EXECUTIVE SUMMARY

Recruitment & Selection both are different process. Recruitment is preceded by the Selection
process and Selection is followed after the Recruitment is done. It is difficult to understand
the slight difference between both the terms. The project done helps the job seekers to know
what the exact difference between Recruitment & Selection and lot more.
The project goes in such way:
Exact meaning & definition of Recruitment is made clear, the need & purpose of doing the
recruitment is explained, different internal & external sources of recruitment is explained by
specifying and explaining them.
After that the Selection takes place which is followed after Recruitment is done. Meaning of
Selection is made clear, the need or importance of carrying out selection is explained in
detail, and there is a specific set of selection procedure which is followed step by step for
hiring the right candidate as per the job description. It is done by matching the Job
requirement with Candidate requirement.
Different types of Selection tests are used by the organization are mentioned along with the
advantages generated from these selection tests, then the different techniques of making
Selection procedure effective is included.
The concept of Interview which is the final stage is mentioned where the Selection Interview
& Final interview takes place. This is the stage where the final offer is given to the selected
candidate, it is followed by Selection.

Objectives of the study

After studying this unit, you will be able to:

Understand the basic concepts of human resource management (HRM).

Explain what human resource management is and how it relates to the management
process.
Provide an overview of functions of HRM.
Describe how the major roles of HR management are being transformed.
Explain the role of HRM in the present millennium.

INDEX
SR.
NO

TOPIC

1
Introduction
2
3

Recruitment Process
Human Resource Management In Metlife

4
Introduction to Metlife
5

History of Metlife

Recruitment in Metlife

Selection Process in Metlife

8
9

Training And Development

Procedure of Career Planning

10

Case Study

11

Conclusion

12

Bibliography

PG
NO.

1.Introduction
Acquiring and retaining high-quality talent is critical to an organisations success. As the job
market becomes increasingly competitive and the available skills grow more diverse,
recruiters need to be more selective in their choices, since poor recruiting decisions can
produce long-term negative effects, among them high training and development costs to
minimise the incidence of poor performance and high turnover which, in turn, impact staff
morale, the production of high quality goods and services and the retention of organisational
memory. At worst, the organization can fail to achieve its objectives thereby losing its
competitive edge and its share of the market. Traditionally, Public Service organisations have
had little need to worry about market share and increasing competition since they operate in a
monopolistic environment. But
in recent time, the emphasis on New Public Management/ Public Sector Management
approaches has forced public organisations to pay closer attention to their service delivery as
consumers have begun to expect and demand more for their tax dollars. No longer are
citizens content to grumble about poorly-produced goods and services and the underqualified, untrained employees who provide them. As societies become more critical and
litigious, public service organisations must seek all possible avenues for improving their
output and providing the satisfaction their clients require and deserve. The provision of highquality goods and services begins with the recruitment process. Recruitment is described as
the set of activities and processes used to legally obtain a sufficient number of qualified
people at the right place and time so that the people and the organisation can select each
other in their own best short and long term interests In other words, the recruitment process
provides the organisation with a pool of potentially qualified job candidates from which
judicious selection can be made to fill vacancies. Successful recruitment begins with proper
employment planning and forecasting. In this phase of the staffing process, an organisation
formulates plans to fill or eliminate future job openings based on an analysis of future needs,
the talent available within and outside of the organisation, and the current and anticipated
resources that can be expended to attract and retain such talent. Also related to the success of
a recruitment process are the strategies an organisation is prepared to employ in order to
identify and select the best candidates for its developing pool of human resources.
Organisations seeking recruits for base-level entry positions often require minimum
qualifications and experience. These applicants are usually recent high school or university/
technical college graduates many of whom have not yet made clear decisions about future

careers or are contemplating engaging in advanced academic activity. At the middle levels,
senior administrative, technical and junior executive positions are often filled internally. The
push for scarce, high-quality talent, often recruited from external sources, has usually been at
the senior executive levels. Most organisations utilise both mechanisms to effect recruitment
to all levels.

HUMAN RESOURCE MANAGEMENT:Human resources management (HRM) is a management function concerned with hiring,
motivating and maintaining people in an organization. It focuses on people in organizations.
Human resource management is designing management systems to ensure that human
talent is used effectively and efficiently to accomplish organizational goals.
HRM is the personnel function which is concerned with procurement, development,
compensation, integration and maintenance of the personnel of an organization for the
purpose of contributing towards the accomplishments of the organizations objectives.
Therefore, personnel management is the planning, organizing, directing, and controlling of
the performance of those operative functions (Edward B. Philippo).
According to the Invancevich and Glueck, HRM is concerned with the most effective use
of people to achieve organizational and individual goals. It is the way of managing people at
work, so that they give their best to the organization.
Generally HRM refers to the management of people in organizations. It comprises of the
activities, policies, and practices involved in obtaining, developing, utilizing, evaluating,
maintaining, and retaining the appropriate number and skill mix of employees to accomplish
the organizations objectives. The goal of HRM is to maximize employees contributions in
order to achieve optimal productivity and effectiveness, while simultaneously attaining
individual objectives (such as having a challenging job and obtaining recognition), and
societal objectives (such as legal compliance and demonstrating social responsibility). In
short Human Resource Management (HRM) can be defined as the art of procuring,
developing and maintaining competent workforce to achieve the goals of an organization in
an effective and efficient manner.

