HR INITIATIVES AT SMC INSURANCE BROKERS PVT.

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

SAAB MARFIN MBA

MBA HR PROJECT REPORT ON 2

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Executive Summary
The project encompasses the two important aspects of the Human
resource Department at SMC Insurance Brokers Private Limited, grievance
redressal and the recruitment process.
Though there is a lot of scope for growth in the insurance sector, the
availability of human resource with skills suited for this industry is
meager. Therefore, it is difficult to find and retain skilled people in this
sector. What makes a firm best is not just technology, masterly strategy
or the use of tools, rather best firms are better organized to meet the
needs of their people, so that they attract better people than their
competitors 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 and
grievance redressal play a major role.

The HR department at SMC is presently at its transactional phase. It is
aspires to achieve a transformational role for the employees. The project
aims to systematize the grievance redressal mechanism for the company.
It also aims to study in depth the Recruitment Process followed by the
company.

One of the most effective HR practice to attract and retain good work
force is to have a good and a transparent Grievance Redressal Mechanism
for the employers. Grievance is any discontent or dissatisfaction,
whether expressed or not, whether valid or not, arising out of anything
connected with the company which an employee thinks, believes and
even feels to be unfair, unjust or inequitable.”. Grievance if not addresses
to, can lead to high amount of dissatisfaction at work and can further
lead to attrition.


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Recruitment is a process that creates a talent pool of candidates to
enable the selection of best candidates for the organization. Its
importance lies in the fact that it links the employers with the employees.
The skills and competencies of an organization's recruitment have a
measurable effect on its business performance. Companies with better
HR professionals do a better job of attracting a pool of talent in a cost
effective way. And HR has been hired to create and maintain congenial
Environment in Company by hiring the best suited person both in
knowledge and attitude. The project aims to understand the recruitment
process of the organization and to help institutionalizing the needed
changes.

I


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Table of Contents

Contents
CERTIFICATE OF APPROVAL- FACULTY GUIDE 2
CERTIFICATE OF APPROVAL- INDUSTRY GUIDE 3
DECLARATION 4
Acknowledgement 5
Executive Summary 6
Table of Contents 8
Introduction 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 17
Project 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 31
Reasons why there should be a formal procedure to handle 32


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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 40
Principles 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 46
PROJECT 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


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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 66
References 69
Annexure 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


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Introduction

The Insurance Sector

In law and economics, insurance is a form of risk management primarily
used to hedge against the risk of a contingent, uncertain loss. Insurances
defined as the equitable transfer of the risk of a loss, from one entity to
another, in exchange for payment. An insurer is a company selling the
insurance; an insured or policyholder is the person or entity buying the
insurance policy. The insurance rate is a factor used to determine the
amount to be charged for a certain amount of insurance coverage, called
the premium. Risk management, the practice of appraising and
controlling risk, has evolved as a discrete field of study and practice.

The transaction involves the insured assuming a guaranteed and known
relatively small loss in the form of payment to the insurer in exchange for
the insurer's promise to compensate (indemnify) the insured in the case
of a large, possibly devastating loss. The insured receives
a contract called the insurance policy which details the conditions and
circumstances under which the insured will be compensated.

Insurance sector in India

History: Insurance in India has its history dating back until 1818, when
Oriental Life Insurance Company was started by Anita Bhavsar in Kolkata


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to cater to the needs of European community. The pre-independence era
in India saw discrimination between the lives of foreigners (English) and
Indians 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 were
founded. In the year 1912, the Life Insurance Companies Act and the
Provident Fund Act were passed to

regulate the insurance business. The Life Insurance Companies Act, 1912
made it necessary that the premium-rate tables and periodical valuations
of companies should be certified by an actuary. However, the disparity
still existed as discrimination between Indian and foreign companies. The
oldest existing insurance company in India is the National Insurance
Company Ltd., which was founded in 1906. It is in business. Before that,
the industry consisted of only two state insurers: Life Insurers (Life
Insurance Corporation of India, LIC) and General Insurers (General
Insurance Corporation of India, GIC). GIC had four subsidiary companies.
With effect from December 2000, these subsidiaries have been de-linked
from the parent company and were set up as independent insurance
companies: Oriental Insurance Company Limited, New India Assurance
Company Limited, National Insurance Company Limited and United India
Insurance Company Limited.

The Present Scenario: The insurance sector in India has completed all
the facets of competition –from being an open competitive market to
being nationalized and then getting back to the form of a liberalized
market once again. The insurance industry is undergoing a massive
change and the metamorphosis has been noteworthy in the last few
decades. Thanks to reforms and the easing of policy regulations, the


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Indian insurance sector been allowed to flourish, and as Indians become
more familiar with different insurance products, this growth can only
increase, with the period from 2010 - 2015 projected to be the 'Golden
Age' for the Indian insurance industry. Currently, a $41 billion industry,
India is the world's fifth largest life insurance market and growing at a
rapid pace of 32-34% annually as per Life Insurance Council studies.

Currently, in India only two million people (0.2 % of the total population
of 1 billion) are covered under Mediclaim, whereas in developed nations
like USA about 75 % of the total population are covered under some
insurance scheme. With more and more private companies in the sector,
the situation may change soon.

