OBJECTTIVE OF THE STUDY

The objective of my study is to understand and critically analyze the recruitment and
selection procedure at ICICI bank ltd.
1. To know the prospect or recruitment and selection procedure.
2. To critically analyze the functioning of recruitment and selection procedures.
3. To identify the probable area of improvement to make recruitment and selection
procedures and more effective.
4. To know the managerial satisfaction level about recruitment and selection procedure.
SCOPE OF STUDY

THE benefits of the study for the researcher is that it helped to gain knowledge and
experience and also provided the provided the opportunity to study and understand the
prevalent recruitment and selection procedures.

The key points of my research study are:-

1. To study the facts about the ICICI bank Ltd. as a group.
2. To understand and analyze various H.R. factors including recruitment and
selection procedure at ICICI bank ltd.
3. To suggest any measures / recommendations for the improvement of the
recruitment procedures.
 RESEARCH METHODOLOGY

The Research

Research is a careful investigation or inquiry specially through search for new facts
in any branch of knowledge.´ The project is a systematic presentation consisting of
the enunciated problem, formulated hypothesis, collected facts or data, analyzed facts
and proposed conclusions in form of recommendations.

Kind of Research

The research done by

Exploratory research:

This kind of research has the primary objective of development of insights into the
problem. It studies the main area where the problem lies and also tries to evaluate some
appropriate courses of action.

Sample Design

A complete interaction and enumeration of all the employees of icici bank Ltd. was not
possible so a sample was chosen that consisted of 30 employees.
 DATA COLLECTION

The data for the survey will be conducted from both Primaries as well as
Secondary sources.

Primary Data: -

Using personal interview technique the survey the data will collect by using
questionnaire. The primary data collection for his purpose is supposed to be done by
judgment sampling conversation sampling. Questionnaire has been formatted with both
open and close structure questions.

Secondary Data: -

By going through various records.

By going through the magazine of the bank.
RESEARCH DESIGN

Research Design:-

A research design is the specification of methods and procedure for acquiring the
information needed to structure or to solve problems. It is the overall operation pattern or
framework of the project that stipulates what information is to be collected from which
source, and be what procedures.

A research design is the arrangement of condition for collection and analysis of data
in a manner that aims to combine Relevance to the research purpose with economy
in procedure´.

Design decision happens.

1. What is study about?
2. What is study being made?
3. Where will the study be carried out?
4. What type of data is required?
5. Where can the required data be found?
6. What will be the sample design?
7. Technique of data collection.
8. How will data be analyzed?
9. How can the customer can be persuaded for opening current with ICICI?
10. How to increase the market share of ICICI?
11. Who is the competitor of ICICI?
CHAPTER 2

Review of Literature
 REVIEW OF RECRUITMENT AND SELECTION

Most employers recognise the fact that their staff are their greatest asset, and the right
recruitment and induction processes are vital in ensuring that the new employee becomes
effective in the shortest time. The success of an organisation depends on having the right
number of staff, with the right skills and abilities. Organisations may have a dedicated
personnel/human resource function overseeing this process, or they may devolve these
responsibilities to line managers and supervisors. Many people may be involved, and all
should be aware of the principles of good practice. Even it is essential to involve others in
the task of recruitment and induction.

MANPOWER PLANNING-

Manpower planning means different things to different organizations. To some

company’s manpower planning means management development to others. It means
estimating manpower needs, while some other may define manpower planning as
organization planning. Although the term, ³manpower planning´ can be defined, as the
process by which an organization ensures that it has the right number of people and the
right kind of people at the right places, at the time doing things for which they
are economically most useful.

Manpower Planning Involves: -

Manpower planning is a continuous process. In operational terms it involves the analysis

of the current and future manpower resources terms and requirement to ensure that such
needs and resources are always kept in proper balance, both in terms of quantity.

Need for Manpower Planning:-

All said and done, it cannot be define that the quality of manpower can be responsible for
significant difference in the short and long run performance among companies. As Ralph
Besse once said, There is nothing we can do about performance of past management or
the qualification of today’s management but tomorrow’s management can be as good as

Today’s manager care to make it. Herber H Mayer has emphasized the importance of
human assets and their utilization as under:

The efficient utilization of human resources may very well be the most important
determiner of success in the business world in the coming decade. I think that the
companies that prosper in the future will be those that do the best job in fully
utilizing their human resources.´

All organizations are basically human organizations. They need people to carry out
the organizational mission, goals and objectives. Every organization needs to recruit
people. The recruitment policy should, therefore, address itself to the key question; what
are the personnel/human resource requirement of the organization in terms of
number, skills, levels etc to meet present and future needs of production and technical
and other changes planned or anticipated in the next years.

