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HR INITIATIVES AT SMC INSURANCE BROKERS PVT.
 

HR INITIATIVES AT SMC INSURANCE BROKERS PVT.

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HR INITIATIVES AT SMC INSURANCE BROKERS PVT.

HR INITIATIVES AT SMC INSURANCE BROKERS PVT.

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    HR INITIATIVES AT SMC INSURANCE BROKERS PVT. HR INITIATIVES AT SMC INSURANCE BROKERS PVT. Document Transcript

    • HRINITIATIVESAT SMC HR INITIATIVES AT SMCINSURANCE INSURANCE BROKERS PVT.BROKERS
    • SAAB MARFIN MBAMBA HR PROJECT REPORT ON 2
    • SAAB MARFIN MBA Executive SummaryThe project encompasses the two important aspects of the Humanresource Department at SMC Insurance Brokers Private Limited, grievanceredressal and the recruitment process.Though there is a lot of scope for growth in the insurance sector, theavailability of human resource with skills suited for this industry ismeager. Therefore, it is difficult to find and retain skilled people in thissector. What makes a firm best is not just technology, masterly strategyor the use of tools, rather best firms are better organized to meet theneeds of their people, so that they attract better people than theircompetitors do and their people are more motivated to do a superior job,whatever it is they do. This is where the HR practices like recruitment andgrievance redressal play a major role.The HR department at SMC is presently at its transactional phase. It isaspires to achieve a transformational role for the employees. The projectaims to systematize the grievance redressal mechanism for the company.It also aims to study in depth the Recruitment Process followed by thecompany.One of the most effective HR practice to attract and retain good workforce is to have a good and a transparent Grievance Redressal Mechanismfor the employers. Grievance is any discontent or dissatisfaction,whether expressed or not, whether valid or not, arising out of anythingconnected with the company which an employee thinks, believes andeven feels to be unfair, unjust or inequitable.”. Grievance if not addressesto, can lead to high amount of dissatisfaction at work and can furtherlead to attrition. MBA HR PROJECT REPORT ON 3
    • SAAB MARFIN MBARecruitment is a process that creates a talent pool of candidates toenable the selection of best candidates for the organization. Itsimportance lies in the fact that it links the employers with the employees.The skills and competencies of an organizations recruitment have ameasurable effect on its business performance. Companies with betterHR professionals do a better job of attracting a pool of talent in a costeffective way. And HR has been hired to create and maintain congenialEnvironment in Company by hiring the best suited person both inknowledge and attitude. The project aims to understand the recruitmentprocess of the organization and to help institutionalizing the neededchanges.I MBA HR PROJECT REPORT ON 4
    • SAAB MARFIN MBA Table of ContentsContentsCERTIFICATE OF APPROVAL- FACULTY GUIDE 2CERTIFICATE OF APPROVAL- INDUSTRY GUIDE 3DECLARATION 4Acknowledgement 5Executive Summary 6Table of Contents 8Introduction 11 The Insurance Sector 11 Insurance sector in India 11 History 11 The Present Scenario 12 The Insurance Brokerage Industry 13 Insurance Brokers: Serving a Large Client Base 14 Company Profile 15 Overview 15 Company’s Vision 16 Core Values 16 Products and Services 17Project I 19 Objective 20 Introduction 21 Dissatisfaction, Complaint and Discipline Grievance 22 Grievance 23 Features 23 Reasons of Grievance 24 Aspects of grievance 24 Effects Of Grievance 25 The Discovery Of Grievance 26 Forms of grievances 27 Grievance Redressal at SMC 29 The Present Mechanism: 29 The Problem 29 Solution: An Organized Redressal Mechanism 31Reasons why there should be a formal procedure to handle 32 MBA HR PROJECT REPORT ON 5
    • SAAB MARFIN MBA Classification of Grievances at SMC 33 The Structure Required For Grievance Redressal Mechanism 34 Units 34 Matrix Structure at the HR department 34 Grievance Cell 34 Members of the cell 34 Responsibility of the Cell 35 Essential features of the cell 36 Touch points 36 Developing Information in Investigatory Grievances 37 Sources Of Information: 37 Procedure for the use of sources 38 Proof 39 Model Grievance Procedure 40Principles and procedure of the grievance model: 41 Stages of Grievance Redressal – In depth 42 The Informal Grievance Redressal Procedure 43 Gripe Box 44 Advantages of the proposed grievance mechanism 44 Limitations 46PROJECT 2 47 Objective 48 Introduction 48 Significance of Recruitment 48 Purpose of Recruitment 49 The Purpose of Recruitment is given below: 49 The Recruitment Process 50 General Steps of Recruitment 50 Recruitment at SMC 52 Sources of Recruitment Used 52 Job Portals 53 Consultants 53 Newspaper Advertisement 54 Employee Referral Schemes 54 Academic Institutes, NGOs and Placement Agencies 54 Self Sourcing (Poaching and Head Hunting) 55 Walk - Ins 55 Work done at SMC (Recruitment) 55 Working on job portals 56 INTERVIEWS 57 Designed the Employee Requisition Form under the guidance of the Recruitment Manager: 59 Maintaining the databases 59 Mapping of Institutes and Small Placement Agencies 60 Designing the Employee Referral Scheme Under the guidance of the recruitment manager 60 MBA HR PROJECT REPORT ON 6
    • SAAB MARFIN MBA Coordination during Training 61 Learning at SMC (Recruitment) 61 Virtue of Patience and Perseverance 62 Understanding the inner details like job description and person job fit: 62 Working in the job portals: 62 Interviewing: 63 Importance of Follow-up and Communication with the prospective employee 63 Joining Formalities 64 Importance of database management: 64 Third Party Rolls 64 Company Policies 65 Honed marketing skills 65 Proposals 66 Employee Requisition Form 66 Recruitment Tracker: 66 E-Recruitment 66References 69Annexure 71 (A) Grievance Tracker 73 (B) Grievance Form 74 C) Employee Correction Form 75 (D) Employee Requisition Form 77 (E) FORMAT FOR TRAINING MIS 78 (F) Interview Assessment Sheet 79 (G)Employee Referral Scheme 80 (H) Recruitment Tracker 81 (i) Pre Interview Tracker 81 (ii) Post Interview Tracker 82 MBA HR PROJECT REPORT ON 7
    • SAAB MARFIN MBA IntroductionThe Insurance SectorIn law and economics, insurance is a form of risk management primarilyused to hedge against the risk of a contingent, uncertain loss. Insurancesdefined as the equitable transfer of the risk of a loss, from one entity toanother, in exchange for payment. An insurer is a company selling theinsurance; an insured or policyholder is the person or entity buying theinsurance policy. The insurance rate is a factor used to determine theamount to be charged for a certain amount of insurance coverage, calledthe premium. Risk management, the practice of appraising andcontrolling risk, has evolved as a discrete field of study and practice.The transaction involves the insured assuming a guaranteed and knownrelatively small loss in the form of payment to the insurer in exchange forthe insurers promise to compensate (indemnify) the insured in the caseof a large, possibly devastating loss. The insured receivesa contract called the insurance policy which details the conditions andcircumstances under which the insured will be compensated.Insurance sector in IndiaHistory: Insurance in India has its history dating back until 1818, whenOriental Life Insurance Company was started by Anita Bhavsar in Kolkata MBA HR PROJECT REPORT ON 8
    • SAAB MARFIN MBAto cater to the needs of European community. The pre-independence erain India saw discrimination between the lives of foreigners (English) andIndians with higher premiums being charged for the latter. In 1870,Bombay Mutual Life Assurance Society became the first Indian insurer.At the dawn of the twentieth century, many insurance companies werefounded. In the year 1912, the Life Insurance Companies Act and theProvident Fund Act were passed toregulate the insurance business. The Life Insurance Companies Act, 1912made it necessary that the premium-rate tables and periodical valuationsof companies should be certified by an actuary. However, the disparitystill existed as discrimination between Indian and foreign companies. Theoldest existing insurance company in India is the National InsuranceCompany Ltd., which was founded in 1906. It is in business. Before that,the industry consisted of only two state insurers: Life Insurers (LifeInsurance Corporation of India, LIC) and General Insurers (GeneralInsurance Corporation of India, GIC). GIC had four subsidiary companies.With effect from December 2000, these subsidiaries have been de-linkedfrom the parent company and were set up as independent insurancecompanies: Oriental Insurance Company Limited, New India AssuranceCompany Limited, National Insurance Company Limited and United IndiaInsurance Company Limited.The Present Scenario: The insurance sector in India has completed allthe facets of competition –from being an open competitive market tobeing nationalized and then getting back to the form of a liberalizedmarket once again. The insurance industry is undergoing a massivechange and the metamorphosis has been noteworthy in the last fewdecades. Thanks to reforms and the easing of policy regulations, the MBA HR PROJECT REPORT ON 9
