Project Report HR Bajaj Kirti

Summer Internship Report

A PROJECT REPORT ON

PERFORMANCE APPRAISAL

OF BAJAJ ALLIANZ LIFE INSURANCE COMPANY

Submitted in partial fulfillment of two years full time course in Masters in Business Administration, 2010-2012, Sukhjinder Singh Engineering and Technology College

SUBMITTED TO: SUBMITTED BY: Mrs. Gagandeep kaur Amandeep kaur Roll no. 347

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Acknowledgement

Working with Human Resources Department of Bajaj Allianz Life Insurance

Company Ltd, for the Summer Project was an invaluable experience in terms of

exposure to the various activities in corporate HR.

I would like to express my gratitude to Mr. Rajiv Gosain and Mr. Sanjeev Kumar

Srivastava for giving me an opportunity to work as a summer trainee in Bajaj

Allianz Life Insurance Company.

I take this opportunity to thank Mr. Indresh Kumar, who was my project guide, for

mentoring me and providing me the guidance for my project work.

I express my sincere thanks towards Siddharth Thakur for his constant guidance and

support, which enabled me to handle the various projects assigned to me

I would also like to thank my parents for their moral support.

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Executive Summary

I did my summer internship at Bajaj Allianz Life Insurance Company Limited,

Chandigarh. The company is one of the leading insurance companies of India. I did

my summers at the

Regional Office located at Chandigarh. The HR department located at this office was

looking after the areas of Haryana, Himachal Pradesh and Chandigarh. I was assigned

various projects during the course of my 2-month internship with the organisation.

The projects given to me were Performance Management System, Recruitment,

Talent Mapping and ESIC status.

The report deals with the details of my work in the organisation. These projects

required an understanding of the processes established in the organisation, as well as

using people skills to get the various tasks done. Persistence and patience were

extremely important to ensure completion of the tasks assigned to me.

The report also deals with the organizational processes that I observed during my

internship. As I was the part of the Chandigarh branch, my observations about the

organization are limited only to that branch. My discussions with the HR executives

of the organisation have added to my experience of organization processes.

I, like others, also had my share of learning and problems, which have been

mentioned in the report. In short, my learning was the vast addition to my knowledge

base and honing of my skills.

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Contents

Serial No. Particulars Page No.

1. company profile 10

2. Introduction of topic 19

3. SWOT analysis 17

4. Research Methodology 49

5. Data interpretation and analysis 50

6. observation and findings 57

7. Limitation and Recommendation 61

8. Bibliography 63

9. Annexure 64

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Objectives of the Report

The objectives of this report are:

To narrate my experiences and learning from my summer internship.

To elucidate the organization processes and structure that I observed during

the two months.

To state the constraints that I faced in the organization

To gain experience of working in a professional setting, and develop an

understanding of the various HR processes in an organisation.

To understand the procedure and importance of Performance Management

System in the organisation

To create a databank of potential employees for the organisation through

Recruitment and Talent Mapping

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Insurance

· “Insurance is not necessarily an investment from which one expects to get

one's money back. Nor is it gambling. A gambler takes risks, while insurance

offers protection against risks that already exist. Insurance is a way to share

risk with others. Since ancient times, communities have pooled some of their

resources to help individuals who suffer loss.”

· "Insurance is a contract between two parties whereby one party called insurer

undertakes in exchange for a fixed sum called premiums, to pay the other

party called insured a fixed amount of money on the happening of a certain

event."

· “Insurance is a protection against financial loss arising on the happening of

an unexpected event. Insurance companies collect premiums to provide for

this protection. A loss is paid out of the premiums collected from the insuring

public and the Insurance Companies act as trustees to the amount collected.”

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Overview-Insurance Industry in India

The insurance sector was opened up for private participation with the enactment of

the

Insurance Regulatory and Development Authority Act, 1999 and FICCI has been

doing yeoman service to the development of this sector by facilitating exchange of

views between the industry, policymakers, and the regulator through the annual

conference. The reasons that prompted the government to bring in reform in the

insurance sector was that while the Public Sector insurance companies made

enormous contribution in the spread of awareness about insurance, and expanded the

market, it was recognized that their reach was still limited, the range of products

offered restricted and the service to the consumer inadequate. It was also felt that the

rapid economic growth witnessed in the 90s couldn’t be sustained without a thriving

insurance sector.

It was also recognized that India has a vast potential that is waiting to be tapped and

this could be achieved when sufficient competition is generated and it is exposed to

the developments in the rest of the world. The insurance sector was, therefore, opened

up for private sector participation with provision for limited foreign equity exposure.

We have now more than eight years experience of the public and private sector

together operation in the market.

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Life Insurance Statistics

Indian population 1 bn

GDP as on 2000 (Rs bn) 20000 bn

Gross domestic savings as a % of GDP 23%

NCAER estimate of insurable population 240 mn

Estimated market by 2005 650 mn

Source: Indiainfoline.com and NCAER

India has an enormous middle-class that can afford to buy life, health, and disability

and pension plan products. The low level of penetration of life insurance in India

compared to other developed nations can be judged by a comparison of per capita life

premium.

Country Life Premium Per Capita US $ in 1994

Japan 3,817

UK 1,280

USA 964

India 4

Source: Various Newspapers

Clearly, there is considerable scope to raise per capita life premium if the market is

effectively tapped.

India has traditionally been a high savings oriented country - often described as being

on par with the thrifty Japan. Insurance sector in the US of A is as big in size as the

banking industry there. This gives us an idea of how important the sector is. Insurance

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sector channelises the savings of the people to long-term investments. In India where

infrastructure is said to be of critical importance, this sector will bring the nations own

money for the nation.

In 3 years time we would expect the 10% of the population to be under some sort of

an insurance cover. This assuming a premium of Rs. 5000 on an average, amounts to

100 million x Rs.5000 = Rs. 500 bn.

This has made the sector the hottest one in India after IT. With social security and

security to the public at large being the agenda for opening the sector, the role of the

regulator becomes all the more serious and one that would be carefully watched at

every step.

In the now open sector on insurance, the following factors will determine the success

of the company in particular and the industry in general:

A change in the attitude of the population

Indians have always been wary of employing their hard-earned money in a venture

that will pay them on their death. Insurance has always been used as a Tax saving

tool. It is up to the insurers to educate the people to secure/insure their future against

any unknown calamity and make a shield around their families and businesses.

Insurance should now be looked at as an investment option rather than death benefit.

An open and transparent environment created under the IRDA.

Insurance as a sector requires players who are strong financially and are willing to

wait for returns. Their confidence can be bolstered only if there is an open and a

transparent policy guidelines. This will also help the consumers feel safe that the

regulatory is an active one and cares to do everything possible to keep things under

control and help the insurance environment grow maturely.

A well-established distribution network.

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To cater to the largest democracy in the world is by no means a cakewalk. Insurance

profits are directly related to number of insured and this is in turn related to the reach.

The joint ventures announced have a flavour of network being a critical decider. This

is so because as per the guidelines 15% of the policies written by the 5th financial

year will have to come from the rural area. The banks are the only ones who have that

reach.

Trained professionals to build and sell the product.

It is said that the insurance agent is the best salesman in the world. Thus the players

will require an excellent sales team to sell their products in the now competitive

environment. The importance can be seen from the fact that a lot of LIC/GIC personal

is being poached by the new players.

A more rationale approach to the investment criteria.