MEANING

Higher education is a human resource intensive enterprise. It is not surprising, then, that
recruitment and selection of staff should be a very high priority in most if not all units
and divisions of student affairs. Recruitment and selection should include procedures
directed to analyze the need and purpose of a position, the culture of the institution, and
ultimately to select and hire the person that best fits the position. Recruitment and
selection policy should, then, be directed toward the following objectives:

 Hire the right person.

 Conduct a wide and extensive search of the potential position candidates.
 Recruit staff members who are compatible with the college or university environment
and culture.
 Hire individuals by using a model that focuses on student learning and education of
the whole person.
 Place individuals in positions with responsibilities that will enhance their personal
development.

Issues in Recruitment and Selection

Do not discard applicants who ³stopped out´ to provide care for a child, or for maternity
leave.
Consider the dynamics of the interview is the candidate being interviewed in an
environment that is representative of the office environment.

Understand questions that cannot be asked regarding family, children, pregnancy, etc.
Provide medical insurance that covers the full range of medical needs of women
employees, including reproductive health care.

Provide paid sick-leave policies for employees illness and illness of spouses, lifetime
partners, dependent children, and elderly parents. Provide life insurance, disability and
pension programs that are non discriminatory on the basis of gender.

Have clear and vigorously enforced sex, race and sexual orientation discrimination and
sexual harassment policies and include a statement about these policies in the
advertisement of the position.

Before attempting to diversify a staff and make it more gender equitable, you
must tackle issues such as, gender stereotyping; discrimination in hiring, pay, and
promotions; family issues; and sexual orientation discrimination. There are five
areas critical to this process:
1. Open communication.
2. A commitment to creating an inclusive Environment.
3. Clear preconceived expectations based on gender
4. A neutral supervisor who can observe different styles and facilitate
communication when a conflict arises.
 5. Training sexual harassment as well as gender issues training (It is thought that
75-80% of sexual harassment complaints could be prevented by understanding
gender differences´

RECRUITMENTS
Recruiters need to keep abreast of changes in the labour market to ensure that their
recruitment efforts are not wasted or directed at too small a pool of labour. Skill shortages
may occur unexpectedly and recruitment and training processes need to be kept flexible.
It is a good idea for any organisation to plan its labour force requirements, matching
available supply against forecast demand. A skills audit of existing staff will increase
knowledge of the skills the organisation has available and those which are lacking, and
thus help pinpoint areas for future development. A human resource plan need not be
highly complicated. A straightforward plan will help organisations to: assess future
recruitment needs formulate training programmes develop promotion and career
development policies anticipate and, where possible, avoid redundancies develop a
flexible workforce to meet changing requirements control staff costs whilst ensuring
salaries remain competitive assess future requirements for capital equipment, technology
and premises.
Management is responsible for producing the human resource plan, senior management
for supporting it. Implementation is likely to be most effective if it carries the support of
the workforce, normally achieved through consultation with trade union or other
employee representatives.
Producing a human resource plan involves:
 forecasting staffing requirements against business objectives
 assessing the available supply of people to meet those requirements
 matching available supply against forecast demand
Factors Affecting Recruitment:
In recruiting new employees management must consider the nature of labor market, what
sort of potential labour are available and how do look for works. The factor affecting can
be summed up under the following heads:

Labor Market Boundaries:- The knowledge of the boundaries help management in

estimating the available supply of qualified personnel form, which it might recruit.
A labor market consists of a geographical area in which the forces of demand and
supply interact and thus affect the price of labor.

Available Skills:- Companies must locate the areas where they can find employees
who fit the jobs according to their skills.

Economic Condition: Economic conditions also affect recruitment. Unemployment

worker may swamp a new plan located in a depressed labor market whereas a firm
trying to establish it or to expand in an area where a few qualified workers are out of
work has quite a different recruitment problem.

Attractiveness of the Company: The attractiveness of the company in terms of higher

wages, clean work, better fringe benefits and rapid promotions serves as
influencing factor in recruitment.
Importance of Recruitment
Recruiting people who are wrong for the organisation can lead to increased labour
turnover, increased costs for the organisation, and lowering of morale in the existing
workforce. Such people are likely to be discontented, unlikely to give of their best, and
end up leaving voluntarily or involuntarily when their unsuitability becomes evident.
They will not offer the flexibility and commitment that many organisations seek.
Managers and supervisors will have to spend extra time on further recruitment exercises,
when what is needed in the first place is a systematic process to assess the role to be
filled, and the type of skills and Most recruitment systems will be simple, with stages that
can be followed as a routine whenever there is a vacancy to be filled, and which can be
monitored and adapted in the light of experience.