Core elements of HRM : People: Organizations mean people. It is the people who staff and manage organizations.
Management: HRM involves application of management functions and principles for
acquisitioning, developing, maintaining and remunerating employees in organizations.
Integration & Consistency: Decisions regarding people must be integrated and consistent.
Influence: Decisions must influence the effectiveness of organization resulting into
betterment of services to customers in the form of high quality products supplied at
reasonable cost.
Applicability: HRM principles are applicable to business as well as non-business
organizations too, such as education, health, recreation and the like.

RECRUITMENT:Definition Of Recruitment: Finding and Attracting Applications

Recruitment is the Process of finding and attracting capable applicants for employment. The
Process begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of application from which new employees are selected.
Recruitment forms a step in the process which continues with selection and ceases with the
placement of the candidate. It is the next step in the procurement function, the first being the
manpower planning. Recruiting makes it possible to acquire the number and types of people
necessary to ensure the continued operation of the organisation. Recruiting is the discovering
of potential applicants for actual or anticipated organisational vacancies.
According to Edwin B. Flippo, Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organisation.

MEANING OF RECRUITMENT:
Recruitment is understood as the process of searching for and obtaining applicants for jobs,
from among them the right people can be selected. Though theoretically recruitment process
is said to end with the receipt of applications, in practice the activity extends to the screening
of applications so as to eliminate those who are not qualified for the job.

PURPOSE AND IMPORTANCE OF RECRUITMENT

Determine the present and future requirements in conjunction with personnel planning
and job analysis activities.

Increase the pool of job candidates at minimum cost .

Help increase success rate of selection process by reducing number of under-qualified

or over-qualified applications.

Reduce the probability that job applicants once selected would leave shortly.

Meet legal and social obligations.

Identify and prepare potential job applicants.

Evaluate effectiveness of various recruitment techniques and sources for job

applicants.

2. RECRUITMENT PROCESS
Successful recruitment involves the several processes of:
1. Development of a policy on recruitment and retention and the systems that give
life to the policy.
2. Needs assessment to determine the current and future human resource
requirements of the organisation. If the activity is to be effective, the human
resource requirements for each job category and functional division/unit of the
organisation must be assessed and a priority assigned.
3. Identification, within and outside the organisation, of the potential human
resource pool and the likely competition for the knowledge and skills resident
within it.
4. Job analysis and job evaluation to identify the individual aspects of each job and
calculate its relative worth.
5. Assessment of qualifications profiles, drawn from job descriptions that identify
responsibilities and required skills, abilities, knowledge and experience.
6. Determination of the organisations ability to pay salaries and benefits within a
defined period.
7. Identification and documentation of the actual process of recruitment and
selection to ensure equity and adherence to equal opportunity and other laws.
Documenting the organisations policy on recruitment, the criteria to be utilised, and all
the steps in the recruiting process is as necessary in the seemingly informal setting of in
house selection as it is when selection is made from external sources. Documentation
satisfies the requirement of procedural transparency and leaves a trail that can easily be
followed for audit and other purposes.

POSTING VACANCIES:As indicated earlier, job posting refers to the practice of publicising an open job to
employees (often by literally posting it on bulletin boards) and listing its attributes, such
as criteria of knowledge, qualification, skill and experience. The purpose of posting
vacancies is to bring to the attention of all interested persons (inside or out of the
organisation) the jobs that are to be filled. Before posting a vacancy, management needs to
decide whether: it intends to retain the job in its present form and with its present title,
remuneration and status; selected attributes of the job, for example, skill or experience, will
change; there are sufficient qualified, potential applicants serving in other positions within
the organisation who may be potential candidates for that job; the existing organisational
policy on recruitment is still applicable (for example, whether referrals, by staff members, of
friends and family are still an acceptable way of filling vacancies); the organisations stands to
benefit more, in the long-term, from recruiting applicants from external sources. Also
necessary is the availability of a functional human resource information system that supports
recruitment. An effective, [ideally] computerised system3 would: flag imminent vacancies
throughout the organisation to ensure that the recruitment process is timely; ensure that no
candidates are lost but, instead, move through the process and are kept informed of their
status; ensure that good candidates whose applications are pending are kept in touch to
maintain their interest in the organisation; assist in analysing hiring, transfer and exit trends
and provide other data that are helpful in planning, evaluating and auditing the recruitment
process; identify any adverse impacts of the recruitment process on vulnerable groups (for
example minorities, especially where Equal Opportunity/Affirmative Action legislation
exists). In a small organisation, a manual information system would provide most of the
benefits that the organisation needs for an effective recruitment process. However, in a
medium-sized or large organisation, where speed is critical for decision-making, the speedy
processing that determines the effectiveness of the HR Department can only be found in a
computerised system. For internal recruiting, control the internal job posting process,
generate the notices, and then match internal applicant qualifications with job specifications;
where jobs are not being posted, generate a list of qualified internal candidates. An
organisation needs to analyse the benefits and disadvantages of recruiting its personnel
through internal or external sources and, where the latter is selected, whether formal or
informal systems should be used.

