

51
 5 30 150 1.62 48.6 2.62 78.73

f=100 ∑fx=338

X̅=338/100

=3.38

∑f|dx|=124.5

Mean deviation =124.5/100=1.24

Standard deviation= √ Ʃf |dx|2 / Ʃf

=√ 191.3/100

=1.91

Standard deviation
Coefficient of variation=
Mean

=1.91/3.38

=0.56

Interpretation

The mean value is 3.38, it is satisfactory, the deviation of elements in the observation from the
mean is 1.24.standard deviation is 1.91& Coefficient of variation is 0.56.

OBSERVATION AND FINDINGS:

1. The data banks are not properly maintained.

2. The dead resumes are never being destroyed.

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

52
 4. Best way of recruiting people within the organization and consultancies.

5. Job specification was finding excellent in the organization.

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

7. Salary comparison is not justifies. Old employees are demoralized by getting

less salary then new employee.

8. Manpower’s are recruited from private placement consultancy, who are

demanding high amount of fees, where as HRD Department is not fully
utilized to recruit manpower by advertisement.

9. Before recruitment cost benefit analysis is not done properly. It causes

manpower surplus which makes loss in the industry.

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

recognize.

SUGGESTION

1. Cost of recruitment can be reduced by the help of e-recruiting and by

employee’s referral as this practice of recruitment is considered the least in
the company.

53
 2. As company considers mostly experienced people for the job, a look on
fresher should also be given because they can be recruited at a less salary
offered to the experienced and they can also give good results by giving
proper training and guidance by the seniors in the company.

3. On campus recruitment should also be considered for recruitment of

personnel from various colleges and business school.

CONCLUSION

The study of recruitment and selection policies of Bajaj Allianz Insurance

Company Shows a small but systematic procedure. Overall employees are satisfied
with this recruitment process as they don’t have to go through different test and

54
this ease their tensions. It is observed that the best source of recruitment is through
consultancies and the employees are treated well and they are satisfied.

QUESTIONNAIRE
TOPIC: RECRUITMENT AND SELECTION

EMPLOYEE PERSONAL DETAILS:

55
1. Designation :

2. Gender : a) Male b) Female

3. Age : a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45

4. Experience : a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years

5. Qualification : a) SSLC b) HSC c) ITI/Diploma d) UG/PG

6. When does company recruit the candidate?

a) Based on need b) Based on vacancy c) Based on transfer

7. Through what means does company most of the time recruit the candidates?

a) By advertisement in local newspaper b) Through consultancy

c) Through colleges d) Through reference e) Through online

8. According to you does company use all the recruitment strategies effectively?
a) Always b) Often c) Sometimes d) Rarely e) Never

9. Whenever company does internal recruitment, are the vacancies declared publically?
a) Always b) Often c) Sometimes d) Rarely e) Never

10. How do you feel about the recruitment strategies use by the company?
a)Highly satisfied b) Satisfied c) Neutral/Undecided e) Dissatisfied

f) Highly dissatisfied

11. How satisfied are you with the selection process?

a) Highly satisfied b) Satisfied c) Neutral/Undecided

e) Dissatisfied f) Highly dissatisfied

56
 12. How you rate the selection rounds conducted by the company?
a ) Highly satisfied b) Satisfied c) Neutral/Undecided

e) Dissatisfied f) Highly dissatisfied

13. Rate the below given factors based on your opinion from the recruiter point of view.
Factors Excellen Very good Good Fai poor
t r
Recruiter knowledge

Recruiter skill

Recruiter communication

Response to the candidates

Recruiter motivation th
to candidate e

14. What you feel about the duration of selection process?

a) Very lengthy b) Neither lengthy c) Short

15. Which of the following rounds to you think that must be improved?
b) Aptitude test b) Technical round c) Personal interview

16. During the recruitment and selection process does company describe in detail about the job?
a)Highly satisfied b) Satisfied c) Neutral/Undecided

e) Dissatisfied f) Highly dissatisfied

17. During the HR interview are all your needs and wants were taken into consideration?
a)Highly satisfied b) Satisfied c) Neutral/Undecided

e) Dissatisfied f) Highly dissatisfied

18. How satisfied are you with the terms and condition of offer or appointment letter?

a)Highly satisfied b) Satisfied c) Neutral/Undecided

57
 e) Dissatisfied f) Highly dissatisfied

19. Does company make any reference check of candidates record?

c) Always b) Often c) Sometimes d) Rarely e) Never

20. What you feel about induction given to you after your selection?
d) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied f) Highly

dissatisfied

21. Does company conduct any medical examination during the selection process?
a)Highly satisfied b) Satisfied c) Neutral/Undecided

e) Dissatisfied f) Highly dissatisfied

22. Are you satisfied with initial job offer proposed to you before giving the offer letter?
e) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied

f) Highly dissatisfied

23. Do you agree that the present recruitment and selection procedures have fulfilled the below given
aspects?
Factors Highly Satisfied Neutral Dissatisfie Highly
Satisfied d Dissatisfied

Right candidates at the

right place, time and
job.

Fulfillment of
organizational goals
(in terms of profit and
satisfaction towards

58
 Fulfillment of
personal and official
goals.

24. Were you been given sufficient time for accepting or rejecting the job offer?
a) Highly satisfied b) Satisfied c) Neutral/Undecided

e) Dissatisfied f) Highly dissatisfied

25. According to you has company recruited efficient and qualitative candidates in your groups?
a)Highly satisfied b) Satisfied c) Neutral/Undecided

e) Dissatisfied f) Highly dissatisfied

Bibliography

Books :-

 Kothari,C.R.ResearchMethodology,Delhi,New Age International Pvt. Ltd.

2nd Revised Edition, 2007

59
  Ashwathapa, K, Human Resource Management, New DelhiTata McGraw Hill
3rd Edition

 Pardesi, Dr. P.C, Human Resource Management Pune, Nirali Publication

WEBSITES

 www.bajajallianzlife.co.in

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