The document discusses recruitment and selection at Metlife India Insurance. It describes the author's involvement in the recruitment process, which included understanding job profiles, searching job portals for candidates, conducting phone screens, coordinating interviews, and maintaining candidate records. The author focused on recruiting candidates for sales roles in Uttar Pradesh and Uttaranchal. Key steps in the recruitment process included candidates filling out forms, undergoing interviews and assessments, and being evaluated based on a cutoff score.

1. ACKNOWLEDGEMENT
A DESSERTATION is an integral part of a Post Graduation Diploma in
Management curriculum. It helps the student to undergo a simulation test of what
the student is going to face in his/her future job sphere and a taste of practicality. It
helps the student to understand how an organization works. The competitive
atmosphere, the ups and downs in the cycle of the organization, the enthusiasm of
interacting with newer people and gaining vast practical knowledge is what a
summer trainee goes through during his /her months in the organization.
My project in Metlife India Insurance is an experience worth sharing.
First and foremost I would like to thank Dr.Zeeshan Amir (Dean of faculty of
Management and Research(MBA), INTEGRAL UNIVERSITY,LUCKNOW for
her great support and guidance .I would also like to thank my guide Mr.
Habibuddin (Assistant Proffessor) Faculty of Manageement And Research
for his patience , continuous help and guidance and it was great privileged
working under his.

2. PREFACE
People are a company‘s most important assets. They can make or break the
fortunes of a business. In today‘s highly competitive business environment placing
the right people in the right position is very critical for the success of any
organization.
The recruitment and selection decision is of prime importance as it is the vehicle
for obtaining the best possible person-to-job fit that will, contribute significantly
towards the Company's effectiveness. It is also becoming increasingly important,
as the Company evolves and changes, that new recruits show a willingness to
learn, adaptability and ability to work as part of a team. The Recruitment &
Selection procedure ensures that these criteria are addressed.
In this project I have studied Recruitment and Selection process of Metlife India
Insurance and attempted to provide some ways so as to make recruitment more
effective and to reduce the cost of hiring an employee.
This project however is an attempt to share as best as possible my experience in
corporate world with all my colleagues and my faculty.
I would be delighted to receive reader‘s comments which maybe valuable lessons
for my future projects.

3. EXECUTIVE SUMMARY
In today‘s rapidly changing business environment, organizations have to respond
quickly to requirements for people. The Financial market has been witnessing
growth which is manifold for last few years. Many private players have entered the
economy thereby increasing the level of competition. In the competitive scenario it
has become a challenge for each company to adopt practices that would help the
organization stand out in the market. The competitiveness of a company of an
organization is measured through the quality of products and services offered to
customers that are unique from others. Thus the best services offered to the
consumers are result of the genius brains working behind them. Human Resource
in this regard has become an important function in any organization. All practices
of marketing and finances can be easily emulated but the capability, the skills and
talent of a person cannot be emulated. Hence, it is important to have a well-defined
recruitment policy in place, which can be executed effectively to get the best fits
for the vacant positions. Selecting the wrong candidate or rejecting the right
candidate could turn out to be costly mistakes for the organization. Therefore a
recruitment practice in an organization must be effective and efficient in attracting
the best manpower.

4. OBJECTIVES OF THE PROJECT
Every task is undertaken with an objective. Without any objective a task is
rendered meaningless. The main objectives for undertaking this project are:
 To understand the internal Recruitment process at Metlife India
Insurance.
 To identify areas where there can be scope for improvement
 To give suitable recommendation to streamline the hiring process

5. S C O P E O F S T UD Y :
T h e c o v e r a g e o f t h e e x t e n d s o f t h e p r a c t i c e o f R e c r u i t me n t &
selection policy in the organization. It can influence over all
w e l l b e i n g o f t h e o r g a n i z a t i o n b y s a t i s fy i n g b o t h e mp l o y e r a n d
e mp l o y e e s n e e d s .
I t a l s o i n c l u d e s s o me c l u e s a n d s u g g e s t i o n s t o l i g h t t h e w a y t o
f u r t h e r p r o g r e s s a n d i mp r o v e me n t fo r g o o d fu n c t i o n i n g .

6. D A T A CO L L E CT I O N
TYPES OF DATA :
1. PRIMARY DATA 2. SECONDARY DATA
METHODS & TOOLS FOR DATA COLLCTION
Method : Survey
Tool : Questionnaire
Secondary data
Internet
Books
Journal
Manuals
Annual reports
PRIMARY DATA COLLECTION:
Data for the project is collected from the secondary sources .Sources used were
like PACE Tracker (information provider, employee update), Excel sheets of
month hiring. Month of informal interview from selected employees was also used
for the purpose of data collection.

7. T Y PE S O F AN AL YS I S
1 . D AT A A N AL Y S I S 2 . RE PO RT A NA L YS I S
1. DATA I NT E R P RE T AT I O N AND DATA
R E P R E SE NT A T I O N
Sample Survey: Employees.
Area of Survey: Lucknow
Time Period: 8 WEEKS.
Data Type: Primary Data.
Sample Selection: Convenience.
Sample size: 100 employees.

8. SAMPLING
Sampling procedure includes finite types of universe with random sampling which
comes under probability method of sampling because under this method every item
of the universe has a equal chance of being selected and no place for biasesness.
In my research use random sampling which is a part of random sampling with a
systematic design.
SAMPLING DESIGN
A sampling design is a definite plan for obtaining a sample for a given population.
There are 150 employees in office of Metlife India Insurance, I have chosen a
sample size of the 100 employee.
SAMPLE DESIGN
Type of Universe: - The type of universe selected in sample design by researcher
is finite to the city of Lucknow.
Sampling Unit: - City of LUCKNOW.
Sampling Elements: - selected candidates, (who are finally selected by
interviewers through different sources)
Sample Size: - The sample size taken here and covered the no. of candidates who
were collected for an interview through different sources.