Recruiting from internal sources

There are sound reasons for recruiting from sources within the organisation: The ability of the
recruit is known so it is easy to assess potential for the next level. By contrast, assessments of
external recruits are based on less reliable sources, such as references, and relatively brief
encounters, such as interviews. Insiders know the organisation, its strengths and
weaknesses, its culture and, most of all, its people. Promotions from within build motivation
and a sense of commitment to the organisation. Skilled and ambitious employees are more
likely to become involved in developmental activities if they believe that these activities will
lead to promotion.
Internal recruitment is cheaper and quicker than advertising in various media and
interviewing outsiders. Time spent in training and socialisation is also reduced. At the same
time, several disadvantages exist: Sometimes it is difficult to find the right candidate within
and the organization may settle for an employee who possesses a less than ideal mix of
competencies.
If the vacancies are being caused by rapid expansion of the organisation there may be an
insufficient supply of qualified individuals above the entry level. This may result in people
being promoted before they are ready, or not being allowed to stay in a position long enough
to learn how to do the job well. Infighting, inbreeding, and a shortage of varied perspectives
and interests may reduce organisational flexibility and growth, and resistance to change by
those who have an interest in maintaining the status quo may present long term problems. In
times of rapid growth and during transitions, the organisation may promote from within into
managerial positions, regardless of the qualifications of incumbents.
Transition activities and rapid organisational growth often mask managerial deficiencies; it is
not until the growth rate slows that the deficiencies become apparent and, then, the
organisation finds it difficult, if not impossible, to undo the damage. The resulting cost of
remedial training can prove prohibitive.

Recruiting from external sources

External recruiting methods can be grouped into two classes: informal and formal. Informal
recruiting methods tap a smaller market than formal methods. These methods may include
rehiring former employees and choosing from among those walk-in applicants whose
unsolicited rsums had been retained on file. The use of referrals also constitutes an informal
hiring method. Because they are relatively inexpensive to use and can be implemented
quickly, informal recruiting methods are commonly used for hiring clerical and other baselevel recruits who are more likely than other groups to have submitted unsolicited
applications. Former students who participated in internship programmes may also be easily
and cheaply accessed. Formal methods of external recruiting entail searching the labour
market more widely for candidates with no previous connection to the organisation. These
methods have
traditionally included newspaper/magazine/journal advertising, the use of employment
agencies and executive search firms, and college recruitment. More often, now, job/career
fairs and e-Recruiting are reaching the job seeker market. Posting vacancies externally
through the various arms of the media5 or via employment agencies reaches a wider audience
and may turn up a greater number of potential candidates from which the organisation can
choose. At the same time, this method is relatively expensive and time-consuming as the
organisation works through initial Running advertisements in newspapers, periodicals and
journals will continue to be an
important way to reach potential candidates. Less popular is the use of the audio and visual
media. advertisements, short-listing, interviewing and the other processes that precede
selection.
Even then, there is no guarantee that the results will be satisfactory to the organisation, since
the cost of advertising often limits the frequency and duration of the job posting, as well as
the amount of information made available, thus making it difficult for a job seeker to
accurately judge the worth of the position being offered. In addition, the organization may
hire a candidate who fails to live up to the high potential displayed during the selection
process. Recruiting firms/employment agencies are gaining in popularity, especially in the
search for management level/executive talent. Recruiting via this medium is expensive,
whether the organisation uses a contingency firm or has one on retainer. Executive search
firms tend to match candidates to jobs faster that most organisations can, on their own,
primarily because the recruiting firms/employment agencies possess larger databases of, and

wider access to, persons (whom they may themselves have placed) and have a greater
awareness of the location of competencies needed by the client agencies. Of course, it is
possible to for an organisation to reduce the risks and high costs of recruitment by
maintaining a small cadre of full-time, permanent employees and meeting an unexpected and
temporary need for staff through the use of ad hoc and short-term contract workers who come
to the position already trained. It is frequently said that the best jobs are not advertised; their
availability is communicated by word of mouth. Networking, therefore, continues to be a
viable mechanism for recruiting, especially at the senior management level in certain
industries. In many instances, networking is a strategy used by the recruitment
firms/employment agencies.
ON-LINE APPLICATIONS/RECRUITING ON THE INTERNET
Using the Internet is faster and cheaper than many traditional methods of recruiting. Jobs can
be posted on Internet sites for a modest amount (less than in the print media), remain there for
periods of thirty or sixty days or more - at no additional cost - and are available twenty-four
hours a day. Candidates can view detailed information about the job and the organisation and
then respond electronically. Most homes and workplaces are now using computerised
equipment for communication; the Internet is rapidly becoming the method of choice for
accessing and sharing information. First-time job seekers are now more likely to search
websites for job postings than to peruse newspapers, magazines and journals. The prevalence
of eadvertising has made it easier. The Internet speeds up the hiring process in three basis
stages: Faster posting of jobs The wait for a suitable date and a prominent place in the print
media is eliminated. The time lag that exists between the submission of information to the
media house and its appearance in print disappears. On the internet, the advertisement
appears immediately and can be kept alive for as long as the recruiter requires it. Faster
applicant response Jobs posted on the Internet and requiring responses via the same medium
receive responses on the same day. Faster processing of rsums An applicant sending a
rsum electronically can immediately have the application processed, receive an
acknowledgement, be screened electronically, and have details of the application and rsum
dispatched to several managers at the same time. On-line recruiting also provides access to
passive job seekers, that is, individuals who already have a job but would apply for what
appears a better one that is advertised on the Internet. These job seekers may be of a better
quality since they are not desperate for a job change as are the active job seekers who may be