This booklet describes the main features of such systems, and other related issues.
Systems should be:
Efficient cost effective in methods and sources
Effective producing enough suitable candidates without excess and ensuring the
identification of the best fitted for the job and the organisation
Fair ensuring that right through the process decisions are made on merit
alone.
PROCESS OF RECRUITMENT
Recruitment Process
A vacancy presents an opportunity to consider restructuring, or to reassess the
requirements of the job. This assessment is valid whether it is to fill an existing job or a
new one. Ask questions such as:

 Has a function changed.

 Have work patterns, new technology or new products altered the job?
 Are there any changes anticipated which will require different, more flexible skills
from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job and
how it fits into the rest of the organisation or department. Exit interviews, or consultation
with the current job-holder and colleagues may well produce good ideas about useful
changes.

Recruitment begins by specifying the human resource recruitment, initiating activities

and action to identify the possible sources form where they can be met, communicating
the information about the jobs, terms and conditions and prospects they offer, and
enthuse the people who meet the recruitment to respond to the invitation by applying for
jobs. Thereafter the selection process begins. The process is as follows:

Decide on how many people you really need:-

If everything is being done to improve performance and still there is a gap between what
the current performance is and the goals set, then the best way is to recruit more people.

Analyzing the job:-

Analyzing the job is the process of assembling and studying information relating to all
aspects of a particular post. Analysis is done to find possible details about:

Purpose: Identify the aims and objectives of job and what the employee is
expected to achieve within department and company.

Position: The job title, its position in the hierarchy and for whom it is responsible
ought to be recorded. A sample organization chart may be useful for this purpose.

Main Duties: A list of key tasks may be written out; standards that need to be
reached and maintained must also be maintained. Methods of recording, assessing and
recording the key tasks must be determined.

The work Environment: Study the physical and social environment in which the work is
out because the work environment influences the quantity and quality of work.

Drafting a job description:-

After job analysis is done, job description is made. Job description describes the job. The
job description decides upon the exact knowledge, skill and experience needed to do the
job. Job description must be drafted around these heading:
 Job title
 Responsible to
 Responsible for
 Purpose of job
 Duties
 Responsibility
 Signature and date

Evaluation future needs

For Evaluation future needs manpower is drafting. A manpower plan evolves studying
the make-up of present work force, assessing forthcoming changes and calculating future
workforce, which is required. Manpower planning helps in devising long-term
recruitment plans.
Finding sources of recruitment:
The human resource requirement can be met from internal or external source:
Internal Sources
These refer to persons already employed in the organization. Promoting persons from
lower levels may fill up vacancies at higher levels. Shortage of manpower in one
branch\ factory may be met by transferring surplus staff from another branch\
factory. Promotion means shifting of an employee to higher post caring greater salary,
status and responsibility. On the other hand transfer refer to the shifting an employee with
salary, status and responsibility. Some time ex-employee of the organization may be
re-employed.

Advantages of Internal Sources:

1. Filling vacancies for higher job by promoting employees from within the
organization helps to motivate and improved the morale of the employees. This
induces loyalty among them.
2. Internal requirement has to minimize labor turnover and absenteeism. People wait for
promotion and the work force is more satisfied.
3. Candidates working in organization do not require induction training. They are
already familiar with organization and with the people working in it.

Disadvantages of Internal Sources:

1. There may be inbreeding, as fresh talent from outside is not obtained. Internal
candidates may not be given a new outlook and fresh ideas to business.
2. Unsuitable candidates may not be promoted to positions of higher responsibility
because the choice is limited.
3. The employees may become lethargic if they are sure of time bound promotion.
There may be infighting among those who aspires for promotion with in the
organization.
4. Internal recruitment cannot be complete method in itself. The enterprise has to
resort to external recruitment at some stage because all vacancies cannot be filled
 from with in organization.