    • SAAB MARFIN MBAIndian insurance sector been allowed to flourish, and as Indians becomemore familiar with different insurance products, this growth can onlyincrease, with the period from 2010 - 2015 projected to be the GoldenAge for the Indian insurance industry. Currently, a $41 billion industry,India is the worlds fifth largest life insurance market and growing at arapid pace of 32-34% annually as per Life Insurance Council studies.Currently, in India only two million people (0.2 % of the total populationof 1 billion) are covered under Mediclaim, whereas in developed nationslike USA about 75 % of the total population are covered under someinsurance scheme. With more and more private companies in the sector,the situation may change soon.The Insurance Brokerage IndustryInsurance brokers are people who possess specialized knowledge in thefield of finance. They play an important intermediary role between thecustomer and the insurance company. They are also known as insuranceagents. An insurance broker can be either of the following: · An individual · A commercial business entityMBA HR PROJECT REPORT ON 10
    • SAAB MARFIN MBAInsurance brokers or agents have a thorough knowledge and extensiveexperience in the insurance sector and are quite conversant with thecontingent risks of life and their possible risk-management. They actuallybroker the insurance deal between the insurance company and theconsumer and in lieu for this, extract a commission.Insurance brokers are basically financial planners who acquire suitableinsurance schemes in accordance with the needs of the insurance clients.Insurance brokers are not tied to any specific insurance companies but tomultiple ones. So, there is little chance of them favoring insurances ofany specific company/companies. An insurance broker isexpected to perform extensive research while choosing the rightinsurance scheme/policy for the client’s requirements without any priorbiases.Insurance Brokers: Serving a Large Client BaseThe job of an insurance broker varies from firm-to-firm because in suchcases, size does matter. In large business entities, they have a wide rangeof client base along with their wide range of requirements. However, it isimpossible for a single broker to meet all these need. So, each broker in abig business house has categorical specializations according to the needsof the clients.Insurance brokers in small business entities who have comparatively lessbusinesses and a small number of clients are required to do all theassociated work themselves.MBA HR PROJECT REPORT ON 11
    • SAAB MARFIN MBAInsurance Brokers: A Brief Job Description Generally, an insurance broker is involved with the following work: · Acquisition of clients in need of insurance - Even if people dont have the demand for insurance in a specific field, brokers generate this demand through advertisements and other methods. This is known as business development. · Giving proper and adequate service to the client to maintain an ongoing relationship between the insurance company and the client - This is commonly known as servicing of client. · Constantly remaining in touch with the clients and catering to their problems by gathering proper information and assessing their risk profile and requirements. · Renewing the policies of the existing clients in a hassle-free manner and with appropriate judgment and guidance. · Giving proper advice to clients in a customized way by gauging their risk profile coupled with extensive research. · Keeping abreast with new policies and schemes of the insurance companies so that they can choose the right policy for their client’s personal needs.Company ProfileSMC Insurance Brokers Pvt Ltd is a part of the SMC family. SMC InsurancePvt Ltd. is a fully owned subsidiary of SMC Global securities Ltd. The SMCMBA HR PROJECT REPORT ON 12
    • SAAB MARFIN MBAGroup, a leading Financial services provider in India is a verticallyintegrated investment solutions company, with a pan-India presence.OverviewSMC Group, founded in 1990, is India’s leading provider of financialservices and investment solutions. A blend of extensive experience,diverse talent and client focus has made us the 4th largest broking housein India.Over the years, SMC has expanded its operations domestically as well asinternationally. Existing network includes regional offices at Mumbai,Kolkata, Chennai, Cochin, Ahmadabad, Jaipur, Hyderabad, Bangalore plusa growing network of 2000+ offices spread across 425 cities/towns inIndia.SMC offers diverse range of financial services which includes institutionaland retail brokerage of equity, currency, commodities, derivatives, onlinetrading, depository services, fixed Deposits, IPO’s and mutual fundsdistribution, dedicated desk for NRI and institutional clients, insurancebroking, clearing services, margin funding, investment banking, portfoliomanagement, wealth advisory and research. They have a highlyefficient workforce of over 6000 employees and over 7500 financialadvisors serving the financial needs of more than 5, 75,000 satisfiedinvestors.They are also amongst the first financial firms in India to expandoperations in the lucrative gulf market, by acquiring license for brokingand clearing member with Dubai Gold and Commodities exchange(DGCX).MBA HR PROJECT REPORT ON 13
    • SAAB MARFIN MBACompany’s VisionTo be a global major in providing complete investment solutions, withrelentless focus on investor care, through superior efficiency andcomplete transparency.Core ValuesEthical deals: Honesty is the only policy.Experience and trust: Over 20 years of experience has made SMC earn thetrust of more than 5, 75,000 Investors.Expertise: Know-how and skills to provide investors an edge.Personalised Solutions: Every investor is unique. Every solution is unique.MBA HR PROJECT REPORT ON 14
    • SAAB MARFIN MBAProducts and Services1. BrokingEquities, Derivatives, Currency, Commodities, Online Trading,Commodities tradingin international market through DGCX2. Investment BankingIPOs, Follow on offers, M andA, Private equity, Debt syndication, ESOP,valuation, etc.3. Distribution of Financial ProductsInsurance broking for life and Non-Life products, Distribution of IPOs andMutualFunds (with web based capabilities) Mobilization of company fixeddeposits and non convertible debentures, Distribution of bond products-Capital gain/tax saving bonds, Govt. of India 8% taxable bonds, etc.4. Depository and Clearing ServicesDepository Services for shares and commodities, Clearing Services in NSE(F and O, Currency), BSE (FandO, Currency) MCX (Commodities, Currency)and DGCX.5. Wealth ManagementWealth Advisory and Arbitrage Management for HNIs and Corporate6. NRI and Institutional DeskDedicated team for NRI and Institutional Desk7. ResearchMBA HR PROJECT REPORT ON 15
    • SAAB MARFIN MBAResearch support to clients through intraday SMS and E-mails, Weeklyresearch magazine – Wise Money – covering wide range of asset classesand Wise Fund Focus, a monthly magazine on mutual funds, Regularinvestor education programme8. Margin FundingExpertise in Financial short term loan facility to buy securities fromCapital market9. Insurance BrokerageBoth Life and General Insurance.MBA HR PROJECT REPORT ON 16
    • SAAB MARFIN MBA Project IMBA HR PROJECT REPORT ON 17
    • SAAB MARFIN MBAObjectiveThe objective is to create a Grievance Redressal mechanism that is simpleand workable for an organization since it is the first redressal mechanismthat it will adopt. A simple mechanism would ensure that the employeesunderstand and follow it. This mechanism should be flexible and is basedon trial and error, till it reaches its best form. Also the aim is to buildsuch a mechanism that not only solves grievances but also creates suchinterpersonal relations between the HR Department and the employees,such that the employee is comfortable to share his problems with theconcerned person from the department.MBA HR PROJECT REPORT ON 18
    • SAAB MARFIN MBAIntroductionIn their working life, employees do get dissatisfied with various aspectsof working may be with the attitude of the manager, policy of thecompany, working conditions, or behavior of colleagues. Employers try toignore or suppress grievances. But they cannot be suppressed for long.Grievance acts as rust which corrodes the very fabric of organization. Anaggrieved employee is a potent source of indiscipline and bad working. Agrievance is “any discontent or dissatisfaction, whether expressed or not,whether valid or not, arising out of anything connected with the companywhich an employee thinks, believes or, even feels to be unfair, unjust orinequitable.”Maintaining quality of work life for its employees is an important concernfor the organization. The grievance handling procedure of theorganization can affect the harmonious environment of the organization.The grievances of the employees are related to the contract, work rule orregulation, policy or procedure, health and safety regulation, pastpractice, changing the cultural norms unilaterally, individual victimization,wage, bonus, etc.Here, the attitude on the part of management in their effort tounderstand the problems of employees and resolve the issues amicablyhave better probability to maintain a culture of high performance.Managers must be educated about the importance of the grievanceprocess and their role in maintaining favorable relations with the union.Effective grievance handling is an essential part of cultivating goodemployee relations and running a fair, successful, and productiveworkplace. Positive labor relations are two-way street where both sidesmust give a little and try to work together. Relationship building is thekey to successful labor relationsMBA HR PROJECT REPORT ON 19