frustrated, disgruntled workers looking for a new position. Companies that are likely to
advertise on-line usually have a website that allows potential candidates to learn about the
company before deciding whether to apply, thus lowering the incidence time-wasting through
the submission of unsuitable applications. The website can be used as a tool to encourage
potential job seekers to build an interest in joining the organisation. Internet Recruiting
Power: Opportunities and Effectiveness. CareerJournal.com. Taken from This study was the
result of a survey conducted in Europe by IRCO-IESE Business School on E-Recruitment.
Job websites offer unlimited space which can be used, by management, to sell the
organisation. The site can then be used, not only to post vacancies, but also to publicise the
organisation. That will allow candidates to become more familiar with the company, know
what skills the company is looking for and get to know about its culture. Most importantly,
the system will provide a proper path to securing quick responses to job openings. On-line
recruiting facilitates the decentralisation of the making it possible for other groups in the
organisation to take responsibility for part of the function. Internet recruiting is not all
positive, though; there are drawbacks for unwary users:
Some applicants still place great value on face-to-face interactions in the hiring process. Such
applicants are likely to ignore jobs posted, impersonally, on-line. Companies are
overwhelmed by the volume of rsums posted on the Internet. This can, in fact, lengthen the
short-listing process. If the screening process is not well done, the quantity of
applications/rsums logged-on may be more of a hindrance to the process that an aid to
selection. Job seekers who demand confidentiality in the recruitment process may be
reluctant to use the Internet as a job search mechanism. For effectiveness in the use of the
strategy of e-Recruiting, companies are advised to: use specialised Job Sites that cater to
specific industries; thoroughly assess the service level provided by Job Sites to ensure that
they maintain the level they claim to provide; enhance the Corporate Web Site as a tool to
encourage potential job seekers to become interested in joining the company; take advantage
of the fact that Internet job advertisements have no space limitations so recruiters can use
longer job descriptions to fully describe the company, job requirements and working
conditions offered; use valid Search Engines that will sort candidates effectively, but will not
discriminate against any persons or groups; create attention-grabbing newspaper
advertisements that prompt people to visit the companys website. They will then see all
vacancies that are advertised; encourage employees to e-mail job advertisements to friends;
design and implement a successful e-Recruitment strategy.

COLLEGE RECRUITMENT
College recruiting sending an employers representatives to college campuses to prescreen
applicants and create an applicant pool from that colleges graduating class is an important
source of management trainees, promotable [entry-level] candidates, and professional and
technical employees. To get the best out of this hiring strategy, the organisation and its career
opportunities must be made to stand out. Human resource professionals are aware that few
college students and potential graduates know where criteria used by students to select the
first job may be quite arbitrary. The organization that will succeed, then, is one can show how
the work it offers meets students needs for skill enhancement, rewarding opportunities,
personal satisfaction, flexibility and compensation. College recruitment offers an opportunity
for recruiters to select the potential employees with the personal, technical and professional
competencies they require in their organisation. The personal competencies identified may
include, inter alia, a positive work ethic, strong interpersonal skills, leadership capacity and
an ability to function well in a work team. The opportunity to discuss a students current
strengths and potential future value to an organisation cannot be replicated in any other
setting. Two major advantages of this strategy are the cost (which is higher than word-ofmouth recruiting but lower than advertising in the media or using an employment agency),
and the convenience (since many candidates can be interviewed in a short time in the same
location with space and administrative support provided by the college itself). Unfortunately,
suitable candidates become available only at certain times of the year, which may not always
suit the needs of the hiring organisation. Another major disadvantage of college recruiting is
the lack of experience and the inflated expectations of new graduates and the cost of hiring
graduates for entry-level positions that may not require a college degree.

To make college recruiting effective, the recruiting organisation must first determine how
many and which schools should be targeted. It may prove cost-effective to do intensive
recruiting in a few, carefully-selected institutions, establishing a presence and building the
organisations reputation among students and faculty. Timely and frequent dissemination of
literature, the offer of internships and the award of prizes for academic and/or social prowess
help to advertise the organisation as a preferred place of employment. Subsequent invitations
to the organisations offices, made to students identified as potential employees, may serve to
solidify the firms image. Public Service organisations are usually unable to compete

financially with their Private Sector counterparts and are therefore less likely to pay
competitive salaries. However, most public service agencies provide their employees with a
wealth and range of
experiences that are available nowhere else. It is for that reason that many college graduates
use the Public Service as an employer of first resort to gain the experiences that
will make them marketable in the short term.
The strategies discussed above may not work as smoothly for public service recruiters,
since the laws that govern their organisations recruitment practices may be more
stringent than those that apply in private sector companies. There may also be questions
about the legality of the on-line application form.13 If this strategy were to be employed,
public service recruiters must first decide on the criteria that should guide the process.
The Public Service is seldom immediately seen as an attractive employer, mainly because
salaries are uncompetitive. Except for those students who have a commitment to public
service, the top ten percent of college graduates will select the Private Sector as the
employer of choice, partly because of the prestige value but primarily because of the
remuneration package and because the recruiters may have been more successful in
marketing their company. Therefore, it is understood that many of the graduates who
enter the Public Service will stay for a short time and either return to school or proceed to
another sector once they have acquired the requisite skills and experience that make them
marketable.
Recruitment and retention strategies in the Public Service must, therefore, reflect this reality
and efforts made to get the most out of college graduates before they move on; conversely,
the organisation may need to plan to recruit those students whose academic records suggest
that they will remain in an organisation that pays less. Retention strategies will focus on
ensuring opportunities for intense training and development for skill enhancement and
personal satisfaction. College recruitment also offers opportunities for internships. These
programmes may provide the organisations with quality employees at low cost per hire. Some
interns are hired at low cost (perhaps minimum wage) and are offered work experience.
Interns are the Legality of Internet-Based Application Forms.

check out potential

employers, and learn more about employers likes and dislikes before making final career
choices. Some of the better interns are recruited after graduation. College recruitment is
relatively expensive and time consuming for the recruiting company. The process involves

screening the candidate, that is, determining whether he/she is worthy of further consideration
and marketing the company as a preferred place of employment. An alternate strategy for
college recruitment is the career planning workshop. These activities are usually (but not
exclusively) associated with adolescent school leavers. They do not immediately produce
ready candidates for the job market but provide the opportunity for an organisation to present
itself as an employer worthy of consideration. Co-ordinators of career planning workshops
co-opt professionals and organisations to present career options to potential school leavers in
a controlled setting so as to lay out the range of possibilities to young job seekers. Career
planning workshops are used mainly as information-giving tools which the school leaver can
use to make informed career choices. Some organisations use the workshops as a base for
internships.

