SUMMER TRAINING PROJECT REPORT

ON
SELECTION RECRUITMENT

Submitted in partial fulfillment of the requirement of the

award
of degree i n B a c h e l o r o f B u s i n e s s
Administration

(Session: 2009-2010)
Co-Guidanceof: submitted by:
Mrs. Shilpa Goel Arun Kumar POOJA JOGU
H.O.D(Mgt.Dept.) Roll No:

ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people and this work
is no different. Ithas been my proud privilege to be attached to ICICI
BANK LTD.., a highly professional bank with modern outlook.
Any accomplishment requires the effort of many people and this work
is no different. Ithas been my proud privilege to be attached to ICICI
BANK LTD.., a highly professional bank with modern outlook.With due
respect I express my indebtness to the management of ICICI BANK LTD.
for accommodating me as a summer trainee.

I would like to express my gratitude with deep sense of reverence to

Mr. K KrishnaswamyRamkumar (head, PERSONNEL and HR deptt.).
It would have been difficult to gothrough this project without their
help. He not only helped me in collecting data but alsosupported me
with their valuable knowledge and experience in the successful
completionof this project.

I would also thankful to almighty god for his grace and mercy
to successfully complet ethis project.
POOJA JOGU

PREFACE
In our two year s degree program of B.B.A. of there¶s provision for
doing summer training, after II semester. The essential pur pose of
this project is to given an exposureand detailed outlook to the student
of the practical concept, which they already studiedresear ch. For
this purpose, I was assigned the project for the ³RECRUITMENT
ANDSELECTION´ in Icici Bank Ltd. It is a matter of
great privilege to get training fromICICI, one of the largest organizations
of its kind
The project lasted for a period of eight weeks; it was infor mative,
interesting andinspiring.
I hope this report will provide an exper iment outlook to the dynamic
Functioning in theHR Department in bank.
 TABLE OF CONTENT
Contents pageno:

I. LIST OF TABLES
II. LIST OF FIGURES

CHAPTER 1: INTRODUCTION
_
OBEJECTIVE OF STUDY
_
SCOPE OF THE STUDY
_
SOURCES OF DATA COLLECTION
_
RESEARCH METHODOLOGY
_
RESEARCH DESIGN
_
C H A P T E R 2 : R E V I E W O F LITERATURE
_
CHAPTER 3: COMPANY PROFILE
_
CHAPTER 4: DATA ANALYSIS & INTERPRETATION
_
DATA ANALYSIS WITH QUESTIONNAIRES
_
INTERPRETATION
CHAPTER5: CONCLUSION & RECOMMENDATIONS
L I M I T A T I O N O F T H E STUDY
CONCLUSION
RECOMMENDATIONS
BIBLIOGRAPHY
CHAPTER 1
INTRODUCTION

O B E J E C T I V E O F STUDY

S C O P E O F T H E STUDY

RESEARCHMETHODOLOGY
_
S O U R C E S O F D A T A CO
LLECTION
_
RESEARCHDESIGN

OBJECTTIVE:
The objective of my study is to understand and critically analyze the
recruitment andselection procedur e at I cici bank ltd.
1. To know the prospect or r ecruitment 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 manager ial satisfaction level about recruitment and
selection procedure.

S C O P E O F STUDY
THE benefits of the study for the researcher is that it helped to gain
knowledge and experienceand also provided the provided the
opportunity to study and understand the prevalentrecruitment 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
andselection procedure at icici bank ltd.
3. To suggest any measures / recommendations for the improvement of
therecruitment procedure.

RESEARCH METHODOLOGY
The Research
Research is a ³careful investigation or inquiry specially through search
for newfacts 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 inform of recommendations.

Kind of Research

The research done by POOJA JOGU

Exploratory research

:This kind of research has the pr imar y objective of development of

insights into the problem. It studies the main ar ea where the problem
lies and also tries to evaluate someappropriate 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.

DataCollection

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

Primary Data: -
Using personal interview technique the sur vey the data will collect by
usingquestionnaire. The primary data collection for his purpose is
supposed to be done by judgment sampling conversation sampling.
Questionnaire has been formatted with bothopen and close structure
questions.

Secondary Data: -
_ By going through various records.
_ By going through the magazine of the bank.