    • SAAB MARFIN MBADissatisfaction, Complaint and Discipline GrievanceTo understand what a grievance is, a clear difference betweendissatisfaction, complaint and grievance must be understood.Dissatisfaction: Anything disturbs an employee, whether or not theunrest is expressed in words. As per the experience at SMC, disturbancecould be in the form of irritation caused due to long working hours andheavy undistributed work load on an individual.Complaint: A spoken or written dissatisfaction brought to the attentionof the supervisor . A complaint could be when an employee came to theH.R. department to discuss his problem.Grievance: A complaint that has been formally presented to amanagement representative or to a union official.In addition, there are other definitions of a grievance that distinguish itfrom the other two. Few such definitions are:A grievance is a formal dispute between an employee and managementon the conditions of employment. (Glueck, 1978)Grievances are complaints that have been formally registered inaccordance with the grievance procedure. (Jackson)MBA HR PROJECT REPORT ON 20
    • SAAB MARFIN MBAA grievance is any dissatisfaction or feeling of injustice in connection withone’s employment situation that is brought to the attention of themanagement (Beach 1980).Therefore, grievance is a formal and a relatively drastic step, compared todissatisfactions and complains. However, instances where complaintsturn into grievances are not common, since few employees will questiontheir superior’s judgment. Further, many people do not initiategrievances because they fear negative consequence as a result of theirattempt.GrievanceFeaturesIf we analyze these definitions of grievance, some noticeable featuresemerge clearly:a) A grievance refers to any form of discontent or dissatisfaction with anyaspect of the organization.b) The dissatisfaction must arise out of employment and not due topersonal or family problems.c) The discontent can arise out of real or imaginary reasons. When theemployee feels that injustice has been done to him, he has a grievance.The reasons for such a feeling may be valid or invalid, legitimate orirrational, justifiable or ridiculous.MBA HR PROJECT REPORT ON 21
    • SAAB MARFIN MBAd) The discontent may be voiced or unvoiced. But it must find expressionin some form. However, discontent per se is not a grievance. Initially, theemployee may complain orally or in writing. If this not looked intopromptly, the employee feels a sense of lack of justice. Now thediscontent grows and takes the shape of a grievance.e) Broadly speaking, thus, a grievance is traceable to perceivednon-fulfillment of one’s expectations from the organization.Reasons of Grievancea) Economic: Wage fixation, overtime, bonus, wage revision, etc.Employees may feel that they are paid less when compared to others.b) Work Environment: Poor physical conditions of workplace, tightproduction norms, defective tools and equipment, poor quality ofmaterials, unfair rules, lack of recognition, etc.c) Supervision: Relates to the attitudes of the supervisor towards theemployee such as perceived notions of bias, favoritism, nepotism, casteaffiliations, regional feelings, etc.d) Work group: Employee is unable to adjust with his colleagues; suffersfrom feelings of neglect, victimization and becomes an object of ridiculeand humiliation etc.MBA HR PROJECT REPORT ON 22
    • SAAB MARFIN MBAe) Miscellaneous: These include issues relating to certain violations inrespect of promotions, safety methods, transfer, disciplinary rules, fines,granting leave, medical facilities, etc.Aspects of grievance1) Organizational aspects: Organizational structure, policy plans andprocedure.2) Informational aspects: Ignorance about company rules, regulations,promotion policies, career prospects, transferability etc.3) Human aspects: A variety of reasons, the major ones being poormental health and attentionEffects Of GrievanceGrievances, if they are not identified and redressed, may affect adverselythe workers, managers and the organization. The effects are as follows:-1) On performance: Low quality of performance. Low productivity. Increase in the wastage of material, time and other resources Increase in the cost of production per unit.MBA HR PROJECT REPORT ON 23
    • SAAB MARFIN MBA2) On the employees: Increases the rate of absenteeism and turnover. Reduces the level of commitment, sincerity and punctuality. Increases the incidence of accidents. Reduces the level of employee morale.3) On the managers : Strains the superior-subordinate relations. Increases the degree of supervision, control and follow up. Increases in discipline cases. Increase in unrest and thereby machinery to maintain industrial peaceThe Discovery Of GrievanceGrievances can be uncovered in a number of ways. Gossip and grapevineoffer vital clues about employee grievances. Ripe boxes, open doorpolicies periodic interviews, exit surveys could also be undertaken touncover the mystery surrounding grievances.These methods are discussed below:MBA HR PROJECT REPORT ON 24
    • SAAB MARFIN MBAa) Observation: A manager / supervisor can usually track the behaviorsof people working under him. If a particular employee is not gettingalong with people, spoiling materials due to carelessness or recklessness,showing indifference to commands, reporting late for work or isremaining absent - the signals are fairly obvious. Since the supervisor isclose to the scene of action, he can always find out such unusualbehaviors and report promptly.b) Grievance procedure: A systematic grievance procedure is best meansto highlight employee dissatisfaction at various levels. Management, tothis end, must encourage employees to use it whenever they haveanything to say. In the absence of such a procedure, grievances pile upand burst up in violent forms at a future date. By that time things mighthave taken an ugly shape altogether, impairing cordial relations betweenlabour and management. If management fails to induce employees toexpress their grievances, unions will take over and emerge as powerfulbargaining representatives.c) Gripe boxes: A gripe box may be kept at prominent locations in thecompany for lodging anonymous complaints pertaining to any aspectrelating to work. Since the complaint need not reveal his identity, he canexpress his feelings of injustice or discontent frankly and without anyfear of victimization.d) Open door policy: This is a kind of walk-in-meeting with the managerwhen the employee can express his feelings openly about anywork-related grievance. The manager can cross-check the details of thecomplaint through various means at his disposal.e) Exit interview: Employees usually leave their current jobs due todissatisfaction or better prospects outside. If the manager tries sincerelyMBA HR PROJECT REPORT ON 25
    • SAAB MARFIN MBAthrough an exit interview, he might be able to find out the real reasonswhy ‘X’ is leaving the organization. To elicit valuable information, themanager must encourage the employee to give a correct picture so as torectify the mistakes promptly. If the employee is not providing fearlessanswers, he may be given a questionnaire to fill up and post the sameafter getting all his dues cleared from the organization where he iscurrently employed.f) Opinion surveys: Surveys may be conducted periodically to elicit theopinions of employees about the organization and its policiesForms of grievancesA grievance may take any one of the following forms:a) Factual: A factual grievance arises when legitimate needs of employeesremain unfulfilled, e.g., wage hike has been agreed but not implementedciting various reasons.b) Imaginary: When an employee’s dissatisfaction is not because of anyvalid reason but because of a wrong perception, wrong attitude or wronginformation he has. Such a situation may create an imaginary grievance.Though management is not at fault in such instances, still it has to clearthe ‘fog’ immediately.c) Disguised: An employee may have dissatisfaction for reasons that areunknown to himself. If he/she is under pressure from family, friends,relatives, neighbors, he/she may reach the work spot with a heavy heart.If a new recruit gets a new table and almirah, it may become an eyesoreto other employees who have not been treated likewise previously.MBA HR PROJECT REPORT ON 26
    • SAAB MARFIN MBAMBA HR PROJECT REPORT ON 27
    • SAAB MARFIN MBAGrievance Redressal at SMCThe Present Mechanism:SMC Insurance brokers Pvt Ltd has an Informal redressal mechanismwhich is not very structured. For example, anyone who has an issueregarding the salary contacts the person who is responsible for the salaryslip generation. However there is no formal structure for redressal. Thereis no allotment of responsibility of grievance handling as such at thecompany. Due to this there is no defined channel known to the employeefor their grievances. There is no pre- determined time period for theredressal. Also SMC does not follow a proactive approach to theGrievance mechanism. An issue is looked into when it reaches a seriousform.The ProblemThis kind of mechanism is a source of many problems for the company.Some of them are as follows: · Ignorance of Human Resource (HR) department - No structured grievance redressal mechanism places the H.R. department in a very ignorant position where at times they come to know about an issue when it reaches its extreme state like separation of the employee from the company. · High dissatisfaction among the employees - An inefficient redressal system leads to high dissatisfaction among theMBA HR PROJECT REPORT ON 28