9. DEVELOP A RESEARCH DESIGN
Research design is a conceptual structure within which research is conducted; it is
basically the blue print for a collection of data, measurement and analysis of data.
“A research design is the arrangement of conditions for collection and analysis
of data in manner that aims to combine relevance to research purpose with
economy in procedure”.
My research design is of descriptive type. A descriptive research design is focus on
the discovery of new ideas. it is generally based on secondary data that are already
available.
My research design is of descriptive type because in my training I tried to judge a
relationship between different variables like interpersonal skills of employees,
overall development of the employees and the training and development to them in
the organization. for that reason it is a descriptive type of research design.
In my research design I took help of different phenomena's of the organization.

10. Research
The insurance sector is marked with a high level of attrition and therefore
recruitment process becomes a crucial function of the organization. At Metlife
India Insurance, The attrition is high among the sales managers, unit mangers
mostly in the sales profile. The recruitment is high during these months due to the
fact that March and September are half year closing and business is high during
Jan-Mar. Thus it is only after March that people move out of the companies.
My area of focus was the recruitment and selection particularly at Metlife India
Insurance. I was directly involved with the recruitment of candidates for the sales
profile. I was particularly involved with the sourcing of candidates for the regions
Uttar Pradesh and Uttaranchal.
Before any task was undertaken, we were asked to go through the HR policies of
Metlife India Insurance so that we get a better understanding of the process
followed by them.
I was involved in coordinating the interviews and making the application id and
doing the documentation as well as Portal of the candidates.
 The first task was to understand the various job profiles for which
recruitment was to be done.
 The next step was to explore the various job portals to search for suitable
candidates for the job profile.
 Once the search criteria were put, candidates went through a telephonic
interview to validate the information mentioned in their resume.
 A candidate matching the desired profile was then lined for the first
round of Face to Face interview in their respective cities.
 Firstly the candidate had to fill up the Personal Data Form(pdf).
 I had the responsibility to make sure that candidates complete all the
formalities.
 Then the candidates INTERVIEW EVALUATION SHEET which is
provided by interviewer was crosschecked by the HR team if they think
that the candidate was good to hire.

11.  Once the candidate completed his first assessment, his scores were
checked. The cut-off score is 7 out of 20.
 The external guide maintained a regular updating of the database.
 I was also involved in maintaining a track of test codes given, the
database for employee referrals, Database for the resumes received
through mails and response of advertisement and giving feedback to the
consultancies about their candidates.

12. Introduction of The Insurance Industry
Overview
The story of insurance is probably as old as the story of mankind. The same
instinct that prompts modern businessmen today to secure themselves against loss
and disaster existed in primitive men also. They too sought to avert the evil
consequences of fire and flood and loss of life and were willing to make some sort
of sacrifice in order to achieve security. Though the concept of insurance is largely
a development of the recent past, particularly after the industrial era – past few
centuries – yet its beginnings date back almost 6000 years.
The first two decades of the twentieth century saw lot of growth in insurance
business. From 44 companies with total business-in-force as Rs.22.44 crore, it rose
to 176 companies with total business-in-force as Rs.298 crore in 1938. The
Insurance Act 1938 was the first legislation governing not only life insurance but
also non-life insurance to provide strict state control over insurance business.
LIC Act, 1956, with a capital contribution of Rs. 5 crore from the Government of
India.
The General insurance business in India, on the other hand, can trace its roots to
the Triton Insurance Company Ltd., the first general insurance company
established in the year 1850 in Calcutta by the British.
Some of the important milestones in the general insurance business in India:
1907: The Indian Mercantile Insurance Ltd. set up, the first company to transact all
classes of general insurance business.
1957: General Insurance Council, a wing of the Insurance Association of India,
frames a code of conduct for ensuring fair conduct and sound business practices.
1968: The Insurance Act amended to regulate investments and set minimum
solvency margins and the Tariff Advisory Committee set up.

13. 1972: The General Insurance Business (Nationalisation) Act, 1972 nationalised the
general insurance business in India with effect from 1st January 1973.
With largest number of life insurance policies in force in the world, Insurance
happens to be a mega opportunity in India. It‘s a business growing at the rate of
15-20 per cent annually and presently is of the order of Rs 450 billion. Together
with banking services, it adds about 7 per cent to the country‘s GDP. Gross
premium collection is nearly 2 per cent of GDP and funds available with LIC for
investments are 8 per cent of GDP.
Yet, nearly 80 per cent of Indian population is without life insurance cover while
health insurance and non-life insurance continues to be below international
standards. And this part of the population is also subject to weak social security
and pension systems with hardly any old age income security. This itself is an
indicator that growth potential for the insurance sector is immense.
A well-developed and evolved insurance sector is needed for economic
development as it provides long term funds for infrastructure development and at
the same time strengthens the risk taking ability. It is estimated that over the next
ten years India would require investments of the order of one trillion US dollar.
The Insurance sector, to some extent, can enable investments in infrastructure
development to sustain economic growth of the country.
India has come a full circle from being an open competitive market to
nationalization and back to a liberalized market again. Tracing the developments in
the Indian insurance sector reveals the 360 degree turn witnessed over a period of
almost two centuries.

14. Present Scenario
The Government of India liberalized the insurance sector in March 2000 with the
passage of the Insurance Regulatory and Development Authority (IRDA) Bill,
lifting all entry restrictions for private players and allowing foreign players to enter
the market with some limits on direct foreign ownership.
The opening up of the sector is likely to lead to greater spread and deepening of
insurance in India and this may also include restructuring and revitalizing of the
public sector companies. In the private sector 14 life insurance and 8 general
insurance companies have been registered. A host of private Insurance companies
operating in both life and non-life segments have started selling their insurance
policies.
Life Insurance Market
The Life Insurance market in India is an underdeveloped market that was only
tapped by the state owned LIC till the entry of private insurers. The penetration of
life insurance products was 19 percent of the total 400 million of the insurable
population. The state owned LIC sold insurance as a tax instrument, not as a
product giving protection. Most customers were under- insured with no flexibility
or transparency in the products. With the entry of the private insurers the rules of
the game have changed.
The 12 private insurers in the life insurance market have already grabbed nearly 9
percent of the market in terms of premium income. The new business premiums of
the 12 private players has tripled to Rs 1000 cr. in 2002- 03 over last year.
Innovative products, smart marketing and aggressive distribution. That's the triple
whammy combination that has enabled fledgling private insurance companies to
sign up Indian customers faster than anyone ever expected. Indians, who have
always seen life insurance as a tax saving device, are now suddenly turning to the
private sector and snapping up the new innovative products on offer.
The private insurers also seem to be scoring big in other ways- they are persuading
people to take out bigger policies. Buoyed by their quicker than expected success,
nearly all private insurers are fast- forwarding the second phase of their expansion
plans.