INTERNAL RECRUITMENT
Advantages

Disadvantages

Less Costly

Old concept of doing things

Candidates already oriented towards organization

It abets raiding

Organizations have better knowledge about

Candidates current work may be affected

internal candidates

Politics play greater roles

Employee morale and motivation is enhanced

Morale problem for those not promoted.

Recruitment Policy
As Yoder et al observe recruitment policy spells out the objectives of the recruitment and
provides a framework for implementations of the recruitment programme in the form of
procedures. It may involve a commitment to broad principles such as filling vacancies with
the best qualified individuals. The recruitment policy may embrace several issues such as the
extent of promotion from within, attitudes of enterprise in recruiting old, handicapped, and
minor individuals, minority group members, part-time employees and relatives of present
employees. In addition, the recruitment policy may also involve the organization system to be
developed for implementing the recruitment programme and procedures to be employed.

Explicitly, an organizational system is a function of the size of an enterprise. In smaller

enterprises, there may be merely informal recruiting procedures and the line official may be
responsible to handle this function along with their usual responsibilities. On the other hand,
in larger organisations, there is usually a staff unit attached with personnel or an industrial
relations department designated as employment or recruitment office. This specialization of
recruitment enables staff personnel to become highly skilled in recruitment techniques and
their evaluation. However, recruitment remains the line responsibility as far as the personnel
requisition forms are originated by the line personnel, who have also the final word in the
acceptance or rejection of a particular applicant. Despite this, the staff personnel have
adequate freedom in respect of sources of manpower to be tapped and the procedure to be
followed for this purpose.
Recruitment policy covers the following areas:

To prescribe the degree of emphasis. Inside the organization or outside the organization.

To provide the weightage that would be given to certain categories of people such as local

population, physically-handicapped personnel, personnel from scheduled castes/tribes and

other

backward classes.

To prescribe whether the recruitment would be centralized or decentralized at unit levels.

To specify the degree of flexibility with regard to age, qualifications, compensation

structure and other service conditions.

To prescribe the personnel who would be involved in recruitment process and the role of
human resource department in this regard.

To specify the budget for meeting the expenditures incurred in completing the recruitment
process.

According to Yoder, the recruitment policy is concerned with quantity and qualifications of
manpower.

It establishes broad guidelines for the staffing process. Generally, the following factors are
involved in a recruitment policy:

To provide each employee with an open road and encouragement in the continuing
development of his talents and skills;

To provide individual employees with the maximum of employment security, avoiding,

frequent lay-off or lost time;

To avoid cliques which may develop when several members of the same household or
community are employed in the organization;

To carefully observe the letter and spirit of the relevant public policy on hiring and, on the
whole, employment relationship;

To assure each employee of the organization interest in his personal goals and
employment objective;

To assure employees of fairness in all employment relationships, including promotions

and transfers;

To provide employment in jobs which are engineered to meet the qualifications of

handicapped workers and minority sections; and

To encourage one or more strong, effective, responsible trade unions among the
employees.

Prerequisites of a Good Recruitment Policy: The recruitment policy of an organisation

must satisfy the following conditions:

It should be in conformity with its general personnel policies;

It should be flexible enough to meet the changing needs of an organisation;

It should be so designed as to ensure employment opportunities for its employees on a

long-term basis so that the goals of the organisation should be achievable; and it
should develop the potentialities of employees;

It should match the qualities of employees with the requirements of the work for
which they are employed.

Factor Affecting Recruitment

The factors affecting recruitment can be classified as internal and external factors.

The internal factors are:

Wage and salary policies;

The age composition of existing working force;

Promotion and retirement policies;

Turnover rates;

The nature of operations involved the kind of personnel required;

The level and seasonality of operations in question;

Future expansion and reduction programmes;

Recruiting policy of the organisation;

Human resource planning strategy of the company;

Size of the organisation and the number of employees employed;

Cost involved in recruiting employees, and finally;

Growth and expansion plans of the organisation.

The external factors are:

Supply and demand of specific skills in the labour market;

Companys image perception of the job seekers about the company.

External cultural factors: Obviously, the culture may exert considerable check on
recruitment. For example, women may not be recruited in certain jobs in industry.

Economic factors: such as a tight or loose labour market, the reputation of the
enterprise in the

community as a good pay master or otherwise and such allied issues which determine
the quality

and quantity of manpower submitting itself for recruitment.

Political and legal factors also exert restraints in respect of nature and hours of work
for women and children, and allied employment practices in the enterprise,
reservation of Job for SC, ST and so on.