    • SAAB MARFIN MBA employees. They do not know what channel to follow for their grievance which further leads to high dissatisfaction and high attrition rate. · Injustice to the employees - This system has encouraged injustice done to the employees in the company, one of such examples is that the respective department heads ask their employees to not come to work without informing the HR department. After 15 days, as per the company rules, they stand absconding due to which the HR takes action accordingly. So an action was taken against the employees without any fault of theirs. · Legal Cases - Lack of grievance mechanism has led to a lot of cases filed against the company in which the company has lost its reputation as well as money. · Tarnishes the Image of the company - Due to a lack of a grievance mechanism, the company is losing its image as a good employer. As a personal experience, during the process of recruitment when I made calls to the prospective employees to line them up for the interviews, I at times got response from them that “SMC does not take care of its employees” · Negative Impact on the psyche of the employees – It has also lead to a wrong approach of the employees towards grievance that they face. Due to the own previous experiences or the experiences of their peers a wrong approach has crept into their psyche that quitting or switching over their job is the only solution to theirMBA HR PROJECT REPORT ON 29
    • SAAB MARFIN MBA problem. Approaching the HR department, the grievance is just not a part of the work culture. · No allocation of responsibility – There is no allocation of responsibility of grievance handling at the HR department due to which the employees do not know who to contact if at all a problem occurs. Also if a grievance is not handled effectively and efficiently, there is no one who can be held responsible. This develops a casual approach towards grievance handling at the HR department. · Issues with the dynamic age – group: SMC is an employer to a much dynamic age group. The average age group of its employees is less than 35. Studies show that this age-group is more prone to inter personal conflicts, instability and job changes. Therefore an absence of a formal mechanism creates a lot of unrest among the employees which hamper their performance.Solution: An Organized Redressal MechanismThe solution to the problem is to have an effective grievance redressalmechanism in the company. Now since the company is at its initial phaseof introducing a formal mechanism, it is not possible for it to introduce acomplicated mechanism instantly. It has to start with a simpler workableone at first. Only after many trials and errors, will the company be able toMBA HR PROJECT REPORT ON 30
    • SAAB MARFIN MBAarrive at a mechanism that is customized to its needs and culture. Thefollowing is the details of the Grievance Redressal Mechanism proposed.MBA HR PROJECT REPORT ON 31
    • SAAB MARFIN MBAReasons why there should be a formal procedure to handle All employee complaints and grievances are in actual practice not settled satisfactorily by the immediate supervisor, due to lack of necessary human relations skills or authority to act. It serves as a medium of upward communication, whereby the management becomes aware of employee frustrations, problems and expectations. It operates like a pressure release valve, providing the employees with an outlet to send out their frustrations, discontents and grips. It also reduces the likelihood of arbitrary action by supervision, since the supervisors know that the employees are able to protest such behavior and make their protests heard by higher manager. The very fact that employees have a right to be heard and actually heard helps to improve morale. It also helps the company to develop a proactive approach. In a formal grievance mechanism when the grievances are analyzed the company can make certain changes in the policies of the company that may prevent the occurrence of certain grievances.MBA HR PROJECT REPORT ON 32
    • SAAB MARFIN MBAClassification of Grievances at SMCGrievances at SMC can be broadly classified into the following headsPerformance Based - A performance based grievance could be fromtop to bottom as well as from bottom to top. In top to bottom it would bewhen the supervisor is highly unsatisfied with the performance of theemployee. A bottom to top grievance would be when the employee is notsatisfied with the kind of work that has been allotted to him or the kindof yardsticks his performance is being measured with.Behavior based - This is the most common form of grievance.Behavior refers to the actions of an individual, usually in relation to itsenvironment, which includes the other individual or systems around aswell as the physical environment. It is the response of the organism orsystem to various stimuli or inputs, whether internal or external,conscious or subconscious, overt or covert, and voluntary or involuntary.However there is certain code of conduct or expected behaviors in everyorganization. This sort of a grievance could be due to certainunacceptable way that an employee behaves in the office or towards aparticular co-worker. Such grievances, if not addressed would create highdissatisfaction among employees. It may also lead to an extremeconsequence of quitting the organization.Sexual Harassment - Grievances of sexual nature is classifiedseparately due to its extreme nature. This sort of grievance requiresdelicate handling and an immediate action. This grievance, if not handledMBA HR PROJECT REPORT ON 33
    • SAAB MARFIN MBAwell, can lead to dire consequences such as strike, bad publicity, andlegal cases against the company.The Structure Required For Grievance Redressal MechanismA Redressal Mechanism requires a kind of structure that compliments theprocess. The structure is describes as follows:-UnitsThe first step to introduce a Grievance Redressal Mechanism is to dividethe organization into units. Each member of the unit will behomogeneous in the terms of the job that he performs. For example Telle-callers would form one unit, and so on. The organization is divided intounits to facilitate an organized redressal mechanism.Matrix Structure at the HR departmentThe second step towards the mechanism is to adopt a matrix structure inthe Human Resource department of the organization. An HR employeewould be handling grievance of a unit along with the core duty he isentitled to. For example, The HR Manager – Recruitment would behandling recruitment along with the grievances of a defined unit, likeTele-callers (customer interaction).MBA HR PROJECT REPORT ON 34
    • SAAB MARFIN MBAGrievance CellThe grievance cell will be formed for a systematic redressal of grievance.Members of the cellThe Committee will have a Chairman, a Vice-Chairman and RedressalOfficers · The Chairman will be nominated by the management from amongst its representatives on the committees. It will be his duty to preside over the meetings and to ensure the smooth functioning of the grievance cell. He would also foresee the timely analysis of the Grievances Tracker to propose various policy changes necessary to avoid further grievances in the company. The chairman would also report to the top management about the performance of the cell. · The Vice-Chairman would be nominated by the union from amongst its employees’ representatives on the committee. He would act as a chairman in the absence of the chairman. He would also ensure good coordination among the redressal officers of the cell. · Other members would be all those who are responsible for touch points of various units that is the Redressal Officers They would be the direct points of contact between the management and the employees.Responsibility of the CellMBA HR PROJECT REPORT ON 35
    • SAAB MARFIN MBAThe cell will have the following responsibilities and duties:- It will meet within a pre -decided time period. Members of the committee will submit reports to the chairman of all the grievances handled by them in that stipulated time period. Those grievances that could not be sorted out by the contact points of each units will be discussed in the meeting and decision will be declared. An emergency meeting can also be declared in case a grievance of serious nature occurs. A grievance tracker (Annexure A) would be maintained by the members for future referenceThis cell would also analyze the grievances from time to time to find ifany, a common thread between them. It will be the duty of the cell topropose policy changes to the higher management so that furthergrievances can be avoided. This holistically would help the company todevelop a Proactive approach towards grievances redressal.Essential features of the cell smooth co-operation among the members; smooth communication among members; clear definition of roles and responsibilities among the team members; clear and easy-to-understand definition of processes;Touch pointsAn essential feature of the proposed system is the touch points betweenthe HR and the employees. These are the members of the grievance cellMBA HR PROJECT REPORT ON 36
    • SAAB MARFIN MBAwho are directly responsible for a unit of the employees. Their duty is toensure smooth communication between the HR and the employees. Sincethey oversee the grievances of a unit, with time they would get to knowthe members of that unit personally. This would foster strong relationbetween the HR department and the employees. Since these touch pointwould know the wants and demands of the employees well they wouldalso help management to develop a pro active approach towardsgrievance handling. This would also help the employees to confide to thetouch points about the grievances even if it is with their supervisorwithout any fear and doubts. These would also be the representatives ofthe HR department for each unit in the organization.Developing Information in Investigatory GrievancesFollowing is the method of investigation to be followed by the RedressalOfficer or the redressal committee according to the seriousness of theissue.Sources Of Information: 1. RecordsPersonnel FileIt may contain the personal details of the employee that can prove vitalduring the investigation.MBA HR PROJECT REPORT ON 37