This is a very critical area as far as the government and the players are concerned. The

government has fixed up the investment pattern for the players to meet its social

obligations. The players feel that the compulsion is unjust and will affect their return

on investments. One may wonder then why it has been listed as a success factor. The

reason is that it is in the larger interests of the society. The more the people insured,

the better the revenues, followed by better security, followed by better morale and

productivity. On a national level the criteria ensure that the money does not go out of

the nation. We also need to bear in mind that the insurers are here not for charity but

for profits.

Encouragement of newer and better products and letting the hackneyed ones die out.

This will itself ensure the market grows. And that every class/society gets a product

that best suits them.

A level playing field at all stages of development in the sector for all the players.

An unbiased environment is where the best comes out of the players. Their real

strength shines through. This is the beauty of capitalism that we are trying to achieve

in our customized manner. This will only help the industry grow and so will the

society.

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About Bajaj Alianz Life Insurance Co. Ltd.

Bajaj Allianz Life Insurance Co. Ltd. is a joint venture between Allianz SE, one of the

world's largest insurance companies, and Bajaj Finserv. Allianz SE is a leading

insurance corporation globally and one of the largest asset managers in the world, that

manage assets worth over a Trillion. With over 115 years of financial experience,

Allianz SE is present in over 70 countries around the world. Bajaj Allianz is into both

life insurance and general insurance. Today, Bajaj Allianz is one of India's leading

and fastest growing insurance companies. Currently, it has presence in more than 550

locations with over 60,000 Insurance Consultants.

Allianz Group Worldwide

Allianz is one of the leading global insurance companies

Headquartered in Munich, Germany, established in 1890.

With over 700 subsidiaries and approximately 181,635 employees worldwide

Allianz global network extends to over 70 countries

Allianz has the highest commitment & has never exited a market once the

company has set up operations there.

Allianz AG- Financial Powerhouse

Worldwide Number One by gross Written Premiums.

The largest asset manager in the world-Managing assts more than a million

US $ [Rs. 50,06,670 Corers (USD 1028 billion]

One of Europe's most highly valued stock corporations

Net income in excess of Rs 5844 Corers

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Indian Operation

Growing at a breakneck pace with a strong pan Indian presence, Bajaj Allianz has

emerged as a strong player in India. Bajaj Allianz Life Insurance Company Limited is

a joint venture between two leading conglomerates Allianz AG and Bajaj Auto

Limited.

Characterized by global presence with a local focus and driven by customer

orientation to establish high earnings potential and financial strength, Bajaj Allianz

Life Insurance Co. Ltd. was incorporated on 12th March 2001. The company received

the Insurance Regulatory and Development Authority (IRDA) certificate of

Registration (R3) No 116 on 3rd August 2001 to conduct Life Insurance business in

India.

Bajaj Allianz- The Present

Over 3,00,000 satisfied customers

Leading private sector insurance company in India

One of the fastest growing private sector life insurer in India

Accelerated Growth

Fiscal Year No of policies sold in FY GWP in FY

2001-2002 (6 month) 21,376 Rs. 7 cr.

2002-2003 1,15,965 Rs. 69 cr.

2003-2004 1,86,443 Rs. 221 cr.

Assets under management Rs 350 cr.

Shareholder capital base of Rs. 250 cr.

Pan India network

Wide range of product to suit your needs.

Decentralized organizational structure for increased response and service

levels

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Tie Ups with Banks

Bajaj Allainz Life Insurance Company was amongst the pioneers of Bancassurance in

India.

Having pioneered the phenomenon, Bancassurance is one the core business strategies.

Two of the strong Bancassurance tie-ups are:

Standard Chartered Bank

Syndicate Bank

They have developed a range of life insurance products exclusively for their

Bancassurance partners. Also, the products are customized to suit specific needs of

banks.

Bajaj Allianz- A force to reckon with

Bajaj Auto Limited owns 74%, Allianz AG owns 26%

Paid up share capital Rs 150 crs

Directors- Mr Rahul Bajaj (Chairman); Mr Sanjiv Bajaj; Mr PS Palande, Mr.

Ranjit Gupta, Dr. Werner Zedelius; Mr. Heinz Dollberg & Mr. Dietmar

Raich

The fastest growing Private life insurer in India.

21 Cities and 30 Customer Care Centre (CCC)

Target to reach - 34 cities & 61 CCC's by Mar' 03

More than 8000 recruited and trained Insurance Care Consultants.

All CCCs networked with state of art IT systems.

Highest standard of customer service & simplified claims process in the

industry

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National Network

BALIC has a Pan India presence with

The Head Office located at Pune

1200+ branches

5 Zonal Offices located at Kolkata, Lucknow, New Delhi, Ahmedabad,

Bangalore

28 Regional/ state Offices

Over 10,000+ Sales Managers

3,00,000+ Insurance Consultants

170+ Bancassurance partners across country

Strong alternate channel with 2000+ Franchisees, 200+ corporate agents, 70+

brokers and 100+ Direct Marketing Branches

Vision and Culture

Vision

“To be the BEST Life Insurance Company in India

To Buy From,

Work For &

Invest In”

Culture @ Bajaj Allianz

Bajaj Allianz will be:

Be a winning team.

Have a passion for excellence and hate bureaucracy.

Be empowered, have the confidence to take decisions quickly and be

accountable.

Be driven to achieve results, to deliver.

Be professional and socially committed.

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Be open to ideas, sharing, transparent & trusting

Focus everything we do on our customers.

Make BALIC a “great place to work”.

Have a sense of humour.

The Bajaj Allianz Way

Invest in people – Pay / develop / career planning

Dominate your market – be decisive / communicate clear goals

Never sit still – change continually / revolutionize

Think service; service; service – continuous improvement

Learn and lead – be prepared to listen

Tell the facts as they are – clear communication

Kill bureaucracy – boundary less / ideas not management layers /

informality / speed

Manage the business like a corner shop – customer satisfaction / employee

satisfaction / cash flow

BALIC: Salient Features

Decentralized operations to ensure faster and smoother customer service

Customers receive service from any BALIC office, irrespective of their own

location

Renewal premium possible through:

o Online

o Any of the BALIC offices

o Bill-Junction and Bill Desk

o Credit cards or direct debit for Standard Chartered customers

Efficient systems, process’ & speed of response has ensured lowest number of

complaints from customers to IRDA

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Industry and Products

Bajaj Allianz Life Insurance Company was the no. 1 private sector life insurance

company for the financial year 2005-06. With a pan India presence and over 900 +

offices, Bajaj Allianz Life Insurance already has a customer base of close to 2 million

customers. Bajaj Allianz Life Insurance has developed insurance solutions that cater

to every segment and age-income profiles. For companies it provides comprehensive

'Employee Benefit Solutions' (Group Term Life, EDLI, Gratuity, Super-annotation,

Keyman Insurance and more); for the individual Invest Gain (a unique life insurance

plan where sustenance of income is combined in the same plan that also pays a lump

sum), Cash Gain (Money Back), Child Gain (Children's plan),

Risk Care (Pure Term), Lifetime Care (whole life), Term Care (term with return of

premium), Saran Visitant (Retirement Plan), Protector (Mortgage term insurance

Plan), New Unit Gain Super, New Family Gain, New Unit Gain Plus, New Unit Gain,

New Unit Gain Premier, New Unit Gain Easy Pension Plus, New Unit Gain Easy

Pension

Plus – single premium. Currently Bajaj Allianz has a product portfolio of 30 products

and more need-based products are in the pipeline. It has followed Bancassurance

Model which is the term used to describe the sale of insurance products in a Bank.