15. Recruitment and selection of employees
Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be
performed to determine their essential factors) written into a job description so that
the selectors know what physical and mental characteristics applicants must
possess, what qualities and attitudes are desirable and what characteristics are a
decided disadvantage;
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In the case of replacement staff a critical questioning of the need to recruit at
all (replacement should rarely be an automatic process).
Effectively, selection is 'buying' an employee (the price being the wage or
salary multiplied by probable years of service) hence bad buys can be very
expensive. For that reason some firms (and some firms for particular jobs)
use external expert consultants for recruitment and selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff
with high reputations from existing employers to the recruiting employer.
However, the 'cost' of poor selection is such that, even for the mundane day-
to-day jobs, those who recruit and select should be well trained to judge the
suitability of applicants.
The main sources of recruitment are:

16. Internal promotion and internal introductions (at times desirable for morale
purposes)
Careers officers (and careers masters at schools)
University appointment boards
Agencies for the unemployed
Advertising (often via agents for specialist posts) or the use of other local
media (e.g. commercial radio)
Where the organization does its own printed advertising it is useful if it has some
identifying logo as its trade mark for rapid attraction and it must take care not to
offend the sex, race, etc. antidiscrimination legislation either directly or indirectly.
The form on which the applicant is to apply (personal appearance, letter of
application, completion of a form) will vary according to the posts vacant and
numbers to be recruited.
It is very desirable in many jobs that claim about experience and statements about
qualifications are thoroughly checked and that applicants unfailingly complete a
health questionnaire (the latter is not necessarily injurious to the applicants‘ chance
of being appointed as firms are required to employ a percentage of disabled
people).
Before letters of appointment are sent any doubts about medical fitness or capacity
(in employments where hygiene considerations are dominant) should be resolved
by requiring applicants to attend a medical examination. This is especially so
where, as for example in the case of apprentices, the recruitment is for a
contractual period or involves the firm in training costs.
Interview can be carried out by individuals (e.g. supervisor or departmental
manager), by panels of interviewers or in the form of sequential interviews by
different experts and can vary from a five minute 'chat' to a process of several days.
Ultimately personal skills in judgment are probably the most important, but
techniques to aid judgment include selection testing for:
Aptitudes (particularly useful for school leavers)
Attainments
General intelligence
(All of these need skilled testing and assessment.) In more senior posts other
techniques are:
Leaderless groups
Command exercises
Group problem solving

17. (These are some common techniques - professional selection organizations often
use other techniques to aid in selection.)
Training in interviewing and in appraising candidates is clearly essential to good
recruitment. Largely the former consists of teaching interviewers how to draw out
the interviewee and the latter how to rate the candidates. For consistency (and as an
aid to checking that) rating often consists of scoring candidates for experience,
knowledge, physical/mental capabilities, intellectual levels, motivation,
prospective potential, leadership abilities etc. (according to the needs of the post).
Application of the normal curve of distribution to scoring eliminates freak
judgments.

18. RECRUITMENT
―The art of choosing men is not nearly as difficult as the art of enabling
those one has chosen to attain their full worth‖.
Recruitment is the process by which organizations locate and attract
individuals to fill job vacancies. Most organizations have a continuing need to
recruit new employees to replace those who leave or are promoted in order to
acquire new skills and promote organizational growth.
Recruitment follows HR planning and goes hand in hand with selection
process by which organizations evaluate the suitability of candidates. With
successful recruiting to create a sizeable pool of candidates, even the most accurate
selection system is of little use
Recruiting begins when a vacancy occurs and the recruiter receives authorization
to fill it. The next step is careful examination of the job and enumeration of skills,
abilities and experience needed to perform the job successfully. Other steps follow:
 Creating an applicant pool using internal or external methods
 Evaluate candidates via selection
 Convince the candidate
 And finally make an offer
Scope: To define the process and flow of activities while recruiting, selecting and
appointing personnel on the permanent rolls of an organization.
Authorization:
S.No. Authorized Signatory
1 Head- Human resource
2 Managing director

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

21. Sourcing Vertical
PGPMI Lateral Sourcing Campus

22. Sourcing
Factory
Rural &
West
Health
South East North 1 North 2
AP WEST BENGAL PUNJAB MP
MUMBAI NORTH EAST UP & UTTARANCHAL CHATTISGARH
PAN India
TAMIL KARNATAKA &
MAHARASHTRA BIHAR HARAYANA RAJASTHAN
GOA NADU
JHARKHAND J&K GUJURAT
KERALA
Tied Agency Direct Marketing BANCA PC
Health
Assurance
B & Health
Retail
Pharmacy
Rural
Agency
Rural SA

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Recruitment Consultant
Direct Application Advertisement

24. RECRUITMENT PROCESS
CV Screening
CV screening checklist
 Age
 Educational Qualification
 Professional Experience
Tenure
Industrial Type
Is the company from the certified list
Nature of role
 Domicile
Judgmental Scoring Model (JSM)
Focuses on screening the job fit of a prospective candidate with past demographic
analysis:
 Age
 Educational Qualification
 Experience (tenure)
 Experience (industry)
 Source of recruitment
Agency Manager profile – JSM qualifying criteria : >7 (on a max. score of 20)

25. The organization philosophy should be kept in mind while formulating the
recruitment procedure.
The HR department would set the recruitment norms for the organization.
However, the bonus of effective implementation and compliance with the process
rests with the heads of the respective functions and departments who are involved
in the recruitment and selection process.
The process is aimed at defining the series of activities that needs to be performed
by different persons involved in the process of recruitment, the checks and control
measures to be adopted and information that has to be captured.
Recruitment and Selection is conducted by:
 HR & Branch Manager
 Functional Head

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

27. D. The vacancies sought to be filled or being filled shall always be
within the approved annual manpower budget and no recruitment
process shall be initiated without the formal concurrence of the Head
of the Regional HR under any circumstance. Head of the Regional
HR shall also have the responsibility to monitor the appointments
being considered at any point of time with specific respect to the duly
approved manpower budgets.
Review of Manpower Plans and Additional Manpower
Review of manpower budgets shall take place on a quarterly basis. In the
event of any new position or any deviations to the original plans, details
of the positions maybe forwarded to the VP-HR along with the adequate
supporting information. The recommendations would normally require a
formal approval of the Managing Director. Alternately, VP-HR may
record the summary of his discussion with the Managing Director and
the MD‘s approval on the recommendations, to signify the final decision
taken regarding the recommendations.