Primary Data: -
Using personal interview technique the sur vey the data will collect by
usingquestionnaire. The primary data collection for his purpose is
supposed to be done by judgment sampling conversation sampling.
Questionnaire has been formatted with bothopen 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 theinfor mation 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 whichsource, and be
what procedures.

³A research design is the arrangement of condition for

collectionandanalysis of data in a manner that aims to combine
Releva nce totheresearch purpose with economy in procedure
´.D e s i g n d e c i s i o n happens.

1. What is study about?

2. What is study being made?
3. Where will the study be carr ied 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:
_
_
R E V I E W O F LITERATU
RE
.
REVIEWOFRECRUITMENT AND SELECTION

Most employers recognise the fact that their staff are their greatest asset,
and the right recruitment and induction processes are vital in ensur ing
that the new employee becomeseffective in the shortest time. The
success of an organisation depends on having the r ightnumber of staff,
with the right skills and abilities. Organisations may have a
dedicated personnel/human r esource function overseeing this process,
or they may devolve theseresponsibilities to line managers and
supervisors. Many people may be involved, and allshould be aware of
the principles of good practice. Even it is essential to involve other s
inthe task of recruitment and induction.

MANPOWER PLANNING

Manpower planning means different things to different organizations. To

somecompany¶s manpower planning means management development
to others. It meansestimating manpower needs, while some other may
define manpower planning asorganization planning. Although
the term, ³manpower planning´ can be defined, µas the process by which
an organization ensures that it has the right number of people and
theright kind of people at the right places, at the time doing things for
which they areeconomically most useful.¶

Manpower Planning Involves: -

Manpower planning is a continuous process. In operational ter ms it

involves the analysisof the cur rent and future manpower resources
terms and requirement to ensure that suchneeds 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 RalphBesse once said, ³There 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 astoday¶s manager care to make it.´
.

Herber H Mayer has emphasized the importance of human assets and

their utilization as under:
³The efficient utilization of human resources may very well be the most
importantdeterminer of success in the business world in the coming
decade. I think that
thecompanies that prosper in the future will be those that do the best job
in fully utilizingtheir human r esources.
´All organizations are basically human organizations. They need people
to carry out theorganizational mission, goals and objectives.
Every organization needs to recr uit people.The recruitment policy
should, therefore, addr ess itself to the key question; what are
the personnel/human resource requirement of the organization in terms o
f 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, thatrecruitment and selection of staff should be a ver y
high priority in most if not all unitsand divisions of student affairs.
Recruitment and selection should include pr oceduresdirected to analyze
the need and purpose of a position, the culture of the institution,
andultimately to select and hire the person that best fits the position.
Recr uitment andselection 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
officeenvironment.
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 partner s, dependent childr en, and elderly parents.

Provide life insurance, disability and pension programs that are

nondiscr iminatory on the basis of gender .

Have clear and vigorously enfor ced sex, race and sexual

orientation discrimination and sexual harassment policies andinclude a

statement about these policies in the advertisement of the position.
Before attempting to diversify a staff and make it more gender equitable,
youmust tackle issues such as, ³gender stereotyping; discr imination in
hiring, pay,and promotions; family issues; and sexual orientation
discrimination.
Ther e are five ar eas critical to this process:
1 . O p e n c o m m u n i c a t i o n .
2.A commitment to creating an inclusiveEnvironment.
3.Clear preconceived expectations based on gender.
4. A neutral supervisor who can obser ve differentstyles and facilitate
communication when aconflict 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´
Recruitment-

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 shortagesmay occur unexpectedly and
recruitment and training processes need to be kept flexible. It isa good
idea for any organisation to plan its labour force requirements, matching
availablesupply against forecast demand. A skills audit of existing staff
will increase knowledge of theskills the or ganisation has available and
those which are lacking, and thus help pinpoint areasfor future
development.
A human resource plan need not be highly complicated. A straightfor
ward plan will helporganisations to:

assess future r ecruitment needs

formulate training progr ammes

develop promotion and career development policies

anticipate and, where possible, avoid redundancies

develop a flexible workforce to meet changing requir ements

control staff costs whilst ensuring salar ies remain competitive

assess future r equirements for capital equipment, technology and

premises.