External Sources
It refers to recruitment of employees from outside the organization. External sources
provide wide choice of the required number of the employees having the desired
qualification. It also provides the people with new ideas and specialized skills
required to cope with new challenge and to ensure growth of the organization.
Internal competitors have to compete with the outsiders. However, existing employees
resent the policy of filling higher-level vacancies from outsiders. Moreover it is
time consuming and expensive to recruit peoples from outside. Recruitment from the
outside may create frustration among the existing employees that aspires for
promotions. There is no guarantee that the organizations will attract sufficient
number of suitable candidates.

Advantages of External Sources:

1. The entry of fresh talent in to the organization is encouraged. New employees bring
new ideas to the organization.
2. External sources provide wider sources of personnel to choose from.
3. Requisite type of personnel having the required qualifications, training and skill are
available from the external sources.

Disadvantages of External Sources:

1. The enterprise can make the best selection since selection is made from among a large
number of applicants.
2. There is a greater decoration in employer- employee relationship, resulting in
industrial strikes, unrest, and lockouts.
3. The personnel’s selected from outside may suffer from the danger of adjustment to
the new work environment.
Monitoring effectiveness of recruitment

As with any work activity it is recommended that the recruitment and induction process
be reviewed for its effectiveness. If any stage of the recruitment process failed to produce
the expected result, eg if the advertising method has produced too many candidates, you
may want to examine what happened and why in order to make it more efficient in the
future. Future recruitment exercises may require modifications to the methods used - a
successful recruitment for one job does not automatically mean the same method will be
as successful again. This is particularly true if the labour market changes, with, for
instance, fewer school leavers but more mature workers being available. Recruitment and
induction may be a continuous process in your organisation, necessitating more or less
constant monitoring. Monitoring regularly will also ensure equal opportunity policies are
being actively pursued, and that internal candidates are receiving the same consideration
as external candidates.
Application forms

Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be
realistic and straightforward, appropriate to the level of the job. Using application forms
has the following advantages: comparing like with like is easier. CVs can be time-
consuming and may not provide the information required they provide the basis for an
initial sift(filter), and then for the interview the standard of completion can be a guide to
the candidate's suitability, if writing and presentation skills are essential to the job;
however, be aware of the possibility of disability discrimination they provide a record of
qualifications, abilities and experience as stated by the applicant.

Care also needs to be taken over some less positive aspects of application forms: there is
a temptation to use application forms to try to extract too much information, eg motives,
values and personality characteristics. The form should concentrate on the experience,
knowledge and competencies needed for the job some people may dislike filling in forms
and so be put off applying for the job.

Some very experienced people may find the form inadequate, whilst those with little in
the way of qualifications or experience may be intimidated by large empty spaces on the
form. Application forms add another stage, and therefore more time, to the recruitment
process. Some candidates may be lost if they can obtain work elsewhere more quickly

Application forms may inadvertently be discriminatory. For instance, to require a form to

be filled out 'in your own handwriting', where written English is not relevant to the job,
may discriminate against those for whom English is not their first language, or who may
not have well-developed literacy skills.

Any information such as title (marital status), ethnic origin or date of birth requested for
monitoring purposes (eg for compliance with the legal requirements and codes of practice
on race, sex, disability and age discrimination) should be clearly shown to be for this
purpose only, and should be on a separate sheet or tear-off section. Such information
need only be provided on a voluntary basis. Medical information should also be obtained
separately and kept separate from the application form.
METHODS OF RECRUITMENT
All methods of recruitment can be put into three categories:
a. Direct method
b. Indirect method
c. Third-party method

Direct Method: These include the campus interview and keeping a live register of
job seekers. Usually under this method, information about jobs and profile of
persons available for jobs is exchanged and preliminary screening is done. The short
listed candidates are then subjected to the remainder of the selection process. Some
organization maintains live registers or record of applicants and refers to them as and
when the need arises.

Indirect Method: They cover advertising in newspapers, on the radio, in trade and
professional journals, technical journals and brochures. When qualified and experienced
persons are not available through other sources, advertising in newspapers and
professional and technical journals in made. Whereas all types of advertisements can
be made in newspapers and magazines, only particular types of posts should be
advertised in the professional and technical journals. A well thought-out and planned
advertisement for appointments reduces the possibility of unqualified people applying. If
the advertisement is clear and to the point, candidates can assess their abilities and
suitability for the position and only those who possess the requisite qualifications will
apply.

Third Party Method: Various agencies are used for recruitment under these methods.
These include commercial and private employment agencies, state agencies, and
placement offices of schools, colleges and professional associations, recruiting firms,
management consulting firms, indoctrination seminars for college professors, friends and
relatives.
Employment Agencies: They are specializing in specific occupation like general office
help, salesman, technical workers, accountants, computer staff, engineers and executives
and suitable persons available for a job. Because of their specialization, they can
interpret the needs of their clients and seek out particular types of persons.