The word is a combination of "banque or bank" and "assurance" signifying that both

banking and insurance are provided by the same corporate entity. The usage of the

word picked up as banks and insurance companies merged and banks sought to

provide insurance, especially in markets that have been liberalized recently. It is a

controversial idea, and many feel it gives banks too great a control over the financial

industry.

Bajaj Allianz Distribution Network

Bajaj Allianz has a wide distribution network, and it sells insurance policies through

various channels. Each of these channels has independent office locations and staff,

and all the HR activities of all these office are looked after by the local HR staff.

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The main distribution channels of the Company are the agency channel and the

alternate channel. In the agency channel, the insurance advisors target individuals and

they may even be in the rural area. The company has realized that there is a lot of

potential in the rural market and is trying to explore that opportunity. The other main

distribution channel is alternate channel, which includes bancassurance and corporate

channels. Bancassurance is a French term referring to the selling of insurance through

a bank’s established distribution channels. The result is that bank encompasses

banking, insurance and investment products for the bank’s customers. The company

has tie up with Standard Chartered for bancassurance. There are people from Standard

Chartered who are trained to sell the company’s products. The other alternate channel

is corporate wherein the company approaches an organization to get the policies for

all the employees working in the organization.

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SWOT Analysis

Strengths

1. Strong Brand Image

2. Dedicated sales team

3. Value added services

4. The first large private sector life insurance company with a pan India network and

strong retail focus to declare substantial profits for the financial year

5. Most profitable private life insurer for 06-07

6. Largest distribution network to reach the customers across the country with 2,

13,000 agents, 900 offices in 840 towns, 200 corporate agents & Bancassurance

partners

7. Announced a healthy profit of Rs 45 crore for the financial year 2008-09 as per the

audited results.

8. Building on number one position in previous financial year 08-09 in new business

the company is now no.1 in the private sector in issuing largest number of policies

and becoming a truly mass retail company.

Weaknesses

1. Have to compete with the Government Companies like LIC and UTI who have

been very established in this field. So they will have to attain the same trust of the

public as it is in the

case of LIC and UTI.

2. Weak Customer Relations Management

3. Centralized Structure

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Opportunities

1. Large Untapped Market

2. Distinguishable product (like Parivar Account).

Threats

1. Presence of very strong competitors

2. Aggressive marketing by competitors.

3. Various investment schemes with high returns.

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INTRODUCTION OF TOPIC

HR Systems

Bajaj Allianz has:-

· A Management style which is participative and consensus based.

· A Work culture which is open, informal & collaborative.

· A Communication style, which is open and not bound by traditional

hierarchies.

· A Compensation & Benefits package which rewards and recognizes the best.

Importance of HR Department in Insurance

Companies

People are the heart and soul of any business and the insurance industry relies

on the dedication, creativity and commitment of its people to enable it to

thrive and grow.

HR teams provide organizations with the expertise they need to recruit and

retain the very best people, dealing with matters such as salaries, pensions and

benefits; training and development; industrial and staff relations; counselling

and welfare; and health and safety.

Increasing emphasis on diversity, performance management, learning and

development and organizational change make this a challenging and

intellectually stimulating area of work

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The 5 P Model of Strategic Human Resource

Management

·Philosophy

Statements of how organization values and treats employees; essentially culture of the

organization

Policies

Expressions of shared values and guidelines for action on employee-related business

issues

Programs

Coordinated and strategized approaches to initiate, disseminate, and sustain strategic

organizational change efforts necessitated by strategic business needs

Practices

HR practices motivate behaviours that allow individuals to assume roles consistent

with organization’s strategic objectives

Three Categories of Roles

Leadership

Managerial

Operational

Processes

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Continuum of participation by all employees in specific activities to facilitate

formulation and implementation of other activities

Necessary Conditions

Successful SHRM efforts begin with identification of strategic needs

Employee participation is critical to linking strategy and HR practices

Strategic HR depends on systematic and analytical mindset

Corporate HR departments can have impact on organization’s efforts to launch

strategic initiatives

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Project Details

I wasn’t assigned to a particularly fixed project during the course of my summer

training of the organisation. I was introduced to the various projects, according to the

need of the organisation. I was treated as a regular employee of the organisation, and

thus, got an opportunity to work on various projects, apart from helping out in the

regular functioning of the HR department. Thus, I worked on four major projects

during the course of my internship in Bajaj Allianz Life Insurance Company. These

projects, and the work done by me, will be discussed in detail in this project report.

The projects that I worked on can be classified under the following heads:-

Performance Management System

Under this project, I was expected to understand the performance rating system

followed by the organisation. After that, I was to ensure the smooth functioning of

the system, and remove any bottlenecks.

Recruitment

This project required me to make calls to prospective employees, inform them

about our requirements, asses their capabilities and schedule their interviews. If

the candidate was selected, I was also responsible for the joining formalities of the

candidate

Talent Mapping

This project required me to find information about the qualification, hierarchical

structure, payment structure etc. of the competitor companies, in order for the

organisation to have a fair idea of its standing.

ESIC Status

This required me to ensure that all employees who fell under this welfare scheme

of the government completed all the formalities and availed its benefit.

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All these projects were handled separately i.e. a new project was handed over to

me, only when the previous project was finished with.

Performance Management System

I joined the organisation on the 1st of April, 2009. In any organisation,

Performance Management is the most critical activity, in the HR front, going on at

around that period. Thus, the first project that I was assigned to was Performance

Management System.

Introduction

Performance management is the process of assessing progress toward achieving

predetermined goals. It involves building on that process, adding the relevant

communication and action on the progress achieved against these predetermined

goals helping organizations achieve their strategic goals. Rather than discarding

the data accessibility previous systems fostered, performance management

harnesses it to help ensure that an organization’s data works in service to

organizational goals to provide information that is actually useful in achieving

them and focus on the Operational Networking Processes between that

performance levels. The main purpose of performance management is to link

individual objectives and organizational objectives and bring about that

individuals obey important worth for enterprise. Additionally, performance

management tries to develop skills of people to achieve their capability to satisfy

their ambitiousness and also increase profit of a firm.

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Benefits

Managing employees’ performance facilitates the effective delivery of sales incentive

plans. There is a clear and immediate correlation between using performance

management programs or software and improved sales results.

Direct financial gains

Grow sales

Eliminates over-payments

Saves time and automates processes

Accommodates plan changes

Motivated sales force

Optimizes incentive plans

On-time reporting and payments

Controlled data distribution data

Visible calculations

High confidence in payment accuracy

Sells program, improves engagement

Improved management control

Flexible, responsive to management needs

Displays data relationships

Easy to trace data calculations

Helps audit / comply with legislative requirements

Simple scenario planning

Provides process documentation

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In Bajaj Allianz Life Insurance Company, Performance Management System is

related to Performance Appraisal i.e. the performance of an individual in achieving

his pre-determined goals, also determines his incentive structure.

Performance Appraisal

Performance appraisal, also known as employee appraisal, is a method by which the

job performance of an employee is evaluated (generally in terms of quality, quantity,

cost and time). Performance appraisal is a part of career development. Performance

appraisals are regular reviews of employee performance within organizations.

Generally, the aims of a performance appraisal are to:

Give feedback on performance to employees.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

Form a basis for personnel decisions: salary increases, promotions,

disciplinary actions, etc.

Provide the opportunity for organizational diagnosis and development.

Facilitate communication between employee and administration

Validate selection techniques and human resource policies to meet federal

Equal Employment Opportunity requirements.