28. SOURCING OF SUITABLE CANDIDATES
Selection of Sources
Regional HR would tap various sources/channels for getting the right
candidate. Depending on the nature of the position/grade, volumes of
recruitment and any other relevant factors, the Regional HR would use
any one multiple sources such as:
 Existing database (active application data bank);
 Employee referral as per any company scheme that may be approved
from time to time;
 Advertisement in the internet/newspapers/magazines/company‘s
sites/job sites or any other media;
 Placement Agencies (particularly for positions of Managers and
above);
 Headhunting firms particularly for senior positions, specialist positions
and critical positions;
 Direct recruitment from campuses/academic institutes;
 Job websites and
 Any other appropriate sources.
The norms for using any of the sources are not water tight. Number of
positions, criticality of positions and the urgency of the positions, confidentiality
requirements, relative efficacy and cost considerations would play a role in the
choice of the appropriate sourcing mechanism.

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

30. Screening the candidates
First level screening
The Candidates would be screened by the HR Manager/Branch Manager for
the respective locations. Screening would be on the basis of the profile of the
candidate and the departmental requirements.
This assessment will be with respect to:
a. The general profile of the candidate,
b. Personality fit of the candidate into the profile,
c. Aptitude/attitude of the candidate,
d. Motives of the person to join the company and whether focus is in the
short term or is a long term player,
e. Basic skill level on our set of requirements, say numerically ability,
networking ability, etc
f. Establish the annual guaranteed cash compensation of the individual
and check whether the person would fit into the system.
g. Explain the role of Sales manager to the applicant and check the
acceptance of the candidate for the same.
In case of need, the Regional HR may take a Tele interview of the candidate for
further assessment process.
Tied Agency Sales Manager candidates short listed by the BM appear for the final
selection. The regional Manager (Business Heads for HO) will meet the candidates
short listed by the branch manager/VP. The chart specifying the Minimum
approval level for each level of recruitment is specified below:

31. Category Branch Area Business Managing
Manager/Chief Manager/AVP/VP Heads Director
Manager
CSE/ADVISORS Yes No No No
BIC Yes Yes No No
BM/CM Yes Yes Yes No
SM Yes Yes Yes Yes
General Norms regarding interview Process:
A. Interviews should consider the entire data provided by the candidate
either through the formal CV or otherwise before coming to a
conclusion about the candidate. They may insist on seeing the proof
of the claims made by the candidate regarding qualifications,
experience and other achievements. They may, at their discretion,
decide to meet the candidate on more than one occasion or to refer the
candidate to another panel.
B. Ratings on various attributes of the candidates shall be recorded in the
interview evaluation sheet, soon after the interview is over. Along
with these numerical ratings, qualitative observations about the
candidate and overall decision regarding selection or otherwise
(including a decision to defer the induction, referral to another panel,
considering for another position) shall be forwarded to the associated
Recruitment Manager/ Head of Regional HR. Individual panel
members have the option of appending their additional
remarks/observations. No selection will be treated as final unless the
IES form is filled comprehensively. Suitably appropriate IES formats
may be created for specific positions.

32. C. Any discrepancies noticed by the panel members regarding the
authenticity of the data provided by the candidate should be
specifically and formally recorded on the IES form and suitably high
lightened.
D. Specific points to be probed during the reference check process, if
any, must also be clearly recorded and high lightened on the IES
forms.
Administrative Actions Regarding Interviews
A. Scheduling and the venue of the interviews would be handled by the
recruitment team in consultation with the short listed candidate and
the selection panel members, after taking mutual convenience into
account. For field positions, respective branch/regional heads would
undertake this co-ordination.
B. After the final round, if the candidate is selected, the complete set of
papers Personal Data Form, CV, job requisition no., Interview
evaluation sheet, reference check details, educational details, along
with the interviewer‘s recommendations and Reference check form
should be forwarded by the recruitment managers to recruitment
head. Fitment of the candidate into a grade and compensation fitment
shall be on the assumption of authenticity of the information provided
in the CV/application form.
C. An appropriate formal communication shall be sent to the candidate
whose candidature is not being taken forward, or details of the
verbal/telephonic communications provided to the candidate shall be
recorded on the candidates papers, by the recruitment team/associated
line managers. In the case of interviews taking place at the
branch/regional levels, similar noting should be recorded on the
individual candidate‘s papers.

33. Negotiations of the terms and conditions and other pre-appointment formalities
A. In the case of sales-Tied Agency functions, the branch managers will
be allowed to fix the salary and grade of the incoming sales manager,
provided the compensation does not exceed 20% of the candidates
current cash salary. Any fitment beyond this norms will need the
approval of Head-HR. HR will forward a worksheet to support the
BM‘s to evaluate the appropriate cash CTC of the incumbent. For all
other functions, the compensation and grade would be fixed post a
discussion between the Head of the Regional HR and the associated
AVP/VP. Any candidate being offered a CTC of more than 4lacs will
need the sign off from HEAD-HR. In appropriate cases, at the
discretion of the VP-HR, a deviation may be referred to the Managing
Director, for the MD‘s formal approval.
B. Responsibility for negotiations and finalization of the terms shall rest
with the best Branch Manager/Associated Manager. They may seek
the assistance of the recruitment managers, whenever required.
Reference checks process should not normally be initiated unless the
candidate has indicated his firm acceptance of the offer being made
by us.