    • SAAB MARFIN MBAPerformance RecordsPast performances of the employee, from the date of his joining theorganisation (whether he was found skilled and up to the mark in hiswork profile)Grievance RecordsWhether he has had any grievance regarding any issue, and if yes, howdid it affect his performance?Medical RecordsThis is really vital, as it indicates one`s physical abilities to perform theassigned work.2. Special ReportsSupervisoryThis includes the feedback from the supervisor regarding the overallpersonality trait of the employee. As the supervisor really knows thegrievant well, this report is crucial in investigatory purposes.MedicalThis determines the employee’s competency to perform the assigned job.3. Interviews:ManagementThe management on interrogation can certainly determine some crucialfacts that may help in the investigation.MBA HR PROJECT REPORT ON 38
    • SAAB MARFIN MBAUnionThe more you interact with a person, the more you know him better. Thisis obvious especially among peers. So union members definitely get toknow each other well, which is very important in grievance handling cases.4. Physical EvidenceProcedure for the use of sources Gathering of facts. Determine possible witnesses. Decide on order of interviews and conduct them promptly. Examine reports as well as records. Develop possible theories of the case Develop working hypothesis At all stages keep careful and complete notesProofEvidence is used to establish proof of a fact in the mind of the arbitrator.The degree of proof required depends on the nature of the case and mustsimply satisfy the arbitrator. There are three degrees of proof used byarbitrators in making decisions:(1) Proof beyond a reasonable doubt - the strictest degree(2) Clear and convincing proof - the moderate degree(3) A preponderance of evidence - the minimum degreeA greater degree of proof will be required for cases determining morecritical issues for the individual, the labor/management relationship, andMBA HR PROJECT REPORT ON 39
    • SAAB MARFIN MBAthe law. Generally, arbitrators look for clear and convincing proof in themajority of cases.MBA HR PROJECT REPORT ON 40
    • SAAB MARFIN MBAModel Grievance Procedure: Work with Grievance U N Verbal S A Immediate Superior T I Time limit for S answering 48 hrs F Touch point for the unit I E Time limit for D answering Grievance Cell 3days W Time limit for O answering 7 R Higher Management for days K Revision E Union may R ask for Voluntary Arbitration voluntary arbitration Decision binding on both partiesMBA HR PROJECT REPORT ON 41
    • SAAB MARFIN MBAPrinciples and procedure of the grievance model :An aggravated employee shall just present his grievance verbally inperson to the immediate supervisor and the answer should be givenwithin 48 hours. This is however an optional step. If the grievance isagainst the immediate supervisor or of such nature that it cannot bediscussed with the immediate supervisor, then the employee can skip thisstep and approach the redressal officer appointed for his unit.If the employee is not satisfied with the answer, he will present thegrievance to appointed redressal officer for his unit. He will give hisjudgment in 3 days or state the reason for the delay.If he is not satisfied yet, then he may be requested to refer the case tothe grievance committee. The grievance committee will makerecommendation within seven days. Management has to implement it.If even then he remains unsatisfied, he can report to the higher tier of themanagement for revision.If the employee is still not satisfied with the decision then the union mayask for voluntary arbitration and the decision of which will be binding onboth the parties.MBA HR PROJECT REPORT ON 42
    • SAAB MARFIN MBAStages of Grievance Redressal – In depthThe stages of grievance redressal are explained as under:Stage – I of Grievance RedressalIf an employee has a grievance, he meets his immediate supervisor anddiscusses it with him. He mails him form 1(Annexure B). This should bedone within one week of the date on which the facts, on the basis ofwhich the complaint has arisen, became known to him, except that in thecase of promotion, a time limit of six weeks from the date of thepromotion in question would be allowed.The employee fills up the particulars regarding name, designation,section, department etc. in the boxed space provided at the top of theform, and under the heading “Grievance” writes down his grievance inbrief, puts his signature on the statement and hands it over to thesupervisor or his equivalent and obtains his acknowledgement receipt. Incases requiring reference to higher authorities or to another departmentthis time will be relaxed.Stage – II of Grievance RedressalIf the employee is not satisfied with the reply at stage I from the(Immediate supervisor or his equivalent), as the case may be, a copy ofthe grievance Form - I can mailed to the redressal officer. In this form theMBA HR PROJECT REPORT ON 43
    • SAAB MARFIN MBAemployee can state the reasons therein for the reconsideration of his caseand submit this form to his redressal officer (who is bound to reply withina period of three working days of his receipt of the reply at stage I) andobtain an acknowledgement receipt.Stage – III of Grievance RedressalIf the employee is still not satisfied with the reply of the redressal officer,he may appeal to the Chairman of his Grievance Redressal cell ongrievance form within 7 working days of the receipt of reply at Stage 3Management’s decision reached after the consideration of therecommendation of the Unit Grievance Redressal Committee is committeeis communicated to the concerned employee on the grievance form,through the proper channel.The works committee’s unanimous recommendations, to which noobjections are raised by the management or the union, will be final withinten days of the receipt of such recommendations.The Recommendations of the Central Grievances Redressal Committeeare unanimous and binding on the employee, if no objections are raisedby either the management or the union. If objections are raised, thematter is sent for further consideration to the resident director whodiscusses it over with the President or the Deputy President before hearrives at a definite conclusion.The Informal Grievance Redressal ProcedureMBA HR PROJECT REPORT ON 44
    • SAAB MARFIN MBAApart from the formal system of grievance redressal, there can be aninformal method of resolving grievances working simultaneously. In factin a study conducted, employees interviewed said that the informalmethod of resolving grievances by way of oral consultants with theirsuperiors is a much better and less complicated method to undertake.Most of them felt that the formal system was too tedious and timeconsuming. In the informal method, the aggrieved employee can directlyapproach supervisor or the section head (in case of a major grievance)engage into a direct consultation and have his grievance resolvedamicably in stage I itself. Therefore, he not only saves himself from a lotof time but also mental tension and pressure, which many employeesclaim to have acquired during the course of a formal grievance redressalprocedure. Nonetheless, theformal procedure of handling grievances exists in many companies andwas successful in resolving extremely major grievances which theinformal system cannot claim to have done. The time factor involved withthe formal process makes the informal method more successful andpreferable, but it definitely does not deteriorate the effectiveness orimportance of the formal system.Gripe BoxEven after conscious efforts to design the mechanism in a way that theemployees can comfortably confide to the HR department about theirgrievances, there could still be cases in which the employee is notcomfortable to share his problems directly to the H.R. In this case, GripeBoxes shall be available at every floor where the employees can drop inMBA HR PROJECT REPORT ON 45
    • SAAB MARFIN MBAtheir grievances. This would help the HR know about the issues faced bythe employees and actions can be taken accordinglyAdvantages of the proposed grievance mechanismAllocation of Responsibility – In this sort of a structure, there is adefined allocation of responsibility of grievance handling. Each unit hasbeen allotted to each person. Here the person can be held responsible ifanything goes wrong. Also he would be more vigilant and responsivethan otherwise.Specific points of contact between the H.R Department andthe employees - In this type of mechanism there would be specificpoints of contact for grievance redressal in the organization for each unitof internal customers. There wouldbe a defined interface. The employees would know exactly who toapproach when a grievance occur. Also, with time, the negative approachof the employees towards the company with respect to grievancehandling would change for good.Comfortable Interface A very important aspect of a good grievancehandling is that the interface should be comfortable and convenient. Theemployees should feel at ease discussing their grievances with theGrievance cell. In this form of system this has been taken care of. EachMBA HR PROJECT REPORT ON 46
    • SAAB MARFIN MBAmember has been allotted a specific unit. In this way the member withtime would have such relations with the employees that they would feel atease discussing there grievances with him/her.MBA HR PROJECT REPORT ON 47
    • SAAB MARFIN MBALimitationsThe limitations of the mechanism are as follows · It is the first one that is being introduced due to which it will have to be flexible to undergo changes. Also the whole mechanism would take time to get functioning since all its members will take time and experience to understand their duties and responsibilities. · Since each employee is unique and so would be his grievance, to come up with a mechanism that is workable for all kinds of situations is a difficult task · The success of the mechanism basically depends on a number of factors like the relation between the management and the employee, fair judgments of the redressal cell and so on.MBA HR PROJECT REPORT ON 48
    • SAAB MARFIN MBA PROJECT 2MBA HR PROJECT REPORT ON 49
    • SAAB MARFIN MBAObjective To understand the whole process of recruitment followed by the company in depth . To propose a new and better recruitment tracker in the organization that would be more descriptive To highlight the work done at the recruitment department and the lessons extracted from it.IntroductionRecruitment is the process of attracting prospective employees andstimulating them for a job in an organization. Recruitment is a positive action,which results in receiving lots of application. Recruitment is the process where theHR identify the gaps to be filled, attract the suitable persons cvs through differentmedia ( like adds. in paper, approaching consultants, employee references, campusplacements( when the requirement is huge).Significance of RecruitmentIn this is competitive global world and increasing flexibility in the labormarket, recruitment is becoming more and more important in everybusiness. Therefore, recruitment serves as the first step in fulfilling theneeds of organizations for a competitive, motivated and flexible humanresource that can help achieve its objectives. The following are the pointsof importance.MBA HR PROJECT REPORT ON 50
    • SAAB MARFIN MBARecruitment is an important part of an organization’s human resourceplanning and their competitive strength. Competent human resources atthe right positions in theorganization are a vital resource and can be a core competency or astrategic advantage for the organization.The objective of the recruitment process is to obtain the number andquality of employees that can be selected in order to help theorganization to achieve its goals and objectives. With the same objective,recruitment helps to create a pool of prospective employees for theorganization so that the management can select the right candidate forthe right job from this pool.Recruitment acts as a link between the employers and the job seekersand ensures the placement of right candidate at the right place at theright time. Using and following the right recruitment processes canfacilitate the selection of the best candidates for the organization.Purpose of RecruitmentThe Purpose of Recruitment is given below: Attract and encourage more and more candidates to apply in the organization. Create a talent pool of candidates to enable the selection of best candidates for the organization. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.MBA HR PROJECT REPORT ON 51
    • SAAB MARFIN MBA Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants.The Recruitment ProcessThe recruitment process involves a systematic procedure from sourcingthe candidates to arranging and conducting the interviews and requiresmany resources and time.General Steps of RecruitmentMBA HR PROJECT REPORT ON 52
    • SAAB MARFIN MBAThe main stages are identified in the below flow chart – Identify Vacancy Prepare Job Description and person Specification Advertise Managing the Response Short-listing References Arrange Interviews Conduct The Interview Decision Making Convey The Decision Appointment ActionMBA HR PROJECT REPORT ON 53
    • SAAB MARFIN MBARecruitment at SMC SMC Insurance division employs more than 5000 employees andcurrently is in the state of expansion. The branch at which this projectwas carried out has a total of around 750 employees.Recruitment in SMC is a centralised process. All the steps from sourcingto lining up of candidates are performed by the HR department, Delhi. Itperforms recruitment even for offices located in other cities like Mumbai,Kolkata, Pune, and Nasik etc.The branch at which the project was carried out mainly performed therecruitment of the following profiles:- Customer interaction department Operations executive Backhand executive Relationship managers Area Managers Team leaders Group leadersSources of Recruitment UsedThe following sources were used by the branch:-MBA HR PROJECT REPORT ON 54
    • SAAB MARFIN MBAJob PortalsThe company has subscription to two job portals, Naukri and Monster.The company uses this source extensively. This source is used in twoways. Firstly it is used to create database for various profiles, this wasdone by using keywords required for the profile for example salary slot,work experience, area of work (Sales, backhand etc). Then calls are madeon the database. Candidates are lined up on the desired date and time.The second way the portals are used is by job posts. The details of thejob are posted on the portals and then the response is managed. Theproblem that was faced in the source was that the password was sharedby a number of users and there were times when the portal wasunavailable for the branch.ConsultantsThis is another source of recruitment used by the company. This sourceis generally used if the position is to be closed on an urgent basis. It isalso used in case of mass hiring of tele-callers. In this source thecompany strikes a deal with the consultants in which the consultants haveto line up candidates on the mentioned date and if the candidate getsselected, the consultant gets a commission that is pre - decided andmentioned in the deal. The commission depends on the job profile. Forhigher level profiles, it is a fixed percentage of the CTC offered and incase of mass hiring especially for customer interaction department thecommission is a fixed amount. Since this is an expensive source, thecompany uses it cautiously.MBA HR PROJECT REPORT ON 55
    • SAAB MARFIN MBANewspaper AdvertisementThe company also frequently publishes advertisements in leadingnewspapers like Times Of India depending on the requirement of thecompany. It is especially used when there are multiple profiles availablewith the HR department so that the advertisement can be economicallyused to attract candidates for multiple profiles.Employee Referral SchemesThis is a comparatively latest method adopted by the company. Thecompany launches its referral schemes from time to time. Under thissource the company motivates its employees to refer candidates for therequired position. The incentive is monetary as well as non - monetarylike certificate of appreciation etc. The incentive is given only when thereferred candidate gets selected and joins the organisation.Academic Institutes, NGOs and Placement AgenciesThe company uses the above mentioned sources too, although not veryextensively.Institutes are mapped for various profiles and interviews are conducted.For the tele-calling profiles different English teaching institutes, callcentre training institutes and s placement agencies are also tapped. TheMBA HR PROJECT REPORT ON 56
    • SAAB MARFIN MBAadvantage of these tie-ups is that they work for the company free of costor on very low commission basis.Self Sourcing (Poaching and Head Hunting)This is a very common source of recruitment. The HR Departmentemployees bring in candidates from there own contacts of their previousemployers. Poaching means employing a competent and experiencedperson already working with another reputed company in the same ordifferent industry; the organisation might be a competitor in the industry.A company can attract talent from another firm by offering attractive paypackages and other terms and conditions, better than the currentemployer of the candidate which is also called head hunting. Thecompany targets its competitive firms and makes attractive offers tothem.Walk - InsA lot of job applicants come to know about the job from the people whohave either worked before in the company or are working in the samesector. Many candidates walk in for the interviews because they hearabout the ongoing interviews.MBA HR PROJECT REPORT ON 57
    • SAAB MARFIN MBAWork done at SMC (Recruitment)The work done at SMC in the recruitment department is described asfollows:Working on job portals · Creating database - The job portals were used extensively to close positions especially for customer interaction department. The database was generated frequently for the positions. Since the recruitment process was not very formalized, information was gathered from various departments about the profiles that were to be closed. Then the profiles of various prospective candidates were screened from the created database to suit the job. Important yardsticks of screening were Salary, area of expertise, industry, work experience etc. sometimes the database was made of the employees of the competitor firm for poaching and head hunting. · Calling - The second step was to completely exhaust the database by making calls. There were times when multiple profiles were given. Then a telephonic interview was conducted (if the candidate was interested in the job) to understand the kind of job he was looking for and the kind of job for which he/she was eligible.MBA HR PROJECT REPORT ON 58