The most popular methods that are being used as performance appraisal process are:

Management by objectives

360 degree appraisal

Behavioral Observation Scale

Behaviorally Anchored Rating Scale

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360 Degree Appraisal

Bajaj Allianz Life Insurance Company uses the 360 degree appraisal method to

measure the performance level of its employees. In human resources or

industrial/organizational psychology, 360-degree feedback, also known as "multi-rater

feedback," "multisource feedback," or "multisource assessment," is feedback that

comes from all around an employee. "360" refers to the 360 degrees in a circle, with

an individual figuratively in the center of the circle. Feedback is provided by

subordinates, peers, and supervisors. It also includes a self-assessment and, in some

cases, feedback from external sources such as customers and suppliers or other

interested stakeholders. It may be contrasted with "upward feedback," where

managers are given feedback by their direct reports, or a "traditional performance

appraisal," where the employees are most often reviewed only by their managers.

The results from 360-degree feedback are often used by the person receiving the

feedback to plan their training and development. Results are also used by some

organizations in making administrative decisions, such as pay or promotion. When

this is the case, the 360 assessment is for evaluation purposes, and is sometimes called

a "360-degree review."

Performance Appraisal at BALIC

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Performance Appraisal is a process in which employees receive feedback on their

performance from their immediate Supervisors / Managers. The process helps them to

recognize their strengths and areas of improvement, to utilize their talents and to

overcome recognized shortcomings. The intention is to help them improve their

performance

Regular performance appraisal and development interviews are conducted twice a

year. The appraisal periods are

April – September

October--March.

In order to be appraised, a Team Member needs to have completed a minimum of 3

months service with the Company. However, even if a Team Member misses an

appraisal period due to shortage of service period, the eligible performance pay out

will be carried forward to the next appraisal period on a pro rata basis.

1. Appraisals may also be conducted on the following occasions: -

o Significant change of assignment, area of activity and / or transfer to -

Another business unit

o Change of supervisor, or - Upon conclusion of the probation period.

2. Their performance culture involves

o Setting of targets or Key Results Areas (KRA's) at the beginning of the

Appraisal period

o Monitoring performance

o Providing feedback and redirecting action plan if required and at the end of

the appraisal period appraising individual contributions against the

predetermined objectives or KRA's.

Results are then communicated and rewarded in relation to objectives achieved.

The Process at BALIC

Performance Appraisal at Bajaj Allianz Life Insurance Company was an online

process. BALIC employees have an online HR portal, called HR4u. This portal is a

very useful platform for communication as well for various HR related transactions.

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Each employee has a unique username and password to access their HR4u portal.

Employees are required to mark their daily attendance by logging on to this online

portal. All communication from the top management and other important information

like salary slips, forms for provident fund etc were also uploaded in the various

sections of this portal.

Performance Appraisal process was preceded by a target-setting exercise within the

organization. This exercise was carried out six months before the process of

performance appraisal was initiated. The employees were required to log-in to the

web portal and set up their targets that they planned to work on and achieve in the

following six months. These targets were decided upon by the employee himself, in

consultation with his peers and his superiors. The online portal had a comprehensive

detail list, which required the employee to break down his targets into small,

achievable parts and mention them in the required format.

During the month of April (six months after the target-setting activity), the target

sheets were uploaded on the HR4u account of each employee under the Performance

Management head. These uploaded forms consisted of the targets set by the employee

for himself/herself. The employees were required to rate themselves on a scale of 0-

115, on the basis of how much, and how efficiently had the target been achieved by

them. Any rating of above 100 given by the employee was followed by a compulsory

question asking what made the employee believe that he had exceeded his

expectations from himself.

Performance appraisal is a layered process at this organization. The appraisal of an

employee depends on the ratings given by himself, his superior and his superiors’

superior (reviewer) to the employee. Once the employee was satisfied with the ratings

he had given himself, he was required to forward the form to his superior. Once the

employee clicked on the option of forwarding his completed ratings to his superior, he

could not make any changes in the ratings or explanations that he had furnished. The

superior was then required to judge the employee on the basis of the targets set by him

and the level to which those targets were achieved. The superior could also see the

ratings given by the employee to himself. After having assessed the employee to his

satisfaction, the superior was required to forward the performance management form

of the employee to the reviewer of the employee i.e. superiors’ superior. The reviewer

was also required to give his ratings to the employee on the basis of the level of

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targets achieved. After the reviewer filled and submitted the form, the performance

appraisal of the employee was considered complete. The employee could, at any time,

log on to his HR4u account and look at the ratings given to him by his superior and

his reviewer.

Advantages

Transparent system

Multi-layered rating

Increased reliability

Employee participation encouraged

Disadvantages

No consideration to the opinion of the peers of the employee

Role of the HR department was highly operational

My Contribution

The work done under this project can be classified into the following major heads:-

Building a database

The first step towards starting this project required me to build a comprehensive

database about the employees who were scheduled to undergo performance

assessment and appraisal. The database consisted information about the name of

the employee, his department, his designation, the name of his superior and his

reviewer and their designations, the job location of the employee, his contact

number and his e-mail address.

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Explaining the importance of the process

The employees of BALIC needed to be informed about the importance of the

entire process. There was a wide-spread ignorance within the organization about

the importance of the performance assessment of the employee. Most of the

employees looked at it as an unnecessary activity, and hence, were unwilling to

initiate the process. The employees also had to be informed about the entire

process. They needed to be informed about what exactly were they supposed to

do, and how.

Sending reminders

Another important task was to send reminders to the employees, regarding the

process. This activity highly complimented the process of explaining them the

process of performance appraisal and its importance. The reminders were aimed at

encouraging the employees to start rating themselves, so that the process could be

smoothly carried out.

Handling queries

A very important part of the process, and one that required a lot of effort was the

part of handling queries of the employees. Once the employee sat down to start

giving ratings to himself, he had queries about how much rating he could give

himself, what effect would giving a low rating have, how did he calculate what

rating to give himself etc. All these queries were to be handled by me. I was

responsible to respond to the employee with reasonable and acceptable answers to

their queries.

Resolving error complaints

Occasionally, there arose complaints of technical errors in the HR4u portal. The

errors were as serious as wrong target sheet had been uploaded or the employee

was unable to save the ratings he gave himself, to as trifle as the employee was

unable to log-on to his HR4u account as his password was not being accepted. My

role was to get all these errors resolved. The performance appraisal process was

31


highly centralized and most of these errors could only be resolved by people

sitting in the head office, Pune. I was required to inform the concerned person

about the error details, and act as a communication bridge between the employee

and the concerned person.

Constant follow-ups

I was required to have constant follow-ups on the status of performance

assessment. This required me to know how many employees had completed their

ratings and forwarded it to their superiors, and how many employees were still

pending. The employees, who were still pending, required to be reminded,

requested and at times, reprimanded by their superiors, in order to get them to rate

themselves.

Data maintenance

The most time-consuming activity was maintaining a database of the entire

process. I was required to maintain a database of the calls I made to the employees

to remind them to rate themselves, the number and nature of queries handled by

me, the number and status of errors reported, and was required to furnish the

expected number of employees to complete the first level of the process.

Preparing status reports

Twice in a day, then head office would send status update on how many

employees were still pending to complete their ratings. I was also expected to

maintain a record of all these status update reports in a single excel worksheet in

order to be sure of how many employees were still pending to their ratings, or how

many employees were pending because of their superiors and/or their reviewers.

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Recruitment

Recruitment refers to the process of screening, and selecting qualified people for a

job at an organization or firm, or for a vacancy in a volunteer-based organization

or community group. Recruitment is the process through which new employees

are inducted into any organization. It is one of the most important activities of the

Human Resource department of any organization, as the recruitment process of an

organization determines the quality of personnel who will work for the

organization. Thus, it is very essential that the recruitment process of any

organization is very comprehensive.