3.HUMAN RESOURCE MANAGEMENT METLIFE

MEANINGHuman Resource Planning is a process of forecasting the future demand of

organisation,and supply of ,the right type of people ,in the right number
Process Of Human Resource PlanningDetermination of objectives-HRP is an integral part of corporate Planning the ultimate
purpose of HRP is to releate future HR to future enterprise needs in order to maximize
future return on investment in Human Resource,concerned with filling future vacancies
with right type of people
Assising

Current

HR

Situation-It

is

done

by

preparing

human

resourceinventory.Human resourse inventory is a comprehensive statement of the number

of employees in organisation with their salary skill job,etc.
Forecasting Future Human Resource Needs-To forecast the human resource
requirement at various levels with different skill on basis of past experiances and future
plans of the company.
Projecting Supply of future Human Resource-Projections are estimates of number and
kind of employees that can be expected to constitute the work force of the organisation at
paticular time in future.
Comparision of Forecast Needs with Projected Supply to determine net employees
requirements-Such comparisions is requirement for each job in each department and for
whole organisation.
Planning Policies and Programmes to meet human resource needs-Such Planning is
required to formulate human resource policies and programmes designed to handle
anticipated shortages and surpluses.

INTRODUCTION TO METLIFE INSURANCE COMPANY LTD

MetLife, Inc. is the holding corporation for the Metropolitan Life Insurance Company, or
MetLife, for short, and its affiliates. MetLife is among the largest global providers of
insurance, annuities, and employee benefit programs, with 90 million customers in over 60
countries. The firm was founded on March 24, 1868. On January 6, 1915, MetLife completed
the mutualisation process, changing from a stock life insurance company owned by
individuals to a mutual company operating without external shareholders and for the benefit
of policyholders. The company went public in 2000 .Through its subsidiaries and affiliates,
MetLife holds leading market positions in the United States, Japan, Latin America, Asias
Pacific region, Europe, and the Middle East.. MetLife is the largest life insurer in the United
States and serves 90 of the largest Fortune 500 companies. The companys principal offices
are located at 1095 Avenue of the Americas in Midtown Manhattan, New York City, though it
retains some executive offices and its boardroom in the MetLife Building, located at 200 Park
Avenue, New York City, which it sold in 2005.

3. HISTORY
EARLY YEARS-

The predecessor company to MetLife began in 1863 when a group of New York City
businessmen raised $100,000 to found the National Union Life and Limb Insurance
Company. The company insured Civil War sailors and soldiers against disabilities due to
wartime wounds, accidents, and sickness. On March 24, 1868, it became known as
Metropolitan Life Insurance Company and shifted its focus to the life insurance business.
By 1880, sales had exceeded a quarter million of such policies, resulting in nearly $1 million
in revenue from premiums. In 1909, MetLife had become the nations largest life insurer in
the U.S., as measured by life insurance in force (the total value of life insurance policies
issued).
In 1907, the Metropolitan Life Insurance Company tower was commissioned to serve as
MetLifes 23rd Street headquarters in Lower Manhattan. Completed two years later, the
building was the world's tallest until 1913 and remained the company's headquarters until
2005. For many years, an illustration of the building (with light emanating from the tip of its
spire and the slogan, "The Light That Never Fails") featured prominently in MetLifes
advertising. By 1930, MetLife insured every fifth man, woman, and child in the United States
and Canada

Current eraIn 1998, the board of directors authorized demutualization. Eighteen months later in April
2000, MetLife held an IPO. At the time of the IPO, MetLife, Inc. had nine million

shareholders and was the most widely held stock in North AmericaIn 2001, MetLife was the
first insurance company to establish a financial holding company with a nationally chartered
bank through its purchase of Grand Bank, which was renamed MetLife Ban.

Vision and Mission

Build financial freedom for all through leadership in providing financial advice and building
long-term relationships through innovative protection, accumulation and retirement products,
robust underwriting processes and creating world-class customer service experience for our
customers.
.We want to provide customers in India with world-class solutions for financial security, and
in the process add significant value to our shareholders, associates and society.

Our Core Values

We lead through Innovation to offer world class and competitive products toour customers
We build Long Term Relationships with our customers by creating a worldclass service
experience through operational excellence and the innovativeuse of technology
We are committed to creating a High Performance Organization by creatingan environment
that allows each one of our Associates to perform at their peak. As a result we will also be
recognized as an Employer of Choice.
We create a Customer Centered and Result Focused Vision that inspireseach one of our
Associates and has their buy-in
We are committed to Partnering with our internal and external Customers for mutual success
We work with Integrity, Fairness and Financial Prudence in all our dealingskeeping the
interests of our Shareholders, Customers and Associates paramount.

4. RECRUITMENT IN METLIFE

Recruitment refers to the process of attracting, screening, selecting, and onboarding a

qualified person for a job. At the strategic level it may involve the development of an
employer brand which includes an 'employee offering'.
The stages of the recruitment process include: job analysis and developing a person
specification; the sourcing of candidates by networking, advertising, or other search methods;
matching candidates to job requirements and screening individuals using testing (skills or
personality assessment); assessment of candidates' motivations and their fit with
organizational requirements by interviewing and other assessment techniques. The
recruitment process also includes the making and finalizing of job offers and the induction
and