The Insurance Brokerage Industry

Insurance brokers are people who possess specialized knowledge in the
field of finance. They play an important intermediary role between the
customer and the insurance company. They are also known as insurance
agents. An insurance broker can be either of the following:

· An individual
· A commercial business entity


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Insurance brokers or agents have a thorough knowledge and extensive
experience in the insurance sector and are quite conversant with the
contingent risks of life and their possible risk-management. They actually
broker the insurance deal between the insurance company and the
consumer and in lieu for this, extract a commission.

Insurance brokers are basically financial planners who acquire suitable
insurance schemes in accordance with the needs of the insurance clients.
Insurance brokers are not tied to any specific insurance companies but to
multiple ones. So, there is little chance of them favoring insurances of
any specific company/companies. An insurance broker is

expected to perform extensive research while choosing the right
insurance scheme/policy for the client’s requirements without any prior
biases.

Insurance Brokers: Serving a Large Client Base

The job of an insurance broker varies from firm-to-firm because in such
cases, size does matter. In large business entities, they have a wide range
of client base along with their wide range of requirements. However, it is
impossible for a single broker to meet all these need. So, each broker in a
big business house has categorical specializations according to the needs
of the clients.

Insurance brokers in small business entities who have comparatively less
businesses and a small number of clients are required to do all the
associated work themselves.


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Insurance 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 don't
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 Profile

SMC Insurance Brokers Pvt Ltd is a part of the SMC family. SMC Insurance
Pvt Ltd. is a fully owned subsidiary of SMC Global securities Ltd. The SMC


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Group, a leading Financial services provider in India is a vertically
integrated investment solutions company, with a pan-India presence.

Overview

SMC Group, founded in 1990, is India’s leading provider of financial
services and investment solutions. A blend of extensive experience,
diverse talent and client focus has made us the 4th largest broking house
in India.

Over the years, SMC has expanded its operations domestically as well as
internationally. Existing network includes regional offices at Mumbai,
Kolkata, Chennai, Cochin, Ahmadabad, Jaipur, Hyderabad, Bangalore plus
a growing network of 2000+ offices spread across 425 cities/towns in
India.

SMC offers diverse range of financial services which includes institutional
and retail brokerage of equity, currency, commodities, derivatives, online
trading, depository services, fixed Deposits, IPO’s and mutual funds
distribution, dedicated desk for NRI and institutional clients, insurance
broking, clearing services, margin funding, investment banking, portfolio
management, wealth advisory and research. They have a highly

efficient workforce of over 6000 employees and over 7500 financial
advisors serving the financial needs of more than 5, 75,000 satisfied
investors.
They are also amongst the first financial firms in India to expand
operations in the lucrative gulf market, by acquiring license for broking
and clearing member with Dubai Gold and Commodities exchange
(DGCX).


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Company’s Vision

To be a global major in providing complete investment solutions, with
relentless focus on investor care, through superior efficiency and
complete transparency.

Core Values

Ethical deals: Honesty is the only policy.

Experience and trust: Over 20 years of experience has made SMC earn the
trust 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.


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Products and Services

1. Broking
Equities, Derivatives, Currency, Commodities, Online Trading,
Commodities trading
in international market through DGCX

2. Investment Banking
IPOs, Follow on offers, M andA, Private equity, Debt syndication, ESOP,
valuation, etc.

3. Distribution of Financial Products
Insurance broking for life and Non-Life products, Distribution of IPOs and
Mutual
Funds (with web based capabilities) Mobilization of company fixed
deposits and non convertible debentures, Distribution of bond products-
Capital gain/tax saving bonds, Govt. of India 8% taxable bonds, etc.

4. Depository and Clearing Services
Depository Services for shares and commodities, Clearing Services in NSE
(F and O, Currency), BSE (FandO, Currency) MCX (Commodities, Currency)
and DGCX.

5. Wealth Management
Wealth Advisory and Arbitrage Management for HNIs and Corporate

6. NRI and Institutional Desk
Dedicated team for NRI and Institutional Desk

7. Research


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Research support to clients through intraday SMS and E-mails, Weekly
research magazine – Wise Money – covering wide range of asset classes
and Wise Fund Focus, a monthly magazine on mutual funds, Regular
investor education programme

8. Margin Funding
Expertise in Financial short term loan facility to buy securities from
Capital market

9. Insurance Brokerage
Both Life and General Insurance.


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Project I


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Objective

The objective is to create a Grievance Redressal mechanism that is simple
and workable for an organization since it is the first redressal mechanism
that it will adopt. A simple mechanism would ensure that the employees
understand and follow it. This mechanism should be flexible and is based
on trial and error, till it reaches its best form. Also the aim is to build
such a mechanism that not only solves grievances but also creates such
interpersonal relations between the HR Department and the employees,
such that the employee is comfortable to share his problems with the
concerned person from the department.