Recruitment and Selection Process

An Overview

The recruitment and selection decision is of prime importance as it is the vehicle for

obtaining the best possible person-to-job fit, which will, contribute significantly

towards the organization’s effectiveness. It is also becoming increasingly important

that as the organization evolves and changes, 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.

An ideal recruitment and selection policy should be:

Fair and consistent

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Non-discriminatory on the grounds of age, race, gender, religion or disability

Confirm to statutory regulations and agreed best practice.

The ultimate aim of any recruitment process is to bring in good-quality new

employees by the most objective, cost-effective and swift means possible. The

appropriate use of IT along with the traditional recruitment methods can help a

company to achieve this goal giving due importance to the human role in selection

decisions.

When choosing which selection methods to use, it is important for a company to

strike a balance between gaining a rounded view of the candidate and not using any

more procedures than are strictly necessary. The organizations these days adopt a

variety of selection tools, with many placing an increasing emphasis on the initial

screening of applicants to filter out unsuitable candidates as early as possible.

Thereafter, the face-to-face interview - now increasingly structured and competency-

based - remains at the heart of most employers' recruitment processes, supplemented

where necessary by psychometric tests and a full assessment centre approach.

Job Analysis

The first necessary step to an effective recruitment process is to have an in-depth

understanding of the requirements of the job. The main purpose of conducting job

analysis is to prepare job description and job specification which in turn helps to hire

the right quality of workforce into the organization. The general purpose of job

analysis is to document the requirements of a job and the work performed. Job and

task analysis is performed as a basis for later improvements, including: definition of a

job domain; describing a job; developing performance appraisals, selection systems,

promotion criteria, training needs assessment, and compensation plans.

In the fields of Human Resources (HR) and Industrial Psychology, job analysis is

often used to gather information for use in personnel selection, training, classification,

and/or compensation.

There are several ways to conduct a job analysis, including: interviews with

incumbents and supervisors, questionnaires (structured, open-ended, or both),

34


observation, critical incident investigations, and gathering background information

such as duty statements or classification specifications. In job analysis conducted by

HR professionals, it is common to use more than one of these methods.

For example, the job analysts may tour the job site and observe workers performing

their jobs. During the tour, the analyst may collect materials that directly or indirectly

indicate required skills (duty statements, instructions, safety manuals, quality charts,

etc).

The analyst may then meet with a group of workers or incumbents. And finally, a

survey may be administered. In these cases, job analysts typically are

industrial/organizational psychologists or Human Resource Officers who have been

trained by, and are acting under the supervision of an industrial psychologist.

In the context of vocational rehabilitation, the primary method is direct observation

and may even include video recordings of incumbents involved in the work.

Questionnaires are the most common methodology employed by certification test

developers, although the content of the questionnaires (often lists of tasks that might

be performed) are gathered through interviews or focus groups. Job analysts can at

times operate under the supervision of a psychometrician.

Screening Applications

Once completed applications have been received, the next step in the process is to

screen them in order to identify those most suitable for interview for the post. This

process is usually conducted by the hiring manager in conjunction with HR. The

screening involves crosschecking the applications against the job description and

choosing the most suitable candidates for interview.

Another intervention, which HR may take in order to ensure equity, would be to

reformat CV’s, in order that they remove information, which could result in

discriminatory selection by those screening them. Some organizations have a practice

of removing surnames, addresses, marital status, date of birth, and any other details,

which may lead to discriminatory selection prior to passing them on to the managers

selecting interviewees.

35


When it comes to the actual screening, the Job and Person specifications are, once

again, an invaluable tool in ensuring that this process is run in an equitable fashion. It

is imperative that applications are screened, and scored, against the criteria that were

initially decided upon.

The reasoning behind the use of scoring sheets is threefold.

1. It ensures that applicants actually are screened against the correct

requirements

2. It provides a written record of this step of the recruitment process, making

those screening more accountable

3. It provides a shortlist from which interviewees can be selected

The Interview

The interview should always be viewed as a two way process. Not only is it an

opportunity for the candidate to present themselves in pursuit of the position, but it is

also an opportunity to ensure that the candidate has a positive experience of the

organization. Part of this experience should be that the organization presents itself as

an equal opportunities employer. Studies have shown that an unsuccessful applicant,

who feels that they were treated fairly by a company, is more likely to reapply should

another position arise in the future.

The first step in ensuring that interviews are conducted within the law is in the

selection of the interviewer, or interview panel. Where an interview panel is used it is

worth trying to form the panel in order that it reflects the diverse make up of the

applicant pool, i.e. there should be gender balance. As a minimum, organizations

should attempt to have one woman and one man on a panel to ensure that gender

discrimination is avoided.

The next step is to ensure that the interviewers are trained in interview techniques.

This helps avoid them asking questions that could be deemed unnecessary, and

36


potentially discriminatory. A member of HR should always attend interviews, and

where an interviewer has not been trained in interviewing techniques, this becomes

even more important. Agreeing questions in advance of the meeting avoids any

discriminatory questions being asked out of the blue. The whole interview process

should be transparent and interview notes should reflect this.

As mentioned above, it is also worthwhile ensuring that those involved in the

interview process have attended an equality training session. This helps ensure that

they are aware of their responsibilities under the legislation, and also that they are

aware of clauses in the act promoting positive action, as will be discussed below.

Other points to note are that question areas should only relate to the job requirements,

and that the same question areas should be asked of all applicants. If it is necessary to

assess whether personal circumstances will affect performance of the job or not, (e.g.

where the job involves unsociable hours, extensive travel), relevant questions should

be asked, equally of all applicants, and the answers should be evaluated on the same

basis for each.

Again, just as with the screening process, interviewers should be required to score

candidates on a points basis, which is based on the job requirements. Legal

stipulations are that all documentation relating to scoring and interview notes are

to be held for one year.

Recruitment Process at BALIC

The recruitment process at Bajaj Allianz Life Insurance Company, according to

me, left a lot to be desired. Most of the recruitment was carried on for the sales

and marketing team. This was mainly because the attrition rate in this department

was extremely high. And very less importance was laid on the kind of employees

being hired by the organisation.

The project offered to me required me to recruit employees for three posts:-

Sales Manager (SM)/Assistant Sales Manager (ASM)

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These posts were a part of the Sales and Marketing team of the region, and were

forever empty. The basic qualification required for both the posts was the same, and

the salary difference was 40,000 annually. The eligibility of the candidate for the post

was decided on the basis of his experience.

Rural Sales Officer (RSO)

These posts were a part of the strategic initiatives of the organisation. These

employees were based in the rural areas and were required to sell insurance policies

directly.

Cluster Head - Renewals

This was a post for the regional head of the renewals vertical in the region.

My Contribution


Short listing resumes

The first step to starting this project was to find out the resumes of prospective

clients. Bajaj Allianz was highly dependent on online portals to find suitable

resumes. The resumes were obtained by surfing through Naukri.com. The search

criterion was filled up and the top 500 resumes were saved in order to be

contacted.

Calling prospective employees

The resumes available at Naukri.com consisted of information about the name,

educational qualifications, work-experience, present salary and their contact

number. I was required to call up the candidate, inform him or her about the

requirement of the organization and verify if he or she was interested in appearing

for the interview.