34. Reference checks
A. Normal, reference checks should be undertaken with at least one
reference. A second reference check will be done if considered
necessary. Responsible officials from the former employers,
academic institutes and/or any other eminent personalities can be
considered as appropriate references. Close relatives and friends
cannot be considered as references. Wherever feasible and considered
appropriate, a reference should be made with a senior official of the
candidate‘s current employer. In case the candidate is currently un-
employed, reference should be made with the latest employer. The
format of reference check is to be used as a framework for conducting
the process.
B. Where the minimum two reference checks are not possible
(particularly with the current employer) or where there is a mixed
response from different sources, the matter may be to the VP-HR for
a final decision. Depending on the seniority and any other
considerations about the positions, VP-HR would normally consult
the functional head concerned, before coming to conclusions. Any
candidate whose credentials are doubtful shall not be recruited.
C. In case of recruitment of Management trainees, fresher and life
advisors as sales Managers no reference checks will be required.

35. Employment offer letter
A. When a recruitment Manager is fully satisfied about the selection of
the right candidate and about completion of all the formalities
connected with the appointment of candidate including requisite
documentation, satisfactory reference check reports and medical
fitness, he/she would forward the relevant papers listed below to the
head of recruitment.
 Personal Data form
 Employee requisition form duly filled by the regional
Head/Branch Manager
 Interview evaluation sheet filled by the regional head/Branch
manager/interviewer with his/her comments.
 Latest and updated resume of the candidate
 Photocopy of the appointment letter of the last employer or latest
salary slip.
 Employment details.
 Two Professional references.
 Language Proficiency.

36. B. Document check list for every grade is as follows:
 Authorization Release Form.
 Background check Form.
 Highest Education certificates.
 Highest Education marksheets.
 12 Months Salary Slip of Current Employer.
 2 Month Salary Slip of Last Employer.
 Relieving Letter of last Employment.
 Proof of Residence
 Photo Identification Proof
 2 Passport Size Photograph.
C. Regional HR manager will take the signature of Head-HR on the
employee requisition form and forward the papers to the employee
service team for issuance of the offer letter.
D. Employee services team will issue offer letter, to be signed by the
National Recruitment Manager or Chief Manager-HR, and send the
same to the concerned Branch Manager/ HR Manager.
E. It would be the responsibility of the Branch Manager/HR Manager to
ensure that the accepted copy of the offer letter is forwarded to the
employee service team within a week of receipt of the offer letter. Till
this letter is issued, the ‗offer‘ has not taken place in formal sense. A
copy of the offer letter shall be duly signed and returned to the
candidate. Candidate would be expected to fulfil various joining
formalities, which are also formally communicated to him/her in the
form of a checklist that is attached to the letter of offer. The Regional
HR head shall have the overall responsibility and accountability to
maintain the templates of the offer letters and also for drafting of
suitable non-standard terms to any specific candidate.

37. F. The employee service team will follow up Branch Manager/Regional
HR Manager for the joining of the candidate and will collect all
relevant documents from the candidate including the joining report,
before issuing the appointment letter. The employee service team may
enlist the help of the Branch Manager to ensure that all necessary
documents within ten days o the person joining. After the of all
necessary documents, the employee service team will send the
appointment letter to the new joinee.
G. Once the documentation is complete for the new joinee (including the
accepted appointment letter), people who may have joined before
20th of the month but have not been included in the payroll for the
month because of delay in receipt of papers will be given ad-hoc
salary advance (up to maximum of 65% of the pro rated salary). This
advance will be adjusted once the person gets included in the
subsequent month‘s payroll.
H. If the person does not submit the relieving letter from the previous
organization, where required to be submitted as per the table given
above, within three months of joining, the employee service manager
can put their salary on hold till such time as the said documents are
received.

38. Key tasks of Regional HR Head
Regional HR Head will have the authority and responsibility to
administer/implement the recruitment and selection process as outlined. An
illustrative list of the key deliverables of these incumbents is listed below.
 Ensuring inductions as per quality, numbers, time and cost
consideration of the company in accordance with the approved
manpower budget.
 Creation of appropriate sourcing mechanism along with tracking the
performance of these mechanisms.
 Creation of quarterly and monthly recruitment plans
 Effective coordination with external parties such as candidates,
placement agencies, consultants, academic/professional institutes and
any other including the custody of the formal agreements , tracking
timely payments and adjusted thereto
 Creation of comprehensive and appropriate tools, linkages, documents,
templates and any other mechanisms to ensure smooth execution of the
process requirement, along with timely improvements thereto
 Assistance to user department and line managers including in
interviewing/selection support, scheduling etc.
 Effective internal communication with user departments and line
managers including making the standard recruitment formats and other
templates easily available to such users and notifying the modifications
to such formats and templates.
 Creation and maintenance of qualitative information base regarding
candidates, placement agencies, campuses, institutes, and any other
employment-market information.
 Creation and maintenance of appropriate and high-quality MIS for
current and future needs of the organization, including
publication/circulation of appropriate reports there from to the relevant
users within the company.

39.  Monitoring recruitment costs
 Complete documentation for the entire recruitment and selection
process for easy and quick retrieval in a readily auditable format
 Timely and effective communication with all internal and external
parties including the candidates
 Tracking the progress of the selected candidates including resignation,
extensions of probation periods/training period, etc for the purpose of
improvement to recruitment and selection process.
 Effective coordination with the post recruitment arm of the Human
Resource function
 Documentation and creating MIS regarding waiver, deviation, etc and
identifying the key areas for improvement in the formal recruitment and
selection process document.

40. SELECTION

41. Common selection
problems
Achieving the three goals- accuracy, equity, buy -in –hinges on your ability to
overcome the following selection problems. Review these problems:
Interviewers miss important information. Interviewers focus only a few of the
areas of critical to job success, overlooking many others. Therefore, they fail to
develop a complete picture of an applicant.
Interviewers overlook job fit and organization fit. Interviewers tend to focus on
the skill aspects of the job and overlook candidates‘ likes and dislikes. Failure to
job fit and organization fit can lead to poor performance and early turnover .
Interviewers ask illegal non -job related questions. These questions expose the
organization to lawsuits and might good candidates from protected groups of
disadvantage.
Interviewers’ coverage overlaps. Too much overlap is a waste of valuable time.
As a result, candidates here the same question repeatedly, and the important areas
receive no coverage.
Interviewers have not organized selection elements into a system. Without an
organized approach, different selection elements often are used in different
applicants, putting some at disadvantage.
Candidates are turned off by the selection process. When interviewers talk too
much or are redundant, rude, or disorganized, there job offers are rejected,
candidates seek employment elsewhere, and this effects the reputation of an
organization.
Biases and stereotypes affect judgment. Some interviewers classify people into
―stereotypes‖ . Because they often are unaware of these prejudicial tendencies,
interviewers fail to realize the effect these have on the decisions.
Interviewers take insufficient notes. Many interviewers never write down
anything, on their memory, which can be inaccurate.