State or Public Employment Agencies:

They also knew as Employment or Labor Exchanges, are the main agencies for public
employment. They also provide a wide range of services, like counseling, assistance in
getting jobs, information about the labor market, labor and wage rates, etc.

Executive Research Agencies:

They maintain a complete information records about employed executives and
recommend persons of high caliber for managerial, marketing and production
engineers posts. These agencies are looked upon as head hunters, raiders, and pirates.

Trade Unions:
The employers to supply whatever additional employees may be needed often call on
Trade Unions. Unions may be asked for recommendations largely as a matter of courtesy
and an evidence of goodwill and cooperation

Professional Societies:
They may provide leads and clues in providing promising candidates for engineering,
technical and management positions. Some of these maintain mail order placement
services.
 SELECTION

Whatever form the applications take, there may be a need to sift them before moving on
to the interview stage. Such a sift serves to match the applicants as closely as possible
to the job and person specification and to produce a shortlist of people to interview.

To avoid any possibility of bias, such sifting should be undertaken by two or more
people, and it should involve the direct line manager/supervisor as well as personnel. The
sifting stage can also help the organisation by providing feedback on the advertising
process and the suitability of the application form. It can also identify people who might
be useful elsewhere in the organisation. If references or medicals are to be taken up
before the invitation to interview stage, it should be made clear on the application
form/information pack sent to the applicant.

If your organisation believes that pre-employment health screening is necessary, you

must make sure it is carried out in a non-discriminatory way: for instance, do not
single out disabled people for medical assessment. If a report from any individual's
doctor is sought, then permission must be given by the individual, and they have the
right to see the report (Access to Medical Reports Act 1988).

The candidates who best match the specifications may then be invited for interview. The
invitation letter should tell candidates that they should advise the organisation in
advance if any particular arrangements need to be made to accommodate them on
arrival or during the interview; for instance, ramp access or lighting levels. The
invitation letter should also clearly state whether the organisation will pay the
candidate's reasonable travel expenses for the interview.

A formal definition of selection is as following:

It is the process of differentiating between applicants in order to identify (and hire) those
with a greater likelihood of success in a job Selection process assumes and rightly so,
that there are more number of candidate actually selected candidates are made
available through recruitment process.

BARRIERS TO EFFECTIVE SELECTION

The main objectives of selection are to hire people having competence and
commitment. This objective is often defeated because of certain barriers. The
impediments, which check effectiveness of selection, are perception, fairness,
validity, reliability and pressure.

Fairness: Fairness is selection requires that no individual should be discriminated

against on the basis of religion, region, race or gender. But the low numbers of
women and other less-privileged sections of the society in middle and senior
management positions and open discrimination on the basis of age in job
advertisements and in the selection process would suggest that all the efforts to
minimize inequity have not been very effective.

Reliability: A reliable method is one that will produce consistent results when repeated
in similar situations. Like a validated test, a reliable test may fail to predict job
performance with precision.

Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends and peers to select particular candidates. Candidates selected because
compulsions are obviously not the rights ones. Appointments to public sector
undertakings generally take place under such pressures.
 SELECTION PROCEDURE

The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps and stages. The objective of
selection process is to determine whether an applicant needs the qualification for a
specific job and to choose the applicant who is most likely to perform in that job.

The hiring procedures not a single acts but it is essentially a series of methods or steps or
stages by which additional information is secured about the applicant. At each stage, facts
may come to light, which lead to the rejection of the applicant. A procedure may
be considered to a series of successive hurdles or barriers, which an applicant must cross.

These are indented as screens and they are designed to eliminate an unqualified applicant
at any point in this process. That technique is known as the successive hurdle technique.
Not all selection process includes all these hurdles. The complexity of process
usually increases with the level and responsibility of the position to be fulfilled. A well-
organized selection procedure should be designed to select sustainable candidates for
various jobs. Each step in the selection process should help in getting more and more
information about the candidate. There is no idle selection procedure appropriate
for all cases.

Steps in the selection process:

 Preliminary Screening
 Application Blank
 Employment Tests
 Selection Interview
 Medical or Physical Examination
 Checking Reference
 Final Approval
Preliminary Screening:

This is essentially to check whether the candidate full-fills the minimum qualification.
The preliminary interview is generally quite brief. Its aim is to eliminate the
unsuitable candidate. The job seekers are received at the reception counter of the
company. The receptionists or other official interviews the candidates to determine
whether he is worthwhile or the candidate to fill up the application blank. Candidates
processing the minimum qualification and having some chances of being selected are
given the prescribed application form known as application blank.