    • SAAB MARFIN MBA · Convincing and Lining up : The next step was to convince them for the job at the given salary. This required a lot of smart talk. The candidate was convinced on the grounds that the job offered to him was better than the job he was already doing, he would get a good exposure and so on. Then he was convinced to come for the interview at a given time, date and venue. Also for positions like team leaders, efforts were made to convince them to bring the entire team on which he is working currently with him. There were times when the candidate was not available at that time then either the interview was re -scheduled after coordination with the concerned authority or the candidate was convinced to make it for the interview on the basis of urgent closing of positions. · Follow – up - This was the most important part of the whole process. The candidate was mailed. Messaged and called again to remind and confirm with him about the interview. For pan India line - ups coordination was done with the concerned authority there as well as the candidate lined up.INTERVIEWS · Coordination - Initially only coordination was done with the candidate as well as with the interviewer. The candidates were briefed about the profile once again. Their CV`s were collected and they were sent to the operations department for the next round of interview. If they were selected they were informed about the salaryMBA HR PROJECT REPORT ON 59
    • SAAB MARFIN MBA package. These too required sharp convincing skills to get them accept the offer. Also later on the selected candidates were called again to remind then about their joining dates and details of documentation. Here again certain doubts were cleared for candidates who were confused about the job. · Observation -- The HR round of interviews were keenly observed. The KSA that they were looking for was understood. Also the tactics used to shortlist the candidates and questions that were asked were deeply analyzed. · Conducting the Interviews - Then eventually interviews were conducted independently. This was for the customer interaction position. Generally the interview followed a defined format. However this format was flexible depending on the candidate to be interviewed. The candidate was asked to introduce one - self. This generally helped to understand his command over language as well as his confidence. Then cross questioning was done from his CV. Generally questions were asked about his past work experience, educational background etc. This was to know more about the candidate as well as to check if whatever information he was giving was genuine or not.MBA HR PROJECT REPORT ON 60
    • SAAB MARFIN MBA Then questions were asked about the insurance sector and his interest in it. This solved the dual purpose of testing his product knowledge as well his enthusiasm for the job. Then he/she was asked to sell (mock call or otherwise) any random item. This was to measure his convincing and selling skills that were very much required for the job of tele - marketing. Then in the end his Interview Assessment Sheet was prepared. This sheet rated candidate on criteria like Confidence, product knowledge. Educational qualification, convincing skills. And language. At the end if the candidate was selected he was sent for the next round of interview and if he was not selected he was explained the reasons, his weaknesses and ways he could overcome those weaknesses.Designed the Employee Requisition Form under the guidance ofthe Recruitment Manager:The requisition process was not very organized due to which there was alot of confusion Many a times there was duality of demands from thesame department. To systematize the process an Employee requisitionForm was designed and forwarded to the organization. The form wassupposed to be filled up by the person who needed a post to be closed. Ithad to be sanctioned by the Head of the department and then mailed tothe recruitment team of the HR department. Only then did therecruitment process for the position started. A copy of the requisitionform is attached at Annexure (D).MBA HR PROJECT REPORT ON 61
    • SAAB MARFIN MBAMaintaining the databasesAt the end of each day entries were made on the database about thestatus of recruitment. A database file named “Master MIS” was maintainedby the company which had various sheets such as “Recruitment Tracker”and “Training Status” etc in which the data was entered to keep therecords of the candidates interviewed, selected, rejected, source of thecandidate that whether he/she had come through a consultancy oremployee reference etc,interview date, joining date, contact no., training status that whether theyqualified training or not, etc.Importance of databaseThe database plays a very important role in the process of recruitment. Record – It is a way of maintaining record of the interviewed candidates and their details Performance measurement – Database is also a way to measure the performance of the recruiter and whether or not the targets are being fulfilled. Comparative analysis of the sources of recruitment – Database also helps to analyze the various sources of recruitment by calculatingMBA HR PROJECT REPORT ON 62
    • SAAB MARFIN MBA the ROI as it has the number of candidates selected from each source. Training Status – It also reflects the training status. How many out of selected joined the training? How many out of them qualified the training and joined the floor? How many out of those left the job in first one week?Mapping of Institutes and Small Placement AgenciesA certain amount of field job was also involved for the task of mappingthe English coaching institutes, call centre training institutes andplacement agencies These coaching institutes and training centres sendthe candidates for free as for them it counts as the placement assistancefor their own students. To map such institutes, training centres andplacement agencies, a lot of field work was done in the areas like LaxmiNagar, Rohini and Shahadra etc. These areas were selected on the basisof factors like high density of such institutes and agencies in these areas,optimum distance from the office and easy commutation through metro.A few tie- ups were done as a result of the mapping.Designing the Employee Referral Scheme Under the guidance ofthe recruitment managerAn employee referral scheme was launched to motivate the employees torefer their own candidates for various positions like Tele MarketingExecutive, Team Leader, Relationship Manager, and Sales Manager. Underthis scheme, an employee could refer a candidate from his side for thepositions. If the candidate got selected, he/she would get Rs 1000, (100MBA HR PROJECT REPORT ON 63
    • SAAB MARFIN MBAafter 60 days & remaining 500 after 90days of date of joining of thecandidate).This scheme was valid for only Relationship managers andnon-sales employees. A copy of the Referral Scheme is attached asAnnexure (G).Coordination during TrainingThe job in recruitment did not end with interviews. Retention of thecandidates till they join the job was also done. This retention was doneduring the training period that lasted for a week. Regular coordinationwas made with the trainer to monitor the strength of the candidates.Calls were made to candidates who did not turn up for training after afew weeks. A lot of convincing was done to make them attend the wholetraining session.Learning at SMC (Recruitment)“Recruitment is the heart of HRM. Because if you don’t have anyoneto fill the positions in your organization, for whom are you going todevise the policies, or train or manage compensation for?”Working extensively in the Recruitment gave the opportunity. to learn tointeract with people with business sense, right from the candidates,hiring managers, technical managers, to agencies, colleges etc.MBA HR PROJECT REPORT ON 64
    • SAAB MARFIN MBABuild up the foremost quality of HRM professionals ofInterpersonal and negotiating skills:Each step in recruitment helped to sharpen interpersonal, negotiating andconvincing skills. Right from lining up the candidates to making themaccept the offer letter, required canny convincing skills.Virtue of Patience and Perseverance :Working for the Recruitment department taught the valuable virtues ofpatience and perseverance. Recruitment is not a job that yields resultsinstantly. Working in it helped to understand the importance of patienceand a constant hard work. Even steps like making calls to the candidateswere not easy. There were times when the candidate was to be called fourto five times for a line-up.Understanding the inner details like job description and personjob fit:Constant interaction with the various department heads about thepositions to be closed, helped to understand the job description and itsimportance in detail. Also in cases of multiple job positions, interactionswith the potential candidate during telephonic interview was done and amatch was made between him and the multiple positions available andthen the offer was made This helped to understand the person job fit.Working in the job portals: An opportunity was provided to understand application of database bythe professional recruiters. All the aspects were clearly understood fromjob posts to creating database. Resume reading was also learned in theprocess giving attention to every detail. All the functions of the portalsMBA HR PROJECT REPORT ON 65