Judging initial capabilities

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While talking to the prospective employees over the phone, I was also required to

judge their initial capabilities. For e.g.:- I was required to judge the

communication skills of the candidate, his relevant past work experience etc. Only

if a candidate was fund suitable, would he be called for the interview.

Scheduling interviews

The candidates who were found suitable were invited to appear for the interview

at the Bajaj Allianz Life Insurance Company offices located nearest to their

present location. For this purpose, I was required to schedule interviews with the

Branch Managers and/or Divisional Managers, depending on their availability.

The candidate was to be informed about the address of the BALIC office, the time

and the documents to be brought by him.

Conducting interviews

Each candidate was required to go through three rounds of interviews before his

selection. The first round of interview was conducted by the Branch Manager

and/or the Divisional Manager, on clearing which, the candidate was sent to the

Regional Office at Chandigarh. The remaining two rounds- the HR interview and

the interview by the regional head were carried out at Chandigarh. My task was to

inquire about the status of the interviewees sent to the various divisional offices

by me, and schedule and conduct the interviews of those candidates at the

Regional Office. I was also allowed to sit and observe the candidate while his HR

interview was conducted.

Generating Appointment Letters

If a candidate managed to clear all the three rounds of interview and was selected

as an employee of the organization, I was required to generate the appointment

letter of the candidate. The appointment letter was generated by the Head Office,

located at Pune. For this purpose, they were e-mailed a scanned copy of the

Interview Assessment Sheet (IAS) of the candidate, along with his Resume. The

39


IAS consisted information about the designation and job location of the candidate,

along with the ratings given to him during the three rounds of interview. The IAS

had to be signed and stamped by the interviewers of all the three rounds of the

interviews.

Joining Formalities

The HO would mail a soft copy of the appointment letters of the selected

candidates. On receiving that mail, the hard copies of the IAS and Resume of

those candidates was mailed to the Head Office. On receiving these documents,

the Head Office mailed the hard copies of the appointment letters to the regional

office. Only on the receipt of these hard copies could the candidate be called for

his joining formalities. The joining procedure was a major bottleneck. The Head

Office demanded a host of documents to be furnished by the candidate in order for

his employee code to be generated.

Maintaining Database

I was also required to maintain a database of the number of candidates I called, the

candidates who were called for the interview round, the status of the candidates

(whether cleared the interview or not). Apart from this, I was also expected to

maintain a record of all the people who did not appear for the interview and

people who denied being interested in working with BALIC.

Talent Mapping

Most organizations spend considerable amounts of time reviewing monthly and

quarterly financial performance, new product plans, inventory levels and other

dashboard-driven business data. What is unusual about many of these same

40


organizations is the conspicuous absence of a similarly focused, formal and periodic

review of organizational talent.

Regularly setting aside time to map the strengths, needs and improvement

opportunities for an organization's human assets can help ensure that the

organization's top talent is getting the attention, rotational assignments and other

developmental opportunities necessary to keep them engaged and committed.

Mapping talent within an organization also keeps the succession slate current and

ensures that the organization is prepared when promotional opportunities arise.

In addition, talent mapping programs provide organizations with the opportunity to

identify those employees that are not performing up to expectation, and create the

accountability for developing performance improvement plans that either coach these

employees to improved performance or help them to exit the organization. The

expectation that action plans committed to in previous sessions will be reviewed at the

next talent review session often compels senior managers to follow through promptly

on their to dos.

The most common talent mapping programs define comparison metrics that

differentiate employees by assigning them to different categories. One approach may

be to distinguish between high-potential, high-performing, solid-performing, and low-

performing employees. By requiring operating executives to make and then discuss

these distinctions with the CEO and senior human resources executive, we create a

shared understanding of that division's potential, and create accountability around

following through on commitments made at these periodic reviews that in turn

strengthen the organization's talent pool.

Talent mapping programs provide individuals in an organization with the benefit of a

regular review of their contributions, developmental needs and succession potential.

They are viewed as a sign of the organization's investment in and commitment to

ensuring the highest levels of professional growth for all members of the organization.

Talent Mapping at BALIC

41


Having gone through the definitions of talent mapping, I don’t think the project I was

handed over at Bajaj Allianz Life Insurance Company by the Head Office was not

really talent mapping, as they called it. But since I couldn’t find any other name for

that project, I will continue with that name.

Under this project, I was required to find information about the qualification,

hierarchical structure, payment structure etc. of the competitor companies. The

organization identified its major competitor companies, who were working in the

same field, and targeting the same customer base. The interns were required to contact

the employees of the competitor companies and gather information about them and

their organization.

This information was then to be used to make a database of the potential resource

pool for the organization. The employees of the competitor organization could be

lured into joining BALIC by providing them a better pay package, or a better

incentive structure.

We, the interns, were required to create a database consisting o the list of employees

of the competitor organizations, along with any information that they might be willing

to share, with our project guides at the end of the internship to aid them in the future.

The major competitor companies recognised were:-

Birla Sun Life Insurance

ICICI Prudential Life Insurance

Tata AIG Life Insurance

Aviva Life Insurance

Kotak Life Insurance

Max New York Life Insurance

Bharti AXA Life Insurance

ING Vysya Life Insurance

HDFC Standard Life Insurance’

Met Life India Insurance Company Ltd.

SBI Life Insurance Co. Ltd

42

http://www.iloveindia.com/finance/insurance/companies/sbi-life-insurance.html

http://www.iloveindia.com/finance/insurance/companies/metlife-india-insurance.html


My Contribution


Acquiring contact numbers of the employees

The foremost requirement of this project was to have contact details of the people

working with the competitor companies. This was done by surfing at Naukri.com

and finding contact details of people presently working in those organizations.

Contacting the employees

These people were then contacted and a rapport was established. This was mostly

done by initially talking about having a job opening in the organization. Scanty

details about the job profile and salary were revealed to maintain the interest of

the candidate. He was asked about his educational qualifications, work

experience, present job etc.

Gathering information

Once the employee got talking, details about the salary structure, incentive

structure, amount of business drawn by the employee for the organization, the

hierarchical structure of the organization etc. were extracted from him.

Asking for references

Before disconnecting the call, the candidate was asked if he had any references,

names and contact numbers of people who might be interested in working with

BALIC. He was encouraged to give names of his colleagues, or his friends

working with some other life insurance company. The references were also called

for similar information.

Asking about their future plans

Interest was also shown in knowing about the future plans of these people. Their

interested field and area of work, willingness to work with Bajaj Allianz Life

43


Insurance Company, or any other company under the Bajaj Group was inquired

about. Any such preference mentioned was noted down.

Maintaining a database

The most essential part of this project was maintaining a detailed database about

the calls made and information gathered. Another database was maintained

consisting of information about the name of the employee, his contact number, his

educational qualification, work-experience and details about the present

employment. His salary and incentive structure, standing in the hierarchical

structure of the organization, the difference in the salary of his superiors and his

subordinates with respect to his salary etc. were listed down. Details about his

future plans, interested areas of work, willingness to work with Bajaj Allianz Life

Insurance Company were also recorded.

ESIC Status

The promulgation of Employees’ State Insurance Act, 1948 envisaged an integrated

need based social insurance scheme that would protect the interest of workers in

44


contingencies such as sickness, maternity, temporary or permanent physical

disablement, and death due to employment injury resulting in loss of wages or earning

capacity. The Act also guarantees reasonably good medical care to workers and their

immediate dependants. Following the promulgation of the ESI Act the Central Govt.

set up the ESI Corporation to administer the Scheme

E.S.I. Scheme being contributory in nature, all the employees in the factories or

establishments to which the Act applies shall be insured in a manner provided by the

Act. The contribution payable to the Corporation in respect of an employee shall

comprise of employer’s contribution and employee’s contribution at a specified rate.

The rates are revised from time to time. Currently, the employee’s contribution rate

(w.e.f. 1.1.97) is 1.75% of the wages and that of employer’s is 4.75% of the wages

paid/payable in respect of the employees in every wage period. Employees in receipt

of a daily average wage up to Rs.50/- are exempted from payment of contribution.

Employers will however contribute their own share in respect of these employees.

Coverage under the ESI Act, 1948

The Act was originally applicable to non-seasonal factories using power and

employing 20 or more persons; but it is now applicable to non-seasonal power using

factories employing 10 or more persons and non-power using factories employing 20

or more persons.

Under Section 1(5) of the Act, the Scheme has been extended to shops, hotels,

restaurants, cinemas including preview theatre, road motor transport undertakings and

newspaper establishment employing 20 or more persons.

The existing wage-limit for coverage under the Act, is Rs.10, 000/- per month (with

effect from 1.10.2006).

Benefits

The section 46 of the Act envisages following six social security benefits :-

(a) Medical Benefit

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(b) Sickness Benefit (SB)

1. Extended sickness Benefit(ESB)

2. Enhanced Sickness Benefit

(c) Maternity Benefit (MB)

(d) Disablement Benefit

1. Temporary disablement benefit(TDB)

2. Permanent disablement benefit(PDB)

(e) Dependants’ Benefit (DB)

(f) Funeral Expenses

An interesting feature of the ESI Scheme is that the contributions are related to the

paying capacity as a fixed percentage of the workers wages, whereas, they are

provided social security benefits according to individual needs without distinction.

Cash Benefits are disbursed by the Corporation through its Local Offices (LOs)/ Mini

Local Offices (MLOs)/Sub Local Offices (SLOs)/pay offices, subject to certain

contributory conditions.

In addition, the scheme also provides some other need based benefits to insured

workers. These include:

i. Rehabilitation allowance

ii. Vocational Rehabilitation

iii. Unemployment Allowance (Under Rajiv Gandhi Shramik Kalyan

Yojana)

ESIC in BALIC

46


This project was handed over to me in last 1-2 weeks of my internship period with the

organization. The Employee State Insurance Company enforces the act which states

that the employed organisation should provide an insurance cover to his employees,

and their dependent family members. The employees whose monthly salaries were

less than ten thousand were covered under this insurance scheme.

To avail the benefit of this scheme, the employees were required to submit a form

along with their full length photograph, and a full length photograph of the dependent

family members with them.

My Contribution

47



Building a database

The first task was to build a database consisting of information about the name of

the employees who were to be covered under this scheme. The database also

consisted of information about their present job location, their designation and

department and their contact number.

Providing the forms and the instructions

The employees had to be provided to the employees. This was done by e-mailing

a soft copy of the form to the employees. The instructions were mailed to the

employees, along with the soft copy of the form. The instructions were also

narrated to each employee, over the phone.

Checking the forms

The completed forms that were sent to the regional office were checked. Any

forms not filled according to the instructions, or otherwise incomplete in any way,

were sent back. The remaining forms were dispatched to the Head Office so that

they could be processed.

Follow ups

The forms that were found incomplete were sent back to the respective

employees. And then again began the cycle of explaining them every minute

detail in order to ensure that the form was filled properly and could be sent for

further processing.

Research Methodology

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The study was conducted in Chandigarh. The methodology adopted was the use of questionnaires. HR persons in within organizations present in the above mentioned cities were personally visited by me and questionnaires were administered to them. All the questions contained in the questionnaire were structured questions. The purpose of the study was descriptive and attempt was made to find out the existing systems for Recruitment and Selection process in the organizations. The data thus collected was analyzed and concluded.

Research DesignThe survey research method was the basic research design.. The main motive behind visiting the HR people was that they are the one who are dealing directly with the recruitments and can best tell us the details of the system. Questionnaires were given to them and I requested them to fill in the questionnaires. It took them 10 to 15 minutes to fill in the questionnaire. Questionnaire and the daily activity report with response are attached at the end in Annexure.

Questionnaire Preparation/DesignThe survey research method was the basic research design. Each respondent was asked if he/she was willing to participate in filling the questionnaire. The questionnaire was personally administered to the respondents.Questionnaire was prepared according to predefined objective of the study by me with consultation of my guide. The questionnaire was designed to obtain the detailed information regarding the existing appraisal systems in the organizations. It contained multi choice as well as open ended questions.A sample copy of the final questionnaire has been enclosed in the appendix.

Ethical issues involved: Informed consent of the subjects was obtained. I ensured maximum possible accuracy by maintaining objectivity. Under no conditions the findings of the research were misrepresented or

manipulated.

Data GatheringPrimary data has been gathered using the personal interview technique. Questions contained in the questionnaire were put forth in the interview and their answers were recorded. Secondary data has been collected from the text books as well as the Internet.Data Processing Procedures: After the primary data was collected, it was observed and analyzed manually to obtain the results.

Analysis and Interpretation

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Q1:- Do your company using appraisal system to appraise your performance?

Interpretation:- Out of the 100 respondent the 60 % said that the company in which they are working right now, they got appraised by the human resource department and the 40% said that the are not appraised by the company because there were no human resource department in their companies. This thing make it clear that the people got appraised by the companies they have the human resource department.

Q2:- Is the company properly and timely communicating with you about the parameter on the basis of which performance is evaluated?

Interpretation:- 28% respondent said that they were not usually told about the parameters the departments using to appraise their performance of the employees. 30% respondent tell that they were always got informed about the various parameters on which they got appraised and 42% means the majority said that they told about the various parameters taken to appraise their performance.

Q3:- Are you satisfied with the parameter on the basis of which you are evaluated?

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Interpretation:- It is clear from the above pia chart that the 37% respondents are extremely satisfied with the type of the parameters they get for their appraisal, and 27 % respondents said that they are satisfied with the parameters and 20% respondents said that they are dissatisfied with the type of the parameters they have for the performance appraisal and 60% are extremely dissatisfied with the parameters through with they usually got appraised. It is clear that the parameters used for the performance appraisal can make the employee dissatisfied and can result to minimize the productivity of the employees.

Q4:- How many times the performance appraisal should be conducted in an year?

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Interpretation:- Out of the 60 respondent 22% said that they are appraised by the management in once in the year and 36% the majority of the respondents said that they are appraised by the management in the 2 times in the year. And 24 % said that they appraised in the 3 times in the year and 18 % said that the four times they got appraised by the management.

Q5:- Do you find any biasness from evaluation side may be due to region in your performance appraisal?

Interpretation:- 20% respondent said that they feel biased while they are appraised by their superior and or by the management sometimes and 80% said that they are not appraised by the management, they feel sense of secure and fair while they are appraised by the management.

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Q6:- Are you satisfied with the evaluation, judgement about your performance and their way of ratting your performance?

Interpretation:- 33% respondent are satisfied with the evaluation, judgement about your performance and their way of ratting them and 30 % said they are extremely satisfied with the management and 12 % said they are extremely dissatisfied with the performance evaluation and judgement and their ratting criteria and system and 25 are just dissatisfied with their criteria for judgment ratting and evaluation of the employees in the organisation.

Q7:- Are you satisfied with the training program provided by the company for improvement/development of your skill?