Application Blank:
The candidates are required to give full information about their age, qualification,
experience, family background, aptitude and interests act in the application blank.
The application blank provides a written record about the candidate. The application
form should be designed to obtain all relevant information about the candidates. All
applications received from the candidates are carefully scrutinized. After the scrutiny
more suitable candidates among the applicants are short-listed for written tests and
others are rejected.

Employment Tests:
Candidates are asked to appear for written or other tests. Tests have become popular
screening devices. These tests are based on the assumption that human traits and work
behaviors can be predicted by sampling, however tests are not fully reliable and they also
involve time and money. Test is more useful in identifying and eliminating unsuitable
candidates therefore should be used only as supplements rather than an independent
technique of selection. The main types of tests are:
 Intelligence tests
 Aptitude Test
 Interest Test
 Personality Test
Selection Interview:
It involves a face-to-face conversation between the employer and the candidate; the
selector asks a job related and general questions. The way in which a candidate responds
to the question is evaluated. The objectives of the interview are as following:
 To find out the candidate’s overall suitability for the job.
 To cross-check the information obtained through application blank and tests, and
 To give an accurate picture of the job and the company.

Interview is the most widely used step in employee selection. However, interview
suffers from several drawbacks: Firstly, it is a time consuming and expensive device.
Secondly, it can test only the personality of the candidate and not his skill for the job.
Thirdly, the interviewer may not be an expert and may fill to extract all relevant
information from the candidate. Fourthly, the personal judgment or bias of the
interviewer may make the result of the interviews inaccurate.

 Interview should be properly conducted in a proper physical environment.

 The interview room should be free from noise and interruptions. The environment
should be confident and quite.
 People generally talk freely and frankly when there is privacy and comfort.
 Therefore, candidates should be put at ease. The interviewer should pay full attention
to what the candidates have to say.

Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical examination. A
Panel of doctors to insure that they are healthy and physically fit for the job does
a medical check-up of such candidates. A proper medical examination will also ensure
that the candidates selected do not suffer from any serious desirous which may
create problems in future.
Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical examination. A
Panel of doctors to insure that they are healthy and physically fit for the job does
a medical check-up of such candidates. A proper medical examination will also ensure
that the candidates selected do not suffer from any serious desirous which may
create problems in future.

Checking Reference:
Generally, every candidate if required to state in the application form, the name
and address of at least two responsible persons who know him. The reference may not
give their Frank opinion unless promises made that in all information will be kept strictly
confidential. Moreover the information given by them may be biased in the form
of candidate.

Final Approval:

The candidates who are found suitable after the medical check-up and background
investigation are formally appointed by issuing appointment letter to them. They are
asked to join duty by the specified date. No selection procedure is foolproof and the best
way judge a person is by observing him working on the job. Candidate who gives
satisfactory during the probationary period are made permanent.
OVERVIEW

ICICI Bank is India's second-largest bank with total assets of Rs. 3,997.95 billion (US$
100 billion) at March 31, 2008 and profit after tax of Rs. 41.58 billion for the year ended
March 31, 2008. ICICI Bank is second amongst all the companies listed on the Indian
stock exchanges in terms of free float market capitalisation*. The Bank has a network of
about 1,308 branches and 3,950 ATMs in India and presence in 18 countries. ICICI Bank
offers a wide range of banking products and financial services to corporate and retail
customers through a variety of delivery channels and through its specialised subsidiaries
and affiliates in the areas of investment banking, life and non-life insurance, venture
capital and asset management. The Bank currently has subsidiaries in the United
Kingdom, Russia and Canada, branches in Unites States, Singapore, Bahrain, Hong
Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices
in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and
Indonesia. Our UK subsidiary has established branches in Belgium and Germany. ICICI
Bank's equity shares are listed in India on Bombay Stock Exchange and the National
Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed
on the New York Stock Exchange (NYSE).
HISTORY OF THE BANK

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial
institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was
reduced to 46% through a public offering of shares in India in fiscal 1998, an equity
offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition
of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary
market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was
formed in 1955 at the initiative of the World Bank, the Government of India and
representatives of Indian industry. The principal objective was to create a development
financial institution for providing medium-term and long-term project financing to Indian
businesses. In the 1990s, ICICI transformed its business from a development financial
institution offering only project finance to a diversified financial services group offering a w ide
variety of products and services, both directly and through a number of subsidiaries and
affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first
bank or financial institution from non-Japan Asia to be listed on the NYSE.