    • SAAB MARFIN MBAlike job posting, creating database of prospective candidates, looking upa particular resume in the portals etc was understood in depth.Interviewing:It helped to develop the skills of interviewing and analyzing the candidateby his body language, way of communicating etc. The following detailswere learned in the process: Get a clear idea about the position / job and reporting structure. Follow a pattern of questions both technical and behavioural. Make notes and try to gather as much as information possible with respect to the details given in the resume. Be very composed; not to react to the responses of the candidate during the interview. Do not judge on the looks of the candidate. Presentability in candidate is definitely a required quality for selecting a candidate but try to evaluate it with his/her technical and other skills. If he/she stands out in knowledge, presentability can be compromised.. Be a part of all the technical interviews. This helps to develop a holistic approach.Importance of Follow-up and Communication with theprospective employee:The importance of follow-up in the recruitment process was understooddeeply. Follow-up during the time of lining up as well as during the timeMBA HR PROJECT REPORT ON 66
    • SAAB MARFIN MBAperiod when the candidate is yet to join the company is essential. It helpsto keep him motivated to come for the interviews as well as join thecompany if selected. It also helped to understand the importance ofcommunication during the telephonic round. Talking at length with thecandidate would actually help in knowing whether the candidate is reallyinterested or it is a time pass for him. Furthermore, while talking to acandidate, one should try to look out for what is lacking in his currentorganization. That makes him look for a change.Joining FormalitiesIt also helped to follow closely the joining formalities that the companyfollowed right from all the documents required at the time ofdocumentation, generation of employee code as well as the joining kits.Importance of database management:Any kind of analysis can be done if the relevant data is available. Therewere many kinds of reports made from the database. Calculation of ROI Bottlenecks in the recruitment process Payment Lists, etc.MBA HR PROJECT REPORT ON 67
    • SAAB MARFIN MBAThird Party RollsThe concept of Third party rolls was understood. In a third party rollsystem the employees are on the rolls of some other party, though theywork for the company and mark their attendance. This attendance is sentto the third party and the salary is processed by them. They send in arepresentative who foresees the whole procedure. Companies are in thispractice because it saves a lot of work and the company is also free fromany kind of legal bindings related to those employees. This is a verycommon practice in BPO sector.Company PoliciesDuring the recruitment process, opportunity was received to familiarizewith the company and its business, policies and procedures,compensation and benefits and other inside information.Honed marketing skills:Day in and day out, questions were answered to the prospectivecandidates. This is how the sales part of the job was learnt by selling thecompany and the job, by just giving the right USP for the job/position orthe company.MBA HR PROJECT REPORT ON 68
    • SAAB MARFIN MBAProposalsAfter understanding closely the recruitment processes at SMC, thefollowing proposals were made:Employee Requisition Form:The company did not have a standard channel by which the employeerequisition was communicated to the HR department. This created a lot ofconfusion and at times got duality in the process. So an EmployeeRequisition Form was designed so that the channel is well defined. It isattached as Annexure (D)Recruitment Tracker:During the analysis it was found that the present tracker was not veryeffective. So a new tracker is proposed that will help to analyze therecruitment process better. It is attached as Annexure (H)E-RecruitmentThere can be an extensive use of Internet as a source ofrecruitment. E-recruitment is the use of technology to assist therecruitment process. They advertise job vacancies through worldwide web.The job seekers send their applications or curriculum vitae i.e. CVsthrough e mail using the Internet. Alternatively job seekers place theirCV’s in worldwide web, which can be drawn by prospective employeesMBA HR PROJECT REPORT ON 69
    • SAAB MARFIN MBAdepending upon their requirements. Also a way can be devised whereinterested employee can post their resumes at the company websites andthese resume can be used as and when required.Advantages of such kind of recruitment are: Low cost. No intermediaries Reduction in time for recruitment. Recruitment of right type of people. Efficiency of recruitment process.MBA HR PROJECT REPORT ON 70
    • SAAB MARFIN MBAMBA HR PROJECT REPORT ON 71
    • SAAB MARFIN MBA Referenceswww.smcindiaonline.comwwwcitehr.comwww.scribd.comwww.recruitment.naukrihub.comwww.humanresources.hrvinet.comwikipedia.org/wiki/RecruitmentThe Human FactorIvancevich John M,(2008) Human Resouecwe Management,10thedition,New Delhi, Tata McGraw HillMBA HR PROJECT REPORT ON 72
    • SAAB MARFIN MBAMBA HR PROJECT REPORT ON 73
    • SAAB MARFIN MBA AnnexureMBA HR PROJECT REPORT ON 74
    • SAAB MARFIN MBAMBA HR PROJECT REPORT ON 75
    • SAAB MARFIN MBA(A) Grievance Tracker Res Employee olve Status (on Channel Date of Entr Proces Date of Date of Clarification dSl Emp. Emp. Floor,Softskil of Descriptio Recorde Dept Resoluti Remark y s Receipt respon / Resolution (OpNo code Name l Training, Grievance n of Issue d by . on s Date Owner of mail se sent given en / Process s given Clos Training) ed) MBA HR PROJECT REPORT ON 76
    • SAAB MARFIN MBA(B) Grievance Form (In Hindi or mother-tongue as applicable)Name ……………………………………Employee Code………………………….Destination ………………………..……..Date Of Joining ………………………....Department ………………………………..Grievance Regarding……………………….Reason for Reconsideration…………………..DateSignature of employeeRemarks of concerned authority where necessary are to be entered withinthe stipulated time period from the date of receipt of this form.) In casesrequiring reference to higher authorities, reasons for reconsiderationwould be mentioned.MBA HR PROJECT REPORT ON 77
    • SAAB MARFIN MBAC) Employee Correction Form“Peak performers concentrate on solving problems rather than placing blame forthem.”-Charles GarfieldThe purpose of this form is to make sure inappropriate conduct does notget repeated. Towards that end, we seek positive suggestions forimprovement and the taking of personal responsibility .(Please use the back of this form or extra paper if needed)Summarize the circumstances which resulted in the warning notice---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------I will do the following to make sure the conduct warned about does notget repeated:---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------I request the following support or resources to help prevent this conductfrom being repeated:---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------MBA HR PROJECT REPORT ON 78
    • SAAB MARFIN MBA------------------------------------------------------------------------------------------I have the following additional suggestions to help correct this conduct:---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------I would expect the company to do the following if this conduct does notimprove:---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Today’s Date:Date of Warning Letter:Employee Name:Employee Code:Employee signatureMBA HR PROJECT REPORT ON 79
    • SAAB MARFIN MBA(D) Employee Requisition FormMBA HR PROJECT REPORT ON 80
    • SAAB MARFIN MBA(E) FORMAT FOR TRAINING MISTrainee Name Contact No. Position Date of TrainingMonth Trainer Batch No. Certified / DecertifiedDAILY HIRING STATUS Left Active today Selected today Current Proposed Cons Walkin Portal Ref Batch Batch6thApril 216 0 0 3 0 3 27 67thApril 213 3 4 0 0 4 24 88thApril 210 4 2 0 0 4 24 69thApril 207 3 6 0 0 1 19 7 Batch10th Handover-April 204 3 1 0 0 1 18 2MBA HR PROJECT REPORT ON 81
    • SAAB MARFIN MBA(F) Interview Assessment SheetNAME : CURRENTORGANISATION :AGE(Yrs) :LOCATION :DATE : POST APPLIEDFOR :GENDER : REFERREDBY :S No. PARAMETER ROUND HR ROUND 2 (DEPT.) (SCALE 1 TO 5) INTERVIEWED BY INTERVIEWD BY1 Communication Skills2 Personality3 Leadership Skill4 Attitude5 Subject knowledge6 Relevant experience7 IQ level8 Analytical skills9 Stress handling Ability10 Cultural Fitment Total For HR use onlySOURCE OF HIRING : MBA HR PROJECT REPORTFINAL SALARY (WITH DETAILS) : ON 82DATE OF JOINING :APPROVING AUTHORITY :REMARKS (If Any) :
    • SAAB MARFIN MBA(G)Employee Referral Scheme Refer Whom youPrefer For a sales role Ref RefMBA HR PROJECT REPORT ON 83
    • SAAB MARFIN MBA* Conditions of “Employee Referral”:- Relationship manager can Refer Relationship Manager. Other than RM, ONLY NON-SALES EMPLOYEES CAN REFER. 1000 gross for each referral*** (500 after 60 days & remaining 500 after 90days of DOJ of candidate). RM, s hired through Referral will be assigned only to SM, who is two or more months old in the system.Please send your reference to:- HumanResource-9311291260Mail CV at: - insurancejobs@smcindiaonline.com(H) Recruitment Tracker(i) Pre Interview TrackerMBA HR PROJECT REPORT ON 84
    • SAAB MARFIN MBAp.s. Excel File attached to the mail(ii) Post Interview TrackerP.S. attached with the mail.MBA HR PROJECT REPORT ON 85
    • SAAB MARFIN MBAsMBA HR PROJECT REPORT ON 86