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5. PROCESS OF SELECTION

Job analysis-In situations such as where one or more new jobs are to be created and
recruited to for the first time, a job analysis and/or in some cases a task analysis might be
undertaken to document the actual or intended requirements of the job. From these the
relevant information is captured in such documents as job descriptions and job
specifications
Sourcing-Sourcing is the use of one or more strategies to attract or identify candidates to
fill job vacancies. It may involve internal and/or external advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media, professional
publications, window advertisements, job centres, or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies or agencies to find otherwise
scarce candidates who may be content in their current positions and are not actively
looking to move companies may be proactively identified.
Screening and selection-Suitability for a job is typically assessed by looking for relevant
skills, knowledge, aptitude, qualifications and educational or job related experience.
These can be determined via: screening rsums (also known as CVs); job applications;
interviews. More proactive identification methods include performance assessments,
psychological, aptitude, numeracy, physical and literacy testing.
Performance based assesment- Many recruiters and agencies use applicant tracking
systems to perform the filtering process, along with software tools for psychometric
testing and performance based assessment. [2] Performance based assessment is a process
to find out if job applicants perform the responsibilities for which they are applying. [3]
In many countries, employers are legally mandated to ensure their screening and selection
processes meet equal opportunity and ethical standards.
Lateral hiring-"Lateral hiring" refers to a form of recruiting; the term is used with two
different, almost opposite meanings. In one meaning, the hiring organization targets
employees of another, similar organization, possibly luring them with a better salary and
the promise of better career opportunities. An example is the recruiting of a partner of a
law firm by another law firm.
In another meaning, a lateral hire is a newly hired employee who has no prior specific
applicable expertise for the new job, and for whom this job move is a radical change of

career. An example is the recruiting of a university professor to become chairman of the

board of a company

Onboarding-Onboarding" is a term which describes the process of helping new employees

become productive members of an organization. A well-planned introduction helps new
employees become fully operational quickly and is often integrated with a new company and
environment. On-boarding is included in the recruitment process for retention purposes.
Many companies have onboarding campaigns in hopes to retain top talent that is new to the
company; campaigns may last anywhere from 1 week to 6 months
Recruitment approaches
There are a variety of recruitment approaches and most organisations will utilize a
combination of two or more of these as part of a recruitment exercise or to deliver their
overall recruitment strategy. In Metlife five basic models more commonly found are:An in-house personnel or HR may in some case conduct all stages of the recruitment
process. In the smallest branch recruitment may be left to individual managers. More
frequently whilst managing the overall recruitment exercise and the decision-making at the
final stages of the selection process external service providers

undertake the more

specialized aspects of the recruitment process. Outsourcing of recruitment to an external

provider may be also done to have hassle free work Executive search firms for executive and
professional positions. These firms operate across a range of models such as contingency or
retained approaches and also hybrid models where advertising is also used to ensure a flow of
candidates alongside relying on networking as their main source of candidates. Internet
recruitment services including recruitment websites and job search engines used to gather as
many candidates as possible by advertising a position over a wide geographic area. In
addition social network sourced recruitment has emerged as a major method of sourcing
candidates is also being conducted in the organisation.

In-house recruitment

Here the employers undertake at least some if not most of their own in-house recruitment,
using their human resources department, front-line hiring managers and recruitment
personnel who handle targeted functions and populations. In addition to coordinating with the
agencies mentioned above, in-house recruiters may advertise job vacancies on their own
websites and other job boards, coordinate internal employee referrals, target and headhunt
external candidates (much like an external agency or search firm), work with external
associations, trade groups and/or focus on campus graduate recruitment. Sometimes the large
employers choose to outsource all or some of their recruitment process (recruitment process
outsourcing) however a much more common approach is for employers to introduce referral
schemes where employees are encouraged to source new staff from within their own network

Internal recruiters
The internal recruitment is also being carried out in Metlife.An internal recruiter
(alternatively in-house recruiter or corporate recruiter) is member of a company or
organization and typically works in the human resources (HR) department. Internal recruiters
may be multi-functional, serving in an HR generalist role or in a specific role focusing all
their time on recruiting. Activities vary from firm to firm but may include, screening CVs or
rsums, conducting aptitude or psychological testing, interviewing, undertaking reference
and background checks, hiring; administering contracts, advising candidates on benefits,
onboarding new recruits and conducting exit interviews with employees leaving the
organisation. They can be permanent employees or hired as contractors for this purpose.
Contract recruiters tend to move around between multiple companies, working at each one
for a short stint as needed for specific hiring purposes. The responsibility is to filter
candidates as per the requirements of each client.
On-Campus Recruiting:
The on-campus recruitment is also being conducted ny the company ,recruiting the college
students as their employees by providing them the sufficient training,however,
College recruiting may not be living up to its potential:
Companies may not be realizing full value from their recruitment programs.

Fewer than half of corporate recruiters receive trainning in the proper techniques for
interviewing job applicants.

Since the Recruiters tend to form a positive or negative impression about an applicant's
qualifications in the first few minutes of an interview, hardly sufficient time to collect
information on which to base a recruiting decision. Recruiters also tend to spend more time
talking with applicants they consider to be qualified and less time with applicants they
dismiss on the basis of a superficial judgement. Often, recruiters do not follow the corporate
script about:
1.The topics to be covered in an interview
2.Sometimes they fail to discuss important issues with applicants.