After consideration of various corporate structuring alternatives in the context of the

emerging competitive scenario in the Indian banking industry, and the move towards
universal banking, the managements of ICICI and ICICI Bank formed the view that the
merger of ICICI with ICICI Bank would be the optimal strategic alternative for both
entities, and would create the optimal legal structure for the ICICI group's universal
banking strategy. The merger would enhance value for ICICI shareholders through the
merged entity's access to low-cost deposits, greater opportunities for earning fee-based
income and the ability to participate in the payments system and provide transaction-
banking services. The merger would enhance value for ICICI Bank shareholders through
a large capital base and scale of operations, seamless access to ICICI's strong corporate
relationships built up over five decades, entry into new business segments, higher market
share in various business segments, particularly fee-based services, and access to the vast
talent pool of ICICI and its subsidiaries. In October 2001, the Boards of Directors of
ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail
finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital
Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI
and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March
2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in
April 2002. Consequent to the merger, the ICICI group's financing and banking
operations, both wholesale and retail, have been integrated in a single entity.

Basic Things:
ICICI Group expects all its employees, officers and directors to act in accordance
with high professional and ethical standards. You must be, and be seen to be,
committed to integrity in all aspects of your activities and comply with all
applicable laws, regulations and internal polices.

In accepting a position with ICICI Group or any of its subsidiaries, each of you
become accountable for compliance with the law, with the ICICI Group code of
conduct and with policies of your respective business units.

The standards of the Code are not necessarily prescribed by the regulators - they are
something, which a well respected institution must have in place and adhere to on an
ongoing basis. We therefore expect a high level of ethical conduct.

You must conduct your duties according to the language and spirit of this Code and seek
to avoid even the appearance of improper behaviour. You should be aware that even well
intentioned actions that violate the law or this Code may result in negative consequences
for ICICI Group and for the individuals involved.

While covering a wide range of business practices and procedures, these standards
cannot and do not cover every issue that may arise, or every situation where ethical
decisions must be made, but rather set forth key guiding principles that represent ICICI
Groups policy.
WORKPLACE RESPONSIBILITIES

Fair Employment Practices and Diversity:

ICICI Group is committed to adoption of fair employment practices. It ensures

diversity of workplace through efforts to recruit, develop and retain the most talented
people from a diverse candidate pool. It upholds the principle that advancement is
based on talent and performance and there is a commitment to equal opportunity.

As a fair employment practice, we expect that you shall not (during the course of your
service or upon cessation of your service for a period of six months from the date of
cessation) directly or indirectly on your own accord or on behalf or in conjunction with
any other person, convey or solicit or attempt to induce any employee or business
associate to leave their current employment with the ICICI Group and join the service of
the new employer or any competitor.

Fair Competition:
Although it is common to gather information about the general marketplace,
including competitors' products and services, the Company wants to compete fairly

Drug Free Workplace

You should ensure that your workplace is healthy and productive and free from drugs
Discrimination and Harassment and Intimidation. ICICI Group is committed to
prohibition of harassment and intimidation of employee’s in the workplace. The ICICI
Group discourages conduct that implies granting or withholding favours or opportunities
as a basis for decisions affecting an individual, in return for that individual’s compliance.
Such harassment is the easier form of harassment to identify because it takes the form of
either a threat or a promise, whether explicitor implied.

ICICI Group has a Gender Neutral Policy that prohibits unwelcome advances,
requests for sexual favours, or other verbal or physical conduct where such conduct
has the purpose or effect of unreasonably interfering with an individual’s work
performance or creating an intimidating, hostile or offensive working environment.
Safety in the Workplace

ICICI Group considers safety of employees as the primary concern. The ICICI Group
is committed to safety of employees and expects its businesses and employees to
comply fully with appropriate laws and internal regulations. ICICI Group encourages
responsible behaviour of its employees and colleagues that result in the best possible
accident prevention measures. This applies both to the technical planning of workplaces,
equipment, and processes and to safety management and personal behaviour in everyday
workplace.
Awards & Recognitions