53


Interpretation:- When we asked about the training program of the employees, provided by the management than the 40 % respondents said that they were fully satisfied with the training program given by the management for the improvement and development given by the management. 30 % respondents said that they are just satisfied and 20 % said that they are dissatisfied and 10 % send that they are Extremely dissatisfied by the training and development program run by the management to develop their skills.

Q8:- Do you get the counselling intension (Post appraisal interview) from your boss/senior to solve your problem?

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Interpretation:- 47% respondent get the sometimes counselling intension from there boss or senior related to there problems and 47% said that they got it sometimes when they the senior find it suitable. And 20% said that they never get any intension for the counselling of their problems.

Q9:- Are you get satisfaction/promotion growth according to your performance?

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Interpretation:- 14% said that they are extremely satisfied with the growth according to the performance appraisal. And 19% said that they are also satisfied growth criteria by the performance appraisal system. 43% said they are dissatisfied and 24% said that they were extremely dissatisfied with the growth criteria for the purpose of promotion and satisfaction.

Q10:- What you think the objective of performance appraisal system of the company?

Interpretation:-The 27% respondent said that purpose of performance appraisal is achieved with it by evaluation and 23% said its development and 50% said that the both are achieved with the performance appraisal system.

My Observations

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Having spent 8-9 hours on an average in the office, 6 days a week, I observed

quiet a few subtleties. The following few pages contain some such observations:-

Highly centralised HR department structure

The structure of the HR department of Bajaj Allianz Life Insurance Company is

highly centralized. The regional HR departments merely function as data

maintenance departments. An issue as trivial as resetting the password of the mail

of an employee requires a notification to be sent to the head office. The HR

department seems to be lacking in the ability to solve minor grievances due to lack

of power. This could be due to the fact that HR department has been recently

established in this organization, and they seem to be trying to put their processes

in place and streamline the system.

Need for gender sensitization

One of the biggest shocks that I got while working in the organization was the

lack of gender sensitization among the employees. Female candidates interested in

working in the sales and marketing department were rarely selected, stating that

they were females and hence, incapable of doing the task assigned. If selected,

their selection was required to be approved by the zonal manager, when there was

no such rule for the male candidates.

Absence of anti-sexual harassment initiative

This observation was the result of a personal experience I had during the course of

the internship. This is a sales-driven organization, with a high amount of pressure

on the employees, especially the Sales and marketing team. Most of the

employees at higher posts are males. Absence of anti-sexual harassment initiative

hampers the functioning of the female staff as they have no rule or law to support

them.

Complacent attitude of the employees

The employees of the organization have a much laid back approach. They have to

be pushed into doing anything, even if the work is for their own benefit. Processes

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like performance appraisal and/or filling up of ESIC forms took up a long time

because of the attitude of the employees of the organization.

Deficient recruitment method

The recruitment method of the company is deficient. None of the people sitting for

the interview rounds take the process seriously. They make a mockery of the

whole process, and only focus on filling up the empty posts. This leads to the

appointment of inefficient staff, and hence, the productivity is low and the attrition

rate is high.

Excessive time and paper wastage

There was a lot of wastage of time and paper in the organization. Documents sent

to the Head Office were said to be lost in transit or were partially received, and

thus, the regional office had to maintain a lot of back-up copies of every document

sent to the head office as proof. Besides, the time-gap between the selection of a

candidate for a post to his joining is huge. The candidate is given no confirmation

of his employment till the hard copy of his appointment letter is received. This

time-gap also leads to losing out efficient employess.

Internal politics

As in every other organization, BALIC is also infested with widespread internal

politics. The clashes between the various departments and among employees of

the same department are evident and hamper the functioning of the organization.

The organization needs to encourage cross-departmental conversation, and regular

team-building exercises need to be undertaken to encourage team-building.

Low employee satisfaction

Meeting a BALIC employee who was happy and satisfied with his present job was

a rarity. Every employee I met was unsatisfied, and on the lookout for an

opportunity to leave the organization and join any other company. The

organization needs to look into the causes of such resentment among the

employees and tackle them efficiently.

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Negative image of the company

Bajaj Allianz Life Insurance Company has a very negative image as a company

among the people. I observed this while calling people during the project on

recruitment. People were highly reluctant to appear for interview claiming that the

pay was too less and the work-pressure was too much.

Lack of organised structure within the organization

The structure of the organization seems to be highly unplanned. This could be a

reason for low employee satisfaction. A year ago, a new post, Branch Manager,

was created and 20-25 employees were appointed. A year later, most of these

Branch Managers were either fired or demoted as they were an extra cost to the

company while they did the same job as a Branch Development Manager.

Similarly, I was asked to find suitable candidates for the post of Cluster Head of

the Renewals vertical. Candidates were short-listed and interviewed. Later on, the

post of Cluster Manager was scrapped.

FINDINGS:

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60% employees said their company using performance appraisal system

30% employee said that their company always tell about the parameters of

performance appraisal system.

57% said that they are satisfied with the parameters of performance appraisal

system

36% employee said performance appraisal should be conducted two times in a

year.

80% said performance appraisal system is unbiased

LIMITATAIONS

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• Respondents were very less.

• Some of the respondents gave the non-serious responses

• Some respondents left some questions unanswered

• Some made mistakes in giving the response.

SUGGESTIONS

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Company should maintain the trust over their employee

Company should be improved training programme because 30%employee are

not satisfied

Company should improved promotion criteria based on performance

Bibliography

Aswathappa, K. (2008); Human Resource Management(5th Edition) Tata McGraw-Hill Co. Ltd : New Delhi

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Zikmund, W.G.(2004); Business Research Methodology(7th Edition)Thomson Asia Pvt Ltd. : Singapore

http://www.acas.org.uk/index.aspx?articleid=745

http://profit.ndtv.com

http://wikipedia.org

Induction presentation “Parichay” of BALIC

Annexure

Questionnaire

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http://wikipedia.org/

http://profit.ndtv.com/

http://www.acas.org.uk/index.aspx?articleid=745


Dear respondentWe are students of 3rd semester, MBA (HR), at SSSETC Gurdaspur. Following questionnaire is a part of our research project. We would be obliged if you would fill in the following details. We assure you that whatever information is supplied by you will remain confidential and would be used for academic purposes only.

Name ………………………………..

Designation ……………………………………

Company ……………………………………

Head Office ……………………………………

Q1:- Do your company using appraisal system to appraise your performance? Yes No

Q2:- Is the company properly and timely communicating with you about the parameter on the basis of which performance are evaluated?

Always Sometimes Rarely

Q3:- Are you satisfied with the parameter on the basis of which you are evaluated? Extremely Satisfied Satisfied Dissatisfied Extremely Dissatisfied

Q4:- How many times the performance appraisal should be conducted in an year? Four Three Two One

Q5:- Do you find any biasness from evaluation side may be due to region in your performance appraisal?

Yes No Can’t say

Q6:- Are you satisfied with the evaluation, judgement about your performance and their way of ratting your performance?

Extremely Satisfied Satisfied Dissatisfied Extremely Dissatisfied

Q7:- Are you satisfied with the training program provided by the company for improvement/development of your skill?

Extremely Satisfied Satisfied Dissatisfied Extremely Dissatisfied

Q8:- Do you get the counselling intension (Post appraisal interview) from your boss/senior to solve your problem?

Always Sometimes Never

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Q9:- Are you get satisfaction/promotion growth according to your performance Extremely Satisfied Satisfied Dissatisfied Extremely Dissatisfied

Q10:- What you think the objective of performance appraisal system of the company? Evaluation Development Both

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Project Report HR Bajaj Kirti

Documents

Transcript of Project Report HR Bajaj Kirti