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
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
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 cut-off he was given
I had the responsibility to make sure
that candidates complete all formalities and had to regularly follow up with
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
as “PACE”, 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.
:- Through Internet,
Journals, News papers and Misc.
Data Collection Procedure
:- Structured Questionnaire.
: - 80
: - work done in Delhi regional Office.
:- Random sampling.
First 1 week
:-Training program from the company.
:-Collecting the primary and secondary data.
week :- Study Recruitment &
:-Designing the questionnaire .
:-Conducting the survey in RO.
:-Analysis of Data Collection.
:-Final Report preparation and presentation.
Limitations of the study
Every task is undertaken with an
objective and accomplishment of this objective determines our success.
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.
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;
Candidates were to be searched from
the job portals and called up to be scheduled for an interview.
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.
Inter company analysis through
survey and questionnaire filling.
Did not secure
People asked lot of
counter question so convincing them was a major task;
People did not
disclose much about their employee details.
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
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
Convince the candidate
And finally make an
Scope: To define the process and
flow of activities while recruiting, selecting and appointing personnel on
the permanent rolls of an organization.
Head- Human resource
Amendments and deviations:
Any amendments to and deviations
from this policy can only be authorized by the Head-human Resources and the
The policy does not cover the
detailed formalities involved after the candidate joins the organization.
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
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
HR & Branch Manager
Recruitment planning on the basis of
The manpower planning process for
the year would commence with the company’s 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.
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
The Regional HR’s 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.
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
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 MD’s
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:
(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/company’s sites/job sites or any other media;
(particularly for positions of Managers and above);
particularly for senior positions, specialist positions and critical
from campuses/academic institutes;
Job websites and
Any other appropriate
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 (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 company’s 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.
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
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
This assessment will be with respect
The general profile of the
Personality fit of the candidate
into the profile,
Aptitude/attitude of the
Motives of the person to join the
company and whether focus is in the short term or is a long term player,
Basic skill level on our set of
requirements, say numerically ability, networking ability, etc
Establish the annual guaranteed
cash compensation of the individual and check whether the person would fit
into the system.
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
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 (VP’s 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:
Branch Manager/Chief Manager
Norms regarding interview Process:
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.
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.
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.
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
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.
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 interviewer’s 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.
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 candidate’s papers.
Negotiations of the terms and
conditions and other pre-appointment formalities
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 BM’s 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 MD’s formal
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.
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 candidate’s 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
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
In case of recruitment of Management trainees, fresher and life
advisors as sales Managers no reference checks will be required.
Employment offer letter
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
form duly filled by the regional Head/Branch Manager
sheet filled by the regional head/Branch manager/interviewer with his/her
Latest and updated
resume of the candidate
Photocopy of the
appointment letter of the last employer or latest salary slip.
Document check list for every
grade is as follows:
Background check Form.
1 Month Salary Slip of
1 Month Salary Slip of
Relieving Letter of
Proof of Residence.
2 Passport Size
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.
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.
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.
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.
Once the documentation is complete
for the new joinee (including the accepted appointment letter), people who
may have joined before 20th 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 month’s payroll.
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.
appropriate sourcing mechanism along with tracking the performance of these
Creation of quarterly
and monthly recruitment plans
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
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 managers including in interviewing/selection support,
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.
maintenance of qualitative information base regarding candidates, placement
agencies, campuses, institutes, and any other employment-market information.
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.
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
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.
with the post recruitment arm of the Human Resource function
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 Insurance’s Recruitment Process
equity of Kotak Mahindra Bank.
Pre-Hiring assessment tests to understand aptitude and personality of
reference checks to ensure that only bonafide candidates are appointed.
number of channel partners to generate footfalls for each location.
MIS being maintained at each branch locally by Admin.
assessment tests are costly.
of footfalls is low.
recruitments have huge potential for fulfilling manpower requirements
up with recruitment agencies on supplying fixed number of footfalls week
exclusive contract with channel partners to meet the manpower
blue form brief and to the point.
turn around time of making an offer.
number of private players in insurance sector creates ample choices,
frequent and easy mobility for employees.
Same channel partners are handling all insurance companies. This leads
to same pool of candidates being circulated to all partners.
spill over as a candidate has more than one offer at the time of making
a job shift.
the insurance industry is small, senior level candidates hesitate to
meet HR of other companies for the fear of grapevine.
RECOMMENDATIONS & SUGGESTIONS
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
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 doesn’t 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.
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
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
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.
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
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
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.
Find the next chapter.................Project Report on Recruitment Selection process ICICI Prudential Life Insurance