Management is r esponsible for producing the human resource plan,

senior management for supporting it. Implementation is likely to be most
effective if it carries the support of theworkforce, 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, whatsort of potential labor 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 managementin estimating the

available supply of qualified personnel form, which it mightrecruit.
A labor mar ket consists of a geographical area in which the for ces
of demand and supply interact and thus affect the price of labor. _
Available Skills:

- Companies must locate the areas where they can findemployees 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 fewqualified wor
kers are out of wok 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
ser ves asinfluencing factor in recr uitment.

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 existingworkforce. Such people are likely to
be discontented, unlikely to give of their best, andend up leaving
voluntarily or involuntarily when their unsuitability becomes
evident.They will not offer the flexibility and commitment that many
organisations seek.Managers and super visors 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 befilled, and the type of
skills and Most recruitment systems will be simple, with stages thatcan
be followed as a routine whenever there is a vacancy to be filled, and
which can bemonitored and adapted in the light of experience.
This booklet descr ibes 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 - ensur ing that right through the process decisions are made on mer
it alone.

PROCESS OF RECRUITMENT

Recruitment Process
A vacancy presents an opportunity to consider restructuring, or
to reassess therequir ements of the job. This assessment is valid
whether it is to fill an existing job or anew one. Ask questions such as:

has the 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 joband how it fits into the rest of the or ganisation or department.
Exit interviews, or consultation with the current job-holder and
colleagues may well produce good ideasabout useful changes.

Recr uitment begins by specifying the human resource recruitment,

initiating activitiesand action to identify the possible sources form where
they can be met,communicating the information about the jobs, terms
and conditions and prospectsthey offer, and enthuse the people who
meet the recruitment to respond to theinvitation by applying for jobs.
Ther eafter the selection process begins. The process isas follows:

Decide on how many people you really need

:-If everything is being done to impr ove per formance and still there is
a gap betweenwhat the cur rent 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
toall aspects of a particular post. Analysis is done to find possible details
about:
_ Purpose: I
dentify 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 isr
esponsible ought to be recorded. A sample or ganization chart may be
useful for this purpose.

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

_ The wor k Environment: Study the physical and social environment in

which thework 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 descr iption
describes the job.The job descr iption 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

evolvesstudying the make-up of present work force, assessing
forthcoming changes andcalculating future workforce, which is required.
Manpower planning helps in devisinglong-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 or ganization. Promoting

persons fromlower levels may fill up vacancies at higher levels.
Shortage of manpower in one branch \ factory may be met by tr
ansferring 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 tr ansfer refer to the shifting an
employeewith salary, status and responsibility. Some time ex-employee
of the organizationmay be re-employed.
Advantages of Internal Sources:

1. Filling vacancies for higher job by promoting employees from with

in
theorganization helps to motivate and improved the morale of the e
mployees. Thisinduces loyalty among them.
2. Internal requirement has to minimize labor turnover and absenteeism.
People waitfor promotion and the work force is more satisfied.

3. Candidates working in organization do not requir e

induction training. Theyare already familiar with or ganization
and with the people working in it.

Disadvantages of Internal Sources:

1. Ther e may be inbreeding, as fresh talent from outside is not obtained.

I nternalcandidates may not be given a new outlook and fresh ideas to
business.
2. Unsuitable candidates may not be pr omoted to positions of higher
r esponsibility because the choice is limited.
3. The employees may become lethargic if they are sure of time bound
promotion.Ther e may be infighting among those who aspires for
promotion with in theorganization.
4. Internal recruitment cannot be complete method in itself.
The enterprise has toresort to external recruitment at some stage because
all vacancies cannot be filledfrom with in organization.

External Sources

It refers to r ecruitment of employees from outside the organization.

External
sources provide wide choice of the required number of the employees ha
ving the desiredqualification. It also provides the people with new ideas
and specialized skillsrequir ed to cope with new challenge and to ensure
growth of the organization.
Internal competitors have to compete with the outsiders. However ,
existingemployees resent the policy of filling higher-level vacancies
from outsiders.Moreover it is time consuming and expensive to recruit
peoples from
outside.Recr uitment from the outside may create frustration among the
existing employeesthat aspires for promotions. There is no
guarantee that the organizations will attractsufficient number of suitable
candidates.