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Introduction

In their working life, employees do get dissatisfied with various aspects
of working may be with the attitude of the manager, policy of the
company, working conditions, or behavior of colleagues. Employers try to
ignore or suppress grievances. But they cannot be suppressed for long.
Grievance acts as rust which corrodes the very fabric of organization. An
aggrieved employee is a potent source of indiscipline and bad working. A
grievance is “any discontent or dissatisfaction, whether expressed or not,
whether valid or not, arising out of anything connected with the company
which an employee thinks, believes or, even feels to be unfair, unjust or
inequitable.”
Maintaining quality of work life for its employees is an important concern
for the organization. The grievance handling procedure of the
organization can affect the harmonious environment of the organization.
The grievances of the employees are related to the contract, work rule or
regulation, policy or procedure, health and safety regulation, past
practice, changing the cultural norms unilaterally, individual victimization,
wage, bonus, etc.
Here, the attitude on the part of management in their effort to
understand the problems of employees and resolve the issues amicably
have better probability to maintain a culture of high performance.
Managers must be educated about the importance of the grievance
process and their role in maintaining favorable relations with the union.
Effective grievance handling is an essential part of cultivating good
employee relations and running a fair, successful, and productive
workplace. Positive labor relations are two-way street where both sides
must give a little and try to work together. Relationship building is the
key to successful labor relations


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Dissatisfaction, Complaint and Discipline Grievance

To understand what a grievance is, a clear difference between
dissatisfaction, complaint and grievance must be understood.

Dissatisfaction: Anything disturbs an employee, whether or not the
unrest is expressed in words. As per the experience at SMC, disturbance
could be in the form of irritation caused due to long working hours and
heavy undistributed work load on an individual.

Complaint: A spoken or written dissatisfaction brought to the attention
of the supervisor . A complaint could be when an employee came to the
H.R. department to discuss his problem.

Grievance: A complaint that has been formally presented to a
management representative or to a union official.
In addition, there are other definitions of a grievance that distinguish it
from the other two. Few such definitions are:

A grievance is a formal dispute between an employee and management
on the conditions of employment. (Glueck, 1978)

Grievances are complaints that have been formally registered in
accordance with the grievance procedure. (Jackson)


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A grievance is any dissatisfaction or feeling of injustice in connection with
one’s employment situation that is brought to the attention of the
management (Beach 1980).

Therefore, grievance is a formal and a relatively drastic step, compared to
dissatisfactions and complains. However, instances where complaints
turn into grievances are not common, since few employees will question
their superior’s judgment. Further, many people do not initiate
grievances because they fear negative consequence as a result of their
attempt.

Grievance

Features

If we analyze these definitions of grievance, some noticeable features
emerge clearly:

a) A grievance refers to any form of discontent or dissatisfaction with any
aspect of the organization.

b) The dissatisfaction must arise out of employment and not due to
personal or family problems.

c) The discontent can arise out of real or imaginary reasons. When the
employee feels that injustice has been done to him, he has a grievance.
The reasons for such a feeling may be valid or invalid, legitimate or
irrational, justifiable or ridiculous.


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d) The discontent may be voiced or unvoiced. But it must find expression
in some form. However, discontent per se is not a grievance. Initially, the
employee may complain orally or in writing. If this not looked into
promptly, the employee feels a sense of lack of justice. Now the
discontent grows and takes the shape of a grievance.

e) Broadly speaking, thus, a grievance is traceable to perceived
non-fulfillment of one’s expectations from the organization.

Reasons of Grievance

a) 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, tight
production norms, defective tools and equipment, poor quality of
materials, unfair rules, lack of recognition, etc.

c) Supervision: Relates to the attitudes of the supervisor towards the
employee such as perceived notions of bias, favoritism, nepotism, caste
affiliations, regional feelings, etc.

d) Work group: Employee is unable to adjust with his colleagues; suffers
from feelings of neglect, victimization and becomes an object of ridicule
and humiliation etc.


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e) Miscellaneous: These include issues relating to certain violations in
respect of promotions, safety methods, transfer, disciplinary rules, fines,
granting leave, medical facilities, etc.

Aspects of grievance

1) Organizational aspects: Organizational structure, policy plans and
procedure.

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 poor
mental health and attention

Effects Of Grievance

Grievances, if they are not identified and redressed, may affect adversely
the 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.

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2) 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
peace

The Discovery Of Grievance

Grievances can be uncovered in a number of ways. Gossip and grapevine
offer vital clues about employee grievances. Ripe boxes, open door
policies periodic interviews, exit surveys could also be undertaken to
uncover the mystery surrounding grievances.

These methods are discussed below:


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a) Observation: A manager / supervisor can usually track the behaviors
of people working under him. If a particular employee is not getting
along with people, spoiling materials due to carelessness or recklessness,
showing indifference to commands, reporting late for work or is
remaining absent - the signals are fairly obvious. Since the supervisor is
close to the scene of action, he can always find out such unusual
behaviors and report promptly.

b) Grievance procedure: A systematic grievance procedure is best means
to highlight employee dissatisfaction at various levels. Management, to
this end, must encourage employees to use it whenever they have
anything to say. In the absence of such a procedure, grievances pile up
and burst up in violent forms at a future date. By that time things might
have taken an ugly shape altogether, impairing cordial relations between
labour and management. If management fails to induce employees to
express their grievances, unions will take over and emerge as powerful
bargaining representatives.

c) Gripe boxes: A gripe box may be kept at prominent locations in the
company for lodging anonymous complaints pertaining to any aspect
relating to work. Since the complaint need not reveal his identity, he can
express his feelings of injustice or discontent frankly and without any
fear of victimization.

d) Open door policy: This is a kind of walk-in-meeting with the manager
when the employee can express his feelings openly about any
work-related grievance. The manager can cross-check the details of the
complaint through various means at his disposal.

e) Exit interview: Employees usually leave their current jobs due to
dissatisfaction or better prospects outside. If the manager tries sincerely


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through an exit interview, he might be able to find out the real reasons
why ‘X’ is leaving the organization. To elicit valuable information, the
manager must encourage the employee to give a correct picture so as to
rectify the mistakes promptly. If the employee is not providing fearless
answers, he may be given a questionnaire to fill up and post the same
after getting all his dues cleared from the organization where he is
currently employed.

f) Opinion surveys: Surveys may be conducted periodically to elicit the
opinions of employees about the organization and its policies

Forms of grievances

A grievance may take any one of the following forms:

a) Factual: A factual grievance arises when legitimate needs of employees
remain unfulfilled, e.g., wage hike has been agreed but not implemented
citing various reasons.

b) Imaginary: When an employee’s dissatisfaction is not because of any
valid reason but because of a wrong perception, wrong attitude or wrong
information he has. Such a situation may create an imaginary grievance.
Though management is not at fault in such instances, still it has to clear
the ‘fog’ immediately.

c) Disguised: An employee may have dissatisfaction for reasons that are
unknown 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 eyesore
to other employees who have not been treated likewise previously.


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Grievance Redressal at SMC

The Present Mechanism:

SMC Insurance brokers Pvt Ltd has an Informal redressal mechanism
which is not very structured. For example, anyone who has an issue
regarding the salary contacts the person who is responsible for the salary
slip generation. However there is no formal structure for redressal. There
is no allotment of responsibility of grievance handling as such at the
company. Due to this there is no defined channel known to the employee
for their grievances. There is no pre- determined time period for the
redressal. Also SMC does not follow a proactive approach to the
Grievance mechanism. An issue is looked into when it reaches a serious
form.

The Problem

This 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 the

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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 their


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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 Mechanism

The solution to the problem is to have an effective grievance redressal
mechanism in the company. Now since the company is at its initial phase
of introducing a formal mechanism, it is not possible for it to introduce a
complicated mechanism instantly. It has to start with a simpler workable
one at first. Only after many trials and errors, will the company be able to


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arrive at a mechanism that is customized to its needs and culture. The
following is the details of the Grievance Redressal Mechanism proposed.


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Reasons 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.


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Classification of Grievances at SMC

Grievances at SMC can be broadly classified into the following heads

Performance Based - A performance based grievance could be from
top to bottom as well as from bottom to top. In top to bottom it would be
when the supervisor is highly unsatisfied with the performance of the
employee. A bottom to top grievance would be when the employee is not
satisfied with the kind of work that has been allotted to him or the kind
of 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 its
environment, which includes the other individual or systems around as
well as the physical environment. It is the response of the organism or
system 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 every
organization. This sort of a grievance could be due to certain
unacceptable way that an employee behaves in the office or towards a
particular co-worker. Such grievances, if not addressed would create high
dissatisfaction among employees. It may also lead to an extreme
consequence of quitting the organization.

Sexual Harassment - Grievances of sexual nature is classified
separately due to its extreme nature. This sort of grievance requires
delicate handling and an immediate action. This grievance, if not handled


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well, can lead to dire consequences such as strike, bad publicity, and
legal cases against the company.

The Structure Required For Grievance Redressal Mechanism

A Redressal Mechanism requires a kind of structure that compliments the
process. The structure is describes as follows:-

Units

The first step to introduce a Grievance Redressal Mechanism is to divide
the organization into units. Each member of the unit will be
homogeneous in the terms of the job that he performs. For example Telle
-callers would form one unit, and so on. The organization is divided into
units to facilitate an organized redressal mechanism.

Matrix Structure at the HR department

The second step towards the mechanism is to adopt a matrix structure in
the Human Resource department of the organization. An HR employee
would be handling grievance of a unit along with the core duty he is
entitled to. For example, The HR Manager – Recruitment would be
handling recruitment along with the grievances of a defined unit, like
Tele-callers (customer interaction).


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Grievance Cell

The grievance cell will be formed for a systematic redressal of grievance.

Members of the cell

The Committee will have a Chairman, a Vice-Chairman and Redressal
Officers

· 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 Cell


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The 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 reference
This cell would also analyze the grievances from time to time to find if
any, a common thread between them. It will be the duty of the cell to
propose policy changes to the higher management so that further
grievances can be avoided. This holistically would help the company to
develop 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 points

An essential feature of the proposed system is the touch points between
the HR and the employees. These are the members of the grievance cell


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who are directly responsible for a unit of the employees. Their duty is to
ensure smooth communication between the HR and the employees. Since
they oversee the grievances of a unit, with time they would get to know
the members of that unit personally. This would foster strong relation
between the HR department and the employees. Since these touch point
would know the wants and demands of the employees well they would
also help management to develop a pro active approach towards
grievance handling. This would also help the employees to confide to the
touch points about the grievances even if it is with their supervisor
without any fear and doubts. These would also be the representatives of
the HR department for each unit in the organization.

Developing Information in Investigatory Grievances

Following is the method of investigation to be followed by the Redressal
Officer or the redressal committee according to the seriousness of the
issue.