42. Interviewers misinterpret applicant information. Interviewers often
misinterpret data when they play ‗amateur psychologist‘ by guessing at the
meaning behind an applicant‘s response. This leads them to attribute incorrect
characteristics to candidates.
Interviewers make snap decisions about applicants. Some interviewers make
selection decisions on the basis of hand shake on the initial meeting or after asking
only a few questions. Here a problem is, these early decisions influence subsequent
data gathering. Research indicates that organizations make better decisions when
they delay selection decisions while continuing to collect data.
Organizations rely exclusively on interviews. Interviews are excellent tool in
selection system interviewers can obtain other critical information from sources
such as ―Paper and Pencil test, Simulations, and Reference check‖.
Interviewers’ hiring discussions are not systematic. Interviewers who meet to
make the final decisions often share candidate data randomly critical information
for decision making is lost, relationships between information never surface, and
gaps in information about the person are never discovered.
Interviewers allow one characteristics to influence their judgment.
Interviewers occasionally fall victim to the ―Hallo Effect‖. This is when one
particularly strong or weak candidate characteristic can influence an interviewer‘s
judgment about the person as whole.
Pressure to fill the position affects judgment. As there are many pressures on
interviewer s to make selection decisions too often result in lower standards. They
rationalize their decisions by saying they can train people or offset their limitation
through close supervision.
The accuracy and fairness of the targeted Selection systems are based on six
components. They are as follows:
1. Focus interviews and selection procedures on job related information.
2. Organize the elements of your selection process into an efficient system.
3. Obtain specific Behavioural Information that can be used accurately to
predict future behaviour
.

43. 4. Assess the motivational fit of candidates.
5. Systematically share information about candidates in an organized data
integration session.
6. Make Legally Credible hiring decision.

44. 1. Dimensions.
Dimensions describe the knowledge, motivations, and Behaviors
associated with success or failure in a job.
The responsibility as targeted Selection Interviewer is to collect
information about a candidate‘s:
1. Knowledge
2. Behaviors
3. Motivations
During Interviews these three dimensions help in collecting data. A dimension –
based
Interviewing format focuses Questions on a particular knowledge, motivation and
behaviors important in the target job and eliminates unrelated questions.

45. Sales Team Member
o Sales ability/persuasiveness Building strategic Working Relationships
o Communication Job Fit
o Job Fit Applied Learning
o Planning and Organizing Decision Making
o Energy Quality Orientation
o Decision Making Initiating Action
o Tenacity Contributing to Team Success
o Negotiation Stress Tolerance
o Initiating Action Communication
o Impact Work Standards
Professional/Knowledge Leader
o Gaining Commitment
Worker o Planning and Organizing
o Decision Making
Technical/Professional o Aligning Performance for Success
Knowledge and Skills o Job Fit
o Stress Tolerance
Planning and Organizing o Communication
Adaptability o Delegating Responsibility
Initiating Action o Meeting Leadership
Job Fit o Information Monitoring
Gaining Commitment o Building Successful Team
Decision Making o Leading Through Vision and Values
Applied Learning
Building Strategic Working
Relationship
Continous Learning

46. 2. The Selection System
A Structured approach of the Information collected from interviews, simulations,
and reference checks leads to an accurate hiring decision .The missing ingredient is
a Selection System, a set of rules and procedures for taking applicant through the
selection process.
In targeted selection, ―system‖ refers to the uniformly applied, step by step
procedure for collecting and evaluating information and making hiring decisions.
This system provides an efficient method of collecting the necessary information
about an applicant. It also ensures that hiring and rejection decision are fair for all
applicants.
The Selection Funnel
The figure represents a situation common in hiring organizations. The no.
of applicants will exceed the no. of job openings. A good selection
system—one that uses less expensive and faster methods early in the
selection process and
in depth , more expensive methods later when only the most promising
candidate remains –allows an organization to evaluate a large no. of
applicants efficiently and economically. Using this selection funnel
maximizes the time spent and ensures fairness to all applicants. The
selection system ―flow ―for the position ―BANK ACCOUNT OFFICER‖.

47. Campus Interview (recruiter)
Targeted selection Interview (HR department)
Targeted selection Interview (Regional mgr.)
Targeted selection Interview (Branch mgr.)
Targeted simulation
Data integration and decision making
Reference check
Job offer

48. Selection Funnel

49. DATA ANALYSIS
Table 1.1 For most liking of your job
S.No. Training Programs Percentage (%)
1 Growth 50%
2 Job environment 20%
3 Compensation 20%
4 Empowerment 10%
10%
20%
50%
20%
Growth Job environment Compensation Empowerment
INTRPRETATION:
Growth for most of the employees is 50%, Job environment for most of the employees 20%,
Compensation for the employees is 20% and Empowerment for the employees is 10%

50. Table 1.2 : For the answer of Is there is any freedom given in decision making and problem solving
S.No. Training Programs Percentage (%)
1 Yes 20%
2 No 10%
3 Sometimes 50%
4 Just as formality 20%
20% 20%
10%
50%
Yes No Sometimes Just as formality
INTRPRETATION:
Training programs freedom for decision making and problem solving for most of the employees is
yes 20% no is 10%, sometimes is 50% and just a formality 20%.

51. Table1.3 of the company provide performance related incentive to employees ?
S.No. Training Programs Percentage (%)
1 Excellent 50%
2 Fair 10%
3 Average 20%
4 Good 20%
20%
50%
20%
10%
Excellent Fair Average Good
INTERPRETATION:
Company provide performance related incentives to the employees for excellent 50%, faie 10%,
average 20% and good 20%.