ICICI Bank wins Finance Asia Country Awards for Achievement 2008 for
 Best Trade Finance Bank
 Best Foreign Exchange Bank
 Best Private Bank
 ICICI Bank wins the 'Excellence in Remittance Business 2007 award by The Asian
Banker
 Ms. Madhabi Puri Buch, ED, ICICI Bank wins FICCI's "Young Women Achievers"
Award
 Mr. K. V. Kamath, MD & CEO, ICICI Bank wins "The Asian Banker Leadership
Achievement Award" for the Asia Pacific and Gulf Region 2007
 EuroWeek award for ³Most Improved Market Profile´ The award is designed to
recognise the institution that has been most successful in building its own niche in
Asia's competitive syndicated loan market
 The Asset Triple A Transaction Banking Awards, 2008
 Best Trade Finance Bank in India
 Best Transaction Bank in India
 Best Cash Management Bank in India
 Best Domestic Custodian in India
 Global Finance Award for: Best "Trade Finance Bank and Provider" in India
 ICICI Bank wins the Gold Shield for " Excellence in Financial Reporting" by
Institute of Chartered Accountant of India (ICAI) for the Year ended March 31, 2007
 Mr. K. V. Kamath, MD & CEO, ICICI Bank awarded the "Padma Bhushan"
 BOARD OF DIRECTORS

 Mr. N. Vaghul, Chairman

 Mr. Sridar Iyengar
 Mr. Lakshmi N. Mittal
 Mr. Narendra Murkumbi
 Mr. Anupam Puri
 Mr. Arun Ramanathan
 Mr. M.K. Sharma
 Mr. P.M. Sinha
 Prof. Marti G. Subrahmanyam
 Mr. T.S. Vijayan
 Mr. V. Prem Watsa
 Mr. K.V. Kamath, Managing Director & CEO
 Ms. Chanda Kochhar, Joint Managing Director & Chief Financial Officer
 Mr. V. Vaidyanathan, Executive Director
 Ms. Madhabi Puri-Buch, Executive Director
 Mr. Sonjoy Chatterjee, Executive Director
 CONCLUSION AND RECOMMENDATION

SUGGESTIONS FOR THE IMPROVEMENT OF THE SYSTEM AND

PRACTICES OF RECRUITMENT AND SELECTION PROCEDURE
The following are the suggestions received from the respondents of the
questionnaire. These suggestions are based on their awareness regarding the Recruitment
and Selection procedure.
1. During the selection process not only the experienced candidates but also the
fresh candidate should be selected so as to avail the innovation and enthusiasm
of new candidates.
2. In the organization where summer training facility prevailing then such kind of
practices must be adopted so that the student can learn and again from their practical
views.
3. Candidates should be kept on the job for some time period; if suitable they should be
recruited. During the selection process, the candidates should be made relaxed and at
ease.
4. Company should follow all the steps of recruitment and selection for the selection of
the candidates.
5. Selection process should be less time consuming.
6. The interview should not be boring, monotonous. It should be made interesting. There
must be proper communication between the Interviewer and the Interviewee any the
time of interview.
7. Evaluation and control of recruitment and selection should be done fair judgment.
8. Methods used for selection of candidates should be done carefully and systematically
9. The attainment of goals and objective of any organization depend on the type
and quality of its manpower. To have right type of men at right job and at right time,
the recruitment and selection procedure should be fair and impartial.
10. This is indeed an important suggestion and authorities concerned should immediately
look into it and try to implement it.
 CONCLUSIONS

Based on the analysis through the questionnaire responses the following is the conclusion
of the study.
The organization follows the rules and regulation involved in their Recruitment and
Selection Procedure of the organization. However, there is some scope for improvement
with regard to following:
1. The managers are fully satisfied with the existing Recruitment and Selection
procedure.
2. The recruitment and Selection procedure should not be lengthy.
3. To some extent a clear picture of required candidates should be made in order
to search for appropriate candidates.
4. The Recruitment and Selection procedure should be impartial.
LIMITATIONS OF STUDY

The project has inherent limitations due to its potential scope

1. Eight weeks is too short to give shape to a new idea in an old set up like escorts.
2. Less importance to long term operational benefits.
3. Expenses for HR Departments are not viewed as investments.

Since Bank is a large organization with its strongly set business practices, so extensive
efforts and change in organization thinking will be necessary in order HR Department.
 BIBLIOGRAPHY

 Personnel management by K.V Mishra, Aditya publishing house Madras, 1992.

 CHHABRA T.N, Principles & practices of management, Dhanpat Rai and co. (p) Ltd,
Delhi, 2000.
 Practice of Human Resource by Danny Shield.
 Manuals from the Bank.
 www.icicibank.com.