Advantages of External Sources:

1. The entry of fr esh 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 requir ed qualif ications,
training and skillare available from the external sources.

Disadvantages of External Sources:

1. The enterpr ise can make the best selection since selection is made
from among alarge number of applicants.
2. Ther e is a greater decoration in employer- employee relationship,
resulting inindustr ial strikes, unr est, and lockouts.
3. The personnel¶s selected from outside may suffer from the danger
of adjustmentto the new work environment.

Monitoring effect iveness 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 processfailed to produce the expected result, eg if the
advertising method has produced toomany candidates, you may want to
examine what happened and why in order to makeit more efficient in the
future. Future recruitment exercises may requir e modificationsto the
methods used - a successful recruitment for one job does not
automaticallymean the same method will be as successful again. This is
particularly true if thelabour market changes, with, for instance, fewer
school leavers but more matureworkers being available.Recruitment and
induction may be a continuous process inyour organisation, necessitating
mor e or less constant monitoring.Monitoringregularly will also ensure
equal opportunity policies are being actively pursued, andthat internal
candidates are receiving the same consideration as exter nal candidates.

Application forms

Application forms can help the recruitment process by providing

necessary and relevantinfor mation about the applicant and their skills .
The design of the for m needs to berealistic and straightforward,
appropriate to the level of the job.

Using applicationforms has the following advantages:

_ comparing like with like is easier. CVs can be time-consuming and
may not provide the infor mation required.

_
they provide t he 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 exper ience as
stated bythe applicant.
Care also needs to be taken over some less positive aspects of
application forms:
there is a temptation to use application for ms to try to extract too much
information, eg motives, values and personality character istics. The
form shouldconcentrate on the exper ience, knowledge and
competencies needed for the job

some people may dislike filling in forms and so be put off applying for
the job. Some ver y experienced people may find the for m inadequate,
whilst those withlittle in the way of qualifications or experience may be
intimidated by large emptyspaces on the form.

application for ms add another stage, and therefore more time, to the recr
uitment process. Some candidates may be lost if they can obtain work
elsewhere more quickly

Application forms may inadvertently be discriminatory. For instance, to

requir e a for m to be filled out 'in your own handwriting', where written
English isnot r elevant 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 (mar ital status), ethnic origin or date of
birth requestedfor monitoring purposes (eg for compliance with the legal
requirements and codes of practice on race, sex, disability and age
discrimination) should be clear ly shown to befor this purpose only, and
should be on a separate sheet or tear-off section. Suchinfor mation need
only be provided on a voluntary basis. Medical infor mation should also
be obtained separately and kept separate from the application form.

M E T H O D S O F RECRUITMENT
All methods of recruitment can be put into three categories:
a) Direct method
b) Indirect method
b) Third-party method
a) Direct Method:
These include the campus interview and keeping a live register of job
seekers. Usuallyunder this method, information about jobs and profile
of persons available for jobs is exchanged and preliminar y screening is
done. The short listed candidates are thensubjected to the remainder of
the selection process. Some organization maintains liveregisters or
record of applicants and refers to them as and when the need arises.

b) 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. Whereasall 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 adver
tisement is clear and to the point, candidates can assess their abilities and
suitability for the position and onlythose who possess the requisite
qualifications will apply

c) Third Party Method:

Various agencies ar e used for recr uitment under these methods. These
include commercialand pr ivate employment agencies, state
agencies, and placement offices of schools,colleges and professional
associations, recruiting firms, management consulting
firms,indoctrination seminars for college pr ofessors, friends and
relatives.
Employment Agencies:
They are specializing in specific occupation like general office help,
salesman,technical wor kers, accountants, computer staff, engineers and
executives and suitable
persons available for a job. Because of their specialization, they can inte
rpret theneeds of their clients and seek out particular types of persons.

State or Public Employment Agencies:

They also knew as Employment or Labor Exchanges, ar e the main

agencies for publicemployment. They also provide a wide range of
services, like counseling, assistancein getting jobs, information about the
labor market, labor and wage rates, etc.

Executive Research Agencies:

They maintain a complete information records about employed

executives andrecommend persons of high caliber for manager ial,
marketing and productionengineers¶ posts. These agencies are looked
upon as µhead hunters¶, µraiders¶, andµpirates¶.