52. Table 1.4 for the idea about the benefits provided by the company such as vocation, paid holidays,
medical, retirement
S.No. Training Programs Percentage (%)
1 Excellent 60%
2 Good 20%
3 Fair 10%
4 Poor 10%
10%
10%
20% 60%
Excellent Good Fair Poor
INTERPRETATION:
Idea for the benefits provided by the company such as vocation, paid holidays, medical and
retirement is excellent for 60%, good for 20%,Fair for 10% and poor for 20%.

53. Table 1.5 for work load is there in your company
S.No. Training Programs Percentage (%)
1 Heavy 60%
2 Normal 20%
3 Good 10%
4 Over 10%
10%
10%
20% 60%
Heavy Normal Good Over
INTERPRETATION :
The workload is heavy in your company is 60%, Normal is 20%, Good is 10% and over is 10%.

54. Table 1.6 for organization is sensitive to employee's need
S.No. Training Programs Percentage (%)
1 Always 10%
2 Usually 50%
3 Sometimes 30%
4 Never 10%
10% 10%
30%
50%
Always Usually Sometimes Never
INTERPRETATION :
10% Always organization is sensitive to employee's need, 50% Usually, sometimes 30% and 10%
never.

55. Table No. 1.7 for telling you the working environment of company
S.No. Training Programs Percentage (%)
1 Excellent 15%
2 Poor 10%
3 Good 15%
4 Fair 60%
15%
10%
60%
15%
Excellent Poor Good Fair
INTERPRETATION :
During the training, the working environment of company was excellent 15%, Poor 10%, Good 15%
and Fair is 60%.

56. Table 1.8 for the growth related polices in your organization
S.No. Training Programs Percentage (%)
1 Excellent 30%
2 Poor 10%
3 Good 10%
4 Fair 50%
10%
30%
50% 10%
Excellent Poor Fair Good
INTERPRETATION :
Excellent growth related polices in your organization is 30%
Poor growth related polices in your organization is 10%
Fair growth related polices in your organization is 50%
Good growth related polices in your organization is 10%

57. Table 1.9 for the most likely reasons for leaving the job
S.No. Training Programs Percentage (%)
1 Work Load 20%
2 Unsatisfactory Compensation 10%
3 Working environment 60%
4 Slow Growth 10%
10%
20%
10%
60%
Work load Unsatisfactory Compensation
Working environment Slow growth
INTERPRETATION :
The most likely reasons for leaving the job workload 20%, Unsatisfactory compensation is 60%
and slow growth is 10%.

58. Table 1.10 for your views on culture of your organization
S.No. Training Programs Percentage (%)
1 Friendly 60%
2 Non Friendly 10%
3 Competitive 20%
4 Don't know 10%
10%
20%
60%
10%
Friendly Non friendly Competitive Don't know
INTERPRETATION :
Friendly culture of your organization is 60%, Non-Friendly is 10%, Competitive is 20% and Unknown
10%.

59. Interpretation
Insurance is confronted with high attrition rate. Therefore it makes recruitment a
critical function in the organization. In order to grow and sustain in the competitive
environment it is important for an organization to continuously develop and bring
out innovations in all it activities. It is only when organization is recognized for its
quality that it can build a stability with its customers. Thus an organization must be
able to stand out in the crowd.
The first step in this direction is to ensure competitive people come in the
organization. Therefore recruitment in this regard becomes an important function.
The organization must constantly improvise in its recruitment process so that it is
able to attract best in the industry in order to serve the best. Thus the organization
must look out for methods that can enable it to adopt best recruitment practices.
There is an increase in percentage of hiring from consultants and direct
applications and decrease in the Pinnacle hiring. The comparison of the source mix
of two hiring for the months of May-June and June-July has been shown below:
Recruitment source May-June June-July
Advertisement 0 21
Campus 55 18
Direct Applications 58 88
PGPMI 9 43
Pinnacle 164 129
Pinnacle BP 4 5
Pinnacle RO 2 5
Consultants 171 264
Talent@Hunt 211 200
Total 674 773

60. Ad
ve
100
150
200
250
300
0
50
rti
se
m
en
t
C
am
D pu
ire
c tA s
pp
lic
at
io
ns
PG
PM
I
Pi
nn
ac
le
Pi
nn
ac
le
BP
Pi
nn
ac
le
RO
C
on
s ul
ta
n ts
Ta
le
n t@
Hu
n t
June-July
May-June

61. Limitations of the study
Every task is undertaken with an objective and accomplishment of this objective
determines our success.
Task:
The recruitment at Metlife India Insurance Insurance involved a lot search from the
database and calling up candidates to check whether they fit the job specification.
Difficulties:
 Candidates were reluctant to talk at times;
 Candidates who were contacted were not interested in Insurance on
many occasions;
 Candidates who were scheduled for interview would not turn up;
o Run out of database many times since most of them would have
already been contacted;
Task:
Candidates were to be searched from the job portals and called up to be scheduled
for an interview.
Difficulties:
 At times many people had for couple of hours to work on the
computer;
 Since STD calls had to be made, the availability of phone was limited,
so there was greater coordination required with respect to its usage and
maintains a time slot so that other person has a chance to use.

62. SWOT Analysis
Strengths Weaknesses
Brand equity of Kotak Mahindra Pre assessment tests are costly.
Bank.
Conversion of footfalls is low.
Rigorous Pre-Hiring assessment tests
to understand aptitude and Lengthy pre-offer formalities.
personality of candidates.
Huge employee turnover.
Proper reference checks to ensure that
only bonafide candidates are
appointed.
Adequate number of channel partners
to generate footfalls for each location.
Footfall MIS being maintained at each
branch locally by Admin.
Opportunities Threats
Increasing number of private
Campus recruitments have huge players in insurance sector creates
potential for fulfilling manpower ample choices, frequent and easy
requirements cost effectively. mobility for employees.
Tie up with recruitment agencies on Same channel partners are handling
supplying fixed number of footfalls all insurance companies. This leads
week on week. to same pool of candidates being
circulated to all partners.
Develop exclusive contract with
channel partners to meet the Increasing spill over as a candidate
manpower requirements. has more than one offer at the time
of making a job shift.
Make blue form brief and to the point.
As the insurance industry is small,
Reduce turn around time of making senior level candidates hesitate to
an offer. meet HR of other companies for the
fear of grapevine.

63. LEARNINGS
Every endeavour undertaken to accomplish challenging goals, can only be
successful under the experienced and encouraging guidance. I am privileged to
have undergone training at Metlife India Insurance Life Insurance. As learning
never stops, my learning at I.Pru has come from a lot of exposure, on the job
training and close interaction with the corporate. In brief my learning and
achievements can be summarized as under:
1. Understanding of person and profile fit.
2. Convince people about the job profile and to sell the job to the
prospective candidate;
3. Following up with the candidates during the entire selection process;
4. Learned to convince candidates about the offer rolled out and making
them accept the offer through effective communication;
5. Learning about salary fitments.
6. Communicating with the corporate;
7. Performance appraisals, its various types, implications and significance;
8. Handling queries received from various quarters;
9. Managing HR department in the absence of HR manager;
10.Reply to official mails;
11.Prioritize issues according to their importance;
12.Field work exposure to tap candidates that further strengthened the
learning.

64. RECOMMENDATIONS & SUGGESTIONS
1. Employers should be less biased about the recruitment of employees
through employee referrals.
2 . Know what you're looking for in candidates.
It is observed that the candidates sourced by placement agencies and send
for further rounds of interviews are rarely found suitable by the hiring
managers. Therefore, in case there is need to utilize the service of a
placement agency, then it is recommended that these placement agencies be
given a well drafted job description and job specification. This can also be
circulated to internal employees under the employee referral scheme. This
will help people to get a clearer picture and provide for most suitable
candidates.
3. Reduce the pre offer formalities:
Pre-offer documentation includes filling of a lengthy Personal Detail form which
includes all personal, educational and professional details of candidate. This is very
time consuming and even after taking these details from candidate it‘s not sure that
offer will be made or not. This also becomes frustrating for the candidate
sometimes. So, it is recommended that unnecessary details should not be asked
before we make the final offer to the candidate. PDF should be made concise.
4. Blend technology into every aspect of your recruiting and hiring process.
Web-based technology lets you increase hiring speed and quality while
reducing costs. Currently, job boards constitute the biggest use of the Web,
offering access to thousands of resumes within hours. But the Web can also
be a powerful tool for screening and qualifying that flood of resumes.
Companies have begun to use the Web to collect and instantly match data on
candidate skills, motivations, and experiences against job criteria. Other
uses of Web-based technology include online interviewing, candidate

65. assessment and testing, applicant self-scheduling, and tracking. Work the
Web wisely and you save time for recruiters and hiring managers and nab
top candidates before your competitors can.
5. It is recommended that apart from the person-job fit, method must be
devised to check for person-organization fit. A person-organization helps to
assess how well a candidate is suited the organization. Whether the attitude
he/she carries will promote both organizational as well personal goals. This
takes a great importance especially when attrition is high. It will help the
organization to retain its employees for a longer period of time and less
burden on recruitment staff.
6. Create winning impression even on those who are not selected
It is very important to create a favourable impression of your organization on all
those who come for interview. Those who are not selected in the first round of
personal interview should also carry this impression that they have missed the
opportunity to work in a great company. For this, there must a proper coordination
of the interview of the candidate and greater degree of professionalism. A
candidate when invited for an interview must be attended as soon as possible and
should be made to wait for hours together. Interviews conducted on a scheduled
time leave a good impression on the candidate. Even if he is not selected, a good
impression about the will make him recommend the name to his people.
At last, I want to say, if we keep those points in the mind then
we can make a sound good recruitme nt & selection policy.

66. CONCLUSION
I find that generally all employees of the organization like the Recruitment
and Selection policy. The workers representation in management in the
organization is quite good. Employees are satisfied with their work so we
can say employee’s moral is high in the organization. High moral assists in
the management to overcome several problems such as labour turnover, a
absenteeism, indiscipline, grievances etc. it also helps seek co -operative of
the workers in the running of the organization and thus getting higher
production at minimum possible cost by reducing the wastage of time, man,
machines and materials. It is in other sense, and index of good industrial
relations.
There is proper selection in the organization, proper selection of the
personnel reduces personnel problems in the organization as employee
turnover, absenteeism etc. employee relations are also better because
customers are full satisfied by their work.

67. QUESTIONNAIRE
Name
A ge
P o s it io n
1 . R u le s o f r e c r u i tm e n t
i . R ig i d
i i . F le x ib le
2 . S o u r c e s o f r e c r u it m e n t
i. A d ve r t is e m e n t
ii. Co n s u l ta n c y
i i i. P in n a c le
iv. O t he r s
3 . R o u n d s ke p t f o r s e le c t in g c a n d id a t e s?
- - - - - -- - - - -- - - - -- - - --
4 . T y p e s o f c a n d id a t e s pr e f e r r e d b y th e o r ga n ?
i. F r e s he r
ii. E xpe r ie n c e
i i i. B o th
5 . M i n im u m q u a lif ic a t io n o f c a n di da t e ?
i. I n t e r m e d ia te
ii. G r a du a t io n
i i i. B e lo w o r a b o ve i t.

68. 6 . M i n im u m a ge o f w o r ke r
i. 1 8 to 22
ii. 2 2 to 28
i i i. 2 8 to 32
7. How m u c h y e a r e x pe r ie n c e i s n e e de d f o r gr a de 1 ?
i. 1 Year
ii. 1 -2 Y e a r
i i i. Mo r e Th a n 2 Y e a r s
8 . O r ie n ta t io n P r o gr a m .
i. E xc e lle n t
ii. Good
i i i. A ve r a ge
9 . T r a de u n io n in v o l ve d a n y le ve l in r e c r u i tm e n t
p r o gr a m .
i. Yes
ii. No
1 0 . H o w m u c h t im e g i ve n to c a n di da te to pr e se n t
h e r h i s do c u m e n ts r e c r u i t m e n t f o r t h e pr o f i le he is
s e le c t e d ?
i. 1 Week
i i . 1 5 Da y s
i i i. 1 5 -2 0 Da y s