All these points reflect a lack of interviewing skills

Purpose of Recruiting Advisors:
Our business is a Peoples Business
Insurance is a game of Large numberd whether it w.r.t the customers or recruiting
Fas
To build a BIG business we have to get people to see what business opportunity we
are offering.
Therefore , we need lots of contacts to meet people.
During the training process , A professional advising process is being taught to the
employee,which includes :
Identifying the needs of the customer, Quantify the needs, Prioritizing the needs.
PROFEESIONAL ADVISING PROCESS

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COMPENSATIONS OFFERED TO EMPLOYEES:

Components of Salary/Salary Slip:The components of salary or salary slip are as follows:

Basic pay-It is the primary part of the pay package and is generally time bound. Basic pay is
generally determined through job evaluation, which is the process of systematically
ascertaining the relative worth of the job.
Allowances:
Several allowances are paid in addition to basic pay. Some of these allowances provided to
the employees are:
Dearness Allowance (D.A) It is given to protect real income against inflation and is
generally paid as a percentage of basic pay
House Rent Allowance Employers who do not provide living accommodation pay house
rent allowance (HRA) to the employees
City Compensating Allowance This allowance is paid generally to the employees in big
cities where the cost of living is comparatively high .City compensation is generally a fixed
amount per month.
Transport Allowance- Here a fixed amount is paid every month by the employer to cover a
part of travelling charges.
In some cases, medical allowance, education allowance for children etc. are also paid.
Incentives: It is paid in order to inspire the employees to work hard and do better. Both
individual and group incentives are used in the company. Bonus, profit sharing, commission
on sales is some of the examples of the incentive compensation.
Fringe Benefits: Different types of benefits are paid particularly to the senior managers.
Provident fund , company car, leave travel concession, medical aid, interest, free loan,
holiday homes, entertainment, stock options are some examples of such benefits provided to
the employees.

6. TRAINING AND DEVELOPMENT

Training is the process of increasing the knowledge and skills of the employees ,for doing
a particular job. It involves a systematic procedure .Whereas Development is a long term
education process utilising a systematic and organised procedure. It consists of the entire
activities y which executive learn to improve their behaviour and performance. It is
designed to improve the effectiveness of employees in their present jobs and to prepare
them for higher jobs in future. Development is the process by which employee acquire
not only skills and competencies in their present jobs but also capabilities for future
managerial tasks of increasing difficulty and scopes.
Methods of training employeesA wide variety of methods are used for training the managers. These methods maybe
broadly classified into two categories as given below:
On-the-job training (OJT)is a form of training taking place in a normal working situation. On-the-job training,
sometimes called direct instruction, is one of the earliest forms of training (observational
learning is probably the earliest). It is a one-on-one training located at the job site, where
someone who knows how to do a task shows another how to perform it. In antiquity, the
kind of work that people did was mainly unskilled or semiskilled work that did not
require specialized knowledge. Parents or other community members, who knew how to
do a job necessary for survival, passed their knowledge on to the children through direct
instruction.
Eg-understudy, job rotation, committee, selective reading..etc.
OJT is still widely in use today. In fact, it is probably the most popular method of training
because it requires only a person who knows how to do the task, and the tools the person
uses to do the task. It may not be the most effective or the most efficient method at times,
but it is normally the easiest to arrange and manage. Because the training takes place on
the job, it can be highly realistic and no transfer of learning is required. It is often
inexpensive because no special equipment is needed other than what is normally used on

the job. The other side is that OJT takes the trainer and materials out of production for the
duration of the training time. In addition, due to safety or other production factors, it is
prohibitive in some environments.
Off-the-job training This method takes place away from normal work situations implying that the
employee does not count as a directly productive worker while such training takes place.
Off-the-job training method also involves employee training at a site away from the
actual work environment. It often utilizes lectures, case studies, role playing and
simulation, having the advantage of allowing people to get away from work and
concentrate more thoroughly on the training itself. This type of training has proven more
effective in inculcating concepts and ideas.
Eg- special courses, case study,sensitive training, brain storming

7. PROCEDURE OF CAREER PLANNING

PREPARATION OF HUMAN RESOURCE INVENTORY
IDENTIFYING THE INDIVIDUALS CAREER NEEDS
ANALYSING CAREER OPPORTUNITIES
MATCHING OF EMPLOYEES NEEDS WITH CAREER OPPORTUNITIES
FORMULATION AND IMPLEMENTATION OF TRAINING AND DEVELOPMENT
PROGRAMME
REVIEW OF CAREER PLANS
Career Planning & Development
From the individuals point of view, career planning is the systematic process by which
an individual selects his career goal . Its purpose is to provide, continuity, order and
meaning to persons life.
From an organisations point of view , it means helping the employees to plan their career
in terms of their capacities within the context of organisations needs. It involves
designing an organisational system of career movement and growth opportunities for
employees from the employment stage to the retirement stage

8. MET LIFE CASE STUDY

The challenges of bringing the data together are* They will have to extract the policy ownership information from each system and then to
merge this data into a common master database and the policy based information systems are
different from each other.
* There is no established standard among systems for data collection.
* The employees who worked and understood the data structures in the old systems are now
dead, retired or no longer work in Met Life.
The data of the policy holders change over time they relocate get married or change
professions.
the differences in the management of data from one insurance product system to another
are- -METs product line included casualty (Auto and Home) insurance as well as various
life insurance products ( Term life, Whole life and annuities). Whereas NEFs product line
included life insurance and wealth offerings. - The average net worth of Met lifes
customers is about 2,00,000 dollars and of NEFs is about 10 times of that. - The average
life policy sold by MET was a term policy of a face value of 50,000 dollars whereas
NEFs was about 5,00,000 to one million dollars.

9. CONCLUSION
In all Public Service jurisdictions, new approaches to recruitment are being used. In
many territories, the strategies are manual but, as automated methods become more
pervasive, those mechanisms that support its use will assume greater popularity.
Whatever the strategies selected for use, the objective is to recruit the most qualified,
committed individuals into the organisations and ensure that the provision of government
services to the public is timely and effective, that the goods are of consistent high qualityand
that the organisations achieve the objectives for which they have been established.

10. Bibliography