Sources Of Information:

1. Records

Personnel File
It may contain the personal details of the employee that can prove vital
during the investigation.

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Performance Records
Past performances of the employee, from the date of his joining the
organisation (whether he was found skilled and up to the mark in his
work profile)

Grievance Records
Whether he has had any grievance regarding any issue, and if yes, how
did it affect his performance?

Medical Records
This is really vital, as it indicates one`s physical abilities to perform the
assigned work.

2. Special Reports

Supervisory
This includes the feedback from the supervisor regarding the overall
personality trait of the employee. As the supervisor really knows the
grievant well, this report is crucial in investigatory purposes.

Medical
This determines the employee’s competency to perform the assigned job.

3. Interviews:

Management
The management on interrogation can certainly determine some crucial
facts that may help in the investigation.


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Union
The more you interact with a person, the more you know him better. This
is obvious especially among peers. So union members definitely get to
know each other well, which is very important in grievance handling cases.

4. Physical Evidence

Procedure 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 notes

Proof
Evidence 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 must
simply satisfy the arbitrator. There are three degrees of proof used by
arbitrators 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 degree
A greater degree of proof will be required for cases determining more
critical issues for the individual, the labor/management relationship, and


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the law. Generally, arbitrators look for clear and convincing proof in the
majority of cases.


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Model 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
parties


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Principles and procedure of the grievance model :

An aggravated employee shall just present his grievance verbally in
person to the immediate supervisor and the answer should be given
within 48 hours. This is however an optional step. If the grievance is
against the immediate supervisor or of such nature that it cannot be
discussed with the immediate supervisor, then the employee can skip this
step and approach the redressal officer appointed for his unit.

If the employee is not satisfied with the answer, he will present the
grievance to appointed redressal officer for his unit. He will give his
judgment 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 to
the grievance committee. The grievance committee will make
recommendation within seven days. Management has to implement it.

If even then he remains unsatisfied, he can report to the higher tier of the
management for revision.

If the employee is still not satisfied with the decision then the union may
ask for voluntary arbitration and the decision of which will be binding on
both the parties.


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Stages of Grievance Redressal – In depth

The stages of grievance redressal are explained as under:

Stage – I of Grievance Redressal
If an employee has a grievance, he meets his immediate supervisor and
discusses it with him. He mails him form 1(Annexure B). This should be
done within one week of the date on which the facts, on the basis of
which the complaint has arisen, became known to him, except that in the
case of promotion, a time limit of six weeks from the date of the
promotion 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 the
form, and under the heading “Grievance” writes down his grievance in
brief, puts his signature on the statement and hands it over to the
supervisor or his equivalent and obtains his acknowledgement receipt. In
cases requiring reference to higher authorities or to another department
this time will be relaxed.

Stage – II of Grievance Redressal

If 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 of
the grievance Form - I can mailed to the redressal officer. In this form the


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employee can state the reasons therein for the reconsideration of his case
and submit this form to his redressal officer (who is bound to reply within
a period of three working days of his receipt of the reply at stage I) and
obtain an acknowledgement receipt.

Stage – III of Grievance Redressal

If the employee is still not satisfied with the reply of the redressal officer,
he may appeal to the Chairman of his Grievance Redressal cell on
grievance form within 7 working days of the receipt of reply at Stage 3
Management’s decision reached after the consideration of the
recommendation of the Unit Grievance Redressal Committee is committee
is communicated to the concerned employee on the grievance form,
through the proper channel.
The works committee’s unanimous recommendations, to which no
objections are raised by the management or the union, will be final within
ten days of the receipt of such recommendations.
The Recommendations of the Central Grievances Redressal Committee
are unanimous and binding on the employee, if no objections are raised
by either the management or the union. If objections are raised, the
matter is sent for further consideration to the resident director who
discusses it over with the President or the Deputy President before he
arrives at a definite conclusion.

The Informal Grievance Redressal Procedure


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Apart from the formal system of grievance redressal, there can be an
informal method of resolving grievances working simultaneously. In fact
in a study conducted, employees interviewed said that the informal
method of resolving grievances by way of oral consultants with their
superiors is a much better and less complicated method to undertake.
Most of them felt that the formal system was too tedious and time
consuming. In the informal method, the aggrieved employee can directly
approach supervisor or the section head (in case of a major grievance)
engage into a direct consultation and have his grievance resolved
amicably in stage I itself. Therefore, he not only saves himself from a lot
of time but also mental tension and pressure, which many employees
claim to have acquired during the course of a formal grievance redressal
procedure. Nonetheless, the

formal procedure of handling grievances exists in many companies and
was successful in resolving extremely major grievances which the
informal system cannot claim to have done. The time factor involved with
the formal process makes the informal method more successful and
preferable, but it definitely does not deteriorate the effectiveness or
importance of the formal system.

Gripe Box

Even after conscious efforts to design the mechanism in a way that the
employees can comfortably confide to the HR department about their
grievances, there could still be cases in which the employee is not
comfortable to share his problems directly to the H.R. In this case, Gripe
Boxes shall be available at every floor where the employees can drop in


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their grievances. This would help the HR know about the issues faced by
the employees and actions can be taken accordingly

Advantages of the proposed grievance mechanism

Allocation of Responsibility – In this sort of a structure, there is a
defined allocation of responsibility of grievance handling. Each unit has
been allotted to each person. Here the person can be held responsible if
anything goes wrong. Also he would be more vigilant and responsive
than otherwise.

Specific points of contact between the H.R Department and
the employees - In this type of mechanism there would be specific
points of contact for grievance redressal in the organization for each unit
of internal customers. There would

be a defined interface. The employees would know exactly who to
approach when a grievance occur. Also, with time, the negative approach
of the employees towards the company with respect to grievance
handling would change for good.

Comfortable Interface A very important aspect of a good grievance
handling is that the interface should be comfortable and convenient. The
employees should feel at ease discussing their grievances with the
Grievance cell. In this form of system this has been taken care of. Each

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member has been allotted a specific unit. In this way the member with
time would have such relations with the employees that they would feel at
ease discussing there grievances with him/her.


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Limitations

The 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.


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PROJECT 2


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Objective

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.

Introduction

Recruitment is the process of attracting prospective employees and
stimulating them for a job in an organization. Recruitment is a positive action,
which results in receiving lots of application. Recruitment is the process where the
HR identify the gaps to be filled, attract the suitable person's cv's through different
media ( like adds. in paper, approaching consultants, employee references, campus
placements( when the requirement is huge).

Significance of Recruitment

In this is competitive global world and increasing flexibility in the labor
market, recruitment is becoming more and more important in every
business. Therefore, recruitment serves as the first step in fulfilling the
needs of organizations for a competitive, motivated and flexible human
resource that can help achieve its objectives. The following are the points
of importance.


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Recruitment is an important part of an organization’s human resource
planning and their competitive strength. Competent human resources at
the right positions in the

organization are a vital resource and can be a core competency or a
strategic advantage for the organization.

The objective of the recruitment process is to obtain the number and
quality of employees that can be selected in order to help the
organization to achieve its goals and objectives. With the same objective,
recruitment helps to create a pool of prospective employees for the
organization so that the management can select the right candidate for
the right job from this pool.
Recruitment acts as a link between the employers and the job seekers
and ensures the placement of right candidate at the right place at the
right time. Using and following the right recruitment processes can
facilitate the selection of the best candidates for the organization.

Purpose of Recruitment

The 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.


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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 Process

The recruitment process involves a systematic procedure from sourcing
the candidates to arranging and conducting the interviews and requires
many resources and time.

General Steps of Recruitment


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The 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 Action


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Recruitment at SMC

SMC Insurance division employs more than 5000 employees and
currently is in the state of expansion. The branch at which this project
was carried out has a total of around 750 employees.

Recruitment in SMC is a centralised process. All the steps from sourcing
to lining up of candidates are performed by the HR department, Delhi. It
performs 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 the
recruitment of the following profiles:-

Customer interaction department
Operations executive
Backhand executive
Relationship managers
Area Managers
Team leaders
Group leaders

Sources of Recruitment Used

The following sources were used by the branch:-


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Job Portals

The company has subscription to two job portals, Naukri and Monster.
The company uses this source extensively. This source is used in two
ways. Firstly it is used to create database for various profiles, this was
done by using keywords required for the profile for example salary slot,
work experience, area of work (Sales, backhand etc). Then calls are made
on 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 the
job are posted on the portals and then the response is managed. The
problem that was faced in the source was that the password was shared
by a number of users and there were times when the portal was
unavailable for the branch.

Consultants

This is another source of recruitment used by the company. This source
is generally used if the position is to be closed on an urgent basis. It is
also used in case of mass hiring of tele-callers. In this source the
company strikes a deal with the consultants in which the consultants have
to line up candidates on the mentioned date and if the candidate gets
selected, the consultant gets a commission that is pre - decided and
mentioned in the deal. The commission depends on the job profile. For
higher level profiles, it is a fixed percentage of the CTC offered and in
case of mass hiring especially for customer interaction department the
commission is a fixed amount. Since this is an expensive source, the
company uses it cautiously.


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Newspaper Advertisement

The company also frequently publishes advertisements in leading
newspapers like Times Of India depending on the requirement of the
company. It is especially used when there are multiple profiles available
with the HR department so that the advertisement can be economically
used to attract candidates for multiple profiles.

Employee Referral Schemes

This is a comparatively latest method adopted by the company. The
company launches its referral schemes from time to time. Under this
source the company motivates its employees to refer candidates for the
required position. The incentive is monetary as well as non - monetary
like certificate of appreciation etc. The incentive is given only when the
referred candidate gets selected and joins the organisation.

Academic Institutes, NGOs and Placement Agencies

The company uses the above mentioned sources too, although not very
extensively.
Institutes are mapped for various profiles and interviews are conducted.
For the tele-calling profiles different English teaching institutes, call
centre training institutes and s placement agencies are also tapped. The


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advantage of these tie-ups is that they work for the company free of cost
or on very low commission basis.

Self Sourcing (Poaching and Head Hunting)

This is a very common source of recruitment. The HR Department
employees bring in candidates from there own contacts of their previous
employers. Poaching means employing a competent and experienced
person already working with another reputed company in the same or
different industry; the organisation might be a competitor in the industry.
A company can attract talent from another firm by offering attractive pay
packages and other terms and conditions, better than the current
employer of the candidate which is also called head hunting. The
company targets its competitive firms and makes attractive offers to
them.

Walk - Ins

A lot of job applicants come to know about the job from the people who
have either worked before in the company or are working in the same
sector. Many candidates walk in for the interviews because they hear
about the ongoing interviews.


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Work done at SMC (Recruitment)

The work done at SMC in the recruitment department is described as
follows:

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.


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· 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 salary


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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.


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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 of
the Recruitment Manager:

The requisition process was not very organized due to which there was a
lot of confusion Many a times there was duality of demands from the
same department. To systematize the process an Employee requisition
Form was designed and forwarded to the organization. The form was
supposed to be filled up by the person who needed a post to be closed. It
had to be sanctioned by the Head of the department and then mailed to
the recruitment team of the HR department. Only then did the
recruitment process for the position started. A copy of the requisition
form is attached at Annexure (D).


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Maintaining the databases

At the end of each day entries were made on the database about the
status of recruitment. A database file named “Master MIS” was maintained
by the company which had various sheets such as “Recruitment Tracker”
and “Training Status” etc in which the data was entered to keep the
records of the candidates interviewed, selected, rejected, source of the
candidate that whether he/she had come through a consultancy or
employee reference etc,
interview date, joining date, contact no., training status that whether they
qualified training or not, etc.

Importance of database

The 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 calculating


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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 Agencies

A certain amount of field job was also involved for the task of mapping
the English coaching institutes, call centre training institutes and
placement agencies These coaching institutes and training centres send
the candidates for free as for them it counts as the placement assistance
for their own students. To map such institutes, training centres and
placement agencies, a lot of field work was done in the areas like Laxmi
Nagar, Rohini and Shahadra etc. These areas were selected on the basis
of 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 of
the recruitment manager

An employee referral scheme was launched to motivate the employees to
refer their own candidates for various positions like Tele Marketing
Executive, Team Leader, Relationship Manager, and Sales Manager. Under
this scheme, an employee could refer a candidate from his side for the
positions. If the candidate got selected, he/she would get Rs 1000, (100

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after 60 days & remaining 500 after 90days of date of joining of the
candidate).This scheme was valid for only Relationship managers and
non-sales employees. A copy of the Referral Scheme is attached as
Annexure (G).

Coordination during Training

The job in recruitment did not end with interviews. Retention of the
candidates till they join the job was also done. This retention was done
during the training period that lasted for a week. Regular coordination
was made with the trainer to monitor the strength of the candidates.
Calls were made to candidates who did not turn up for training after a
few weeks. A lot of convincing was done to make them attend the whole
training session.

Learning at SMC (Recruitment)

“Recruitment is the heart of HRM. Because if you don’t have anyone
to fill the positions in your organization, for whom are you going to
devise the policies, or train or manage compensation for?”

Working extensively in the Recruitment gave the opportunity. to learn to
interact with people with business sense, right from the candidates,
hiring managers, technical managers, to agencies, colleges etc.


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Build up the foremost quality of HRM professionals of
Interpersonal and negotiating skills:
Each step in recruitment helped to sharpen interpersonal, negotiating and
convincing skills. Right from lining up the candidates to making them
accept the offer letter, required canny convincing skills.

Virtue of Patience and Perseverance :
Working for the Recruitment department taught the valuable virtues of
patience and perseverance. Recruitment is not a job that yields results
instantly. Working in it helped to understand the importance of patience
and a constant hard work. Even steps like making calls to the candidates
were not easy. There were times when the candidate was to be called four
to five times for a line-up.

Understanding the inner details like job description and person
job fit:
Constant interaction with the various department heads about the
positions to be closed, helped to understand the job description and its
importance in detail. Also in cases of multiple job positions, interactions
with the potential candidate during telephonic interview was done and a
match was made between him and the multiple positions available and
then 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 by
the professional recruiters. All the aspects were clearly understood from
job posts to creating database. Resume reading was also learned in the
process giving attention to every detail. All the functions of the portals

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like job posting, creating database of prospective candidates, looking up
a particular resume in the portals etc was understood in depth.

Interviewing:

It helped to develop the skills of interviewing and analyzing the candidate
by his body language, way of communicating etc. The following details
were 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 the
prospective employee:

The importance of follow-up in the recruitment process was understood
deeply. Follow-up during the time of lining up as well as during the time


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period when the candidate is yet to join the company is essential. It helps
to keep him motivated to come for the interviews as well as join the
company if selected. It also helped to understand the importance of
communication during the telephonic round. Talking at length with the
candidate would actually help in knowing whether the candidate is really
interested or it is a time pass for him. Furthermore, while talking to a
candidate, one should try to look out for what is lacking in his current
organization. That makes him look for a change.

Joining Formalities

It also helped to follow closely the joining formalities that the company
followed right from all the documents required at the time of
documentation, 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. There
were many kinds of reports made from the database.

Calculation of ROI

Bottlenecks in the recruitment process

Payment Lists, etc.


SAAB MARFIN MBA
Third Party Rolls

The concept of Third party rolls was understood. In a third party roll
system the employees are on the rolls of some other party, though they
work for the company and mark their attendance. This attendance is sent
to the third party and the salary is processed by them. They send in a
representative who foresees the whole procedure. Companies are in this
practice because it saves a lot of work and the company is also free from
any kind of legal bindings related to those employees. This is a very
common practice in BPO sector.

Company Policies

During the recruitment process, opportunity was received to familiarize
with 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 prospective
candidates. This is how the sales part of the job was learnt by selling the
company and the job, by just giving the right USP for the job/position or
the company.


SAAB MARFIN MBA

Proposals

After understanding closely the recruitment processes at SMC, the
following proposals were made:

Employee Requisition Form:
The company did not have a standard channel by which the employee
requisition was communicated to the HR department. This created a lot of
confusion and at times got duality in the process. So an Employee
Requisition Form was designed so that the channel is well defined. It is
attached as Annexure (D)

Recruitment Tracker:

During the analysis it was found that the present tracker was not very
effective. So a new tracker is proposed that will help to analyze the
recruitment process better. It is attached as Annexure (H)

E-Recruitment

There can be an extensive use of Internet as a source of
recruitment. E-recruitment is the use of technology to assist the
recruitment process. They advertise job vacancies through worldwide web.
The job seekers send their applications or curriculum vitae i.e. CVs
through e mail using the Internet. Alternatively job seekers place their
CV’s in worldwide web, which can be drawn by prospective employees


SAAB MARFIN MBA
depending upon their requirements. Also a way can be devised where
interested employee can post their resumes at the company websites and
these 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.


SAAB MARFIN MBA


SAAB MARFIN MBA

References

www.smcindiaonline.com

wwwcitehr.com

www.scribd.com

www.recruitment.naukrihub.com

www.humanresources.hrvinet.com

wikipedia.org/wiki/Recruitment

The Human Factor

Ivancevich John M,(2008) Human Resouecwe Management,10th
edition,New Delhi, Tata McGraw Hill


SAAB MARFIN MBA


SAAB MARFIN MBA

Annexure


SAAB MARFIN MBA


SAAB MARFIN MBA

(A) Grievance Tracker

Res
Employee
olve
Status (on Channel Date of
Entr Proces Date of Date of Clarification d
Sl Emp. Emp. Floor,Softskil of Descriptio Recorde Dept Resoluti Remark
y s Receipt respon / Resolution (Op
No 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)


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…………………..

Date
Signature of employee

Remarks of concerned authority where necessary are to be entered within
the stipulated time period from the date of receipt of this form.) In cases
requiring reference to higher authorities, reasons for reconsideration
would be mentioned.


SAAB MARFIN MBA

C) Employee Correction Form

“Peak performers concentrate on solving problems rather than placing blame for
them.”
-Charles Garfield

The purpose of this form is to make sure inappropriate conduct does not
get repeated. Towards that end, we seek positive suggestions for
improvement 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 not
get repeated:

--------------------------------------------------------------
--------------------------
--------------------------------------------------------------
---------------------------
--------------------------------------------------------------
----------------------------

I request the following support or resources to help prevent this conduct
from being repeated:

--------------------------------------------------------------
--------------------------
--------------------------------------------------------------
---------------------------


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 not
improve:
--------------------------------------------------------------
--------------------------
--------------------------------------------------------------
---------------------------
--------------------------------------------------------------
----------------------------

Today’s Date:

Date of Warning Letter:

Employee Name:

Employee Code:

Employee signature


SAAB MARFIN MBA

(D) Employee Requisition Form


SAAB MARFIN MBA

(E) FORMAT FOR TRAINING MIS

Trainee Name Contact No. Position Date of
Training

Month Trainer Batch No. Certified /
Decertified

DAILY HIRING STATUS

Left
Active today Selected today Current Proposed
Cons Walkin Portal Ref Batch Batch
6th
April 216 0 0 3 0 3 27 6
7th
April 213 3 4 0 0 4 24 8
8th
April 210 4 2 0 0 4 24 6
9th
April 207 3 6 0 0 1 19 7
Batch
10th Handover-
April 204 3 1 0 0 1 18 2


SAAB MARFIN MBA

(F) Interview Assessment Sheet

NAME : CURRENT
ORGANISATION :

AGE(Yrs) :
LOCATION :

DATE : POST APPLIED
FOR :

GENDER : REFERRED
BY :

S No. PARAMETER ROUND HR ROUND 2 (DEPT.)
(SCALE 1 TO 5) INTERVIEWED BY INTERVIEWD BY

1 Communication
Skills
2 Personality
3 Leadership Skill
4 Attitude
5 Subject knowledge
6 Relevant
experience
7 IQ level
8 Analytical skills
9 Stress handling
Ability
10 Cultural Fitment
Total

For HR use only
SOURCE OF HIRING :
MBA HR PROJECT REPORT
FINAL SALARY (WITH DETAILS) : ON 82
DATE OF JOINING :
APPROVING AUTHORITY :
REMARKS (If Any) :

SAAB MARFIN MBA

(G)Employee Referral Scheme

Refer Whom you
Prefer
For a sales role

Ref Ref


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:- Human
Resource-9311291260
Mail CV at: - insurancejobs@smcindiaonline.com

(H) Recruitment Tracker

(i) Pre Interview Tracker


SAAB MARFIN MBA
p.s. Excel File attached to the mail

(ii) Post Interview Tracker

P.S. attached with the mail.

SAAB MARFIN MBA

s


HR INITIATIVES AT SMC INSURANCE BROKERS PVT.

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