Trade Unions:

The employers to supply whatever additional employees may be needed

often call onTr ade Unions. Unions may be asked for recommendations
largely as a matter of courtesy and an evidence of goodwill and
cooperation

Prof essional 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 onto the interview stage.
Such a sift serves t o mat ch the applicants as closely as possibleto the job
and person specification and to produce a shortlist of people to int erview.
To avoid any possibility of bias, such sifting should be undertaken by
two or more people, and it should involve the direct line manager/super
visor as well as personnel. Thesifting 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 applicationform/information pack sent to the
applicant.
If your organisation believes that pre-employment health screening is
necessary, youmust make sure it is carried out in a non-discriminat ory
way:
for instance, do notsingle out disabled people for medical assessment. If
a report from any individual'sdoctor is sought, then per mission must be
given by the individual, and they have theright to see the report (Access
to Medical Repor ts 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 inadvance if any particular arrangements need to be made
to accommodate them onarr ival or during the interview; for instance,
ramp access or lighting levels. Theinvitation letter should also clearly
state whether the organisation will pay thecandidate's reasonable travel
expenses for the interview.

A formal definition of selection is as following:

³It 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.

B A R R I E R S T O E F F E C T I V E SELECTION

The main objectives of selection are to hire people having competence

andcommitment. This objective is often defeated because of certain
barr iers. Theimpediments, which check effectiveness of selection, are
perception, fairness,validity, r eliability and pressure.

Fairness:

Fairness is selection requires that no individual should be discriminateda

gainst on the basis of religion, region, race or gender . But the
low number s of women and other less-privileged sections of the society
in middle and senior management positions and open discr imination on
the basis of age in jobadvertisements and in the selection process would
suggest that all the efforts tominimize inequity have not been ver y
effective.

Reliability:

A reliable method is one that will produce consistent results whenr

epeated 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 of compulsions are obviously not the rights ones.
Appointments to public sector under takings generally take
place under such pressures.

SELECTION PROCEDURE

The selection procedure is concerned with secur ing r elevant infor

mation about anapplicant. This infor mation is secured in a number of
steps and stages. The objective of selection pr ocess is to determine
whether an applicant needs the qualification for aspecif ic 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, factsmay come to light, which lead
to the r ejection of the applicant. A procedure may beconsider ed 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 applicantat 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 usuallyincreases with the level and responsibility of the position
to be fulfilled.

A well-organized selection procedure should be designed to select

sustainablecandidates for various jobs. Each step in the selection process
should help in getting moreand more information about the
candidate. Ther e is no idle selection procedure appropriate for all cases

Steps in the select ion process:

_ Preliminar 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 fulfills the minimum

qualification.
The preliminary interview is generally quite brief. Its aim is to eliminate
the unsuitablecandidate. The job seekers are r eceived at the reception
counter of the company. Thereceptionists or other official interviews the
candidates to determine whether he isworthwhile or the candidate to fill
up the application blank. Candidates processing theminimum
qualification and having some chances of being selected ar e given
the prescr ibed application form known as application blank.

Application Blank:

The candidates are required to give full information about their age,
qualification,exper ience, family background, aptitude and interests
act in the application blank. Theapplication blank provides a written
recor d about the candidate. The application for mshould be designed to
obtain all relevant information about the candidates. All applications
received from the candidates are carefully scrutinized. After
thescrutiny more suitable candidates among the applicants are short-
listed for written testsand 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 tr aits and work behaviors
can be predicted by sampling, however tests are not fully reliable and
they alsoinvolve time and money. Test is more useful in identifying and
eliminating unsuitablecandidates therefore should be used only as
supplements rather than an independenttechnique 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; theselector 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,

interviewsuffers 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 fr om 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 interviewroom should be free from noise and
interruptions. The environment should be
confidentand quite. People generally talk fr eely and frankly when there
is pr ivacy and comfor t.Ther efore, candidates should be put at ease.
The interviewer should pay full attention towhat the candidates have to
say.
Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical
examination. APanel of doctors to insure that they are healthy and
physically fit for the job does amedical check-up of such candidates. A
proper medical examination will also ensur e thatthe candidates selected
do not suffer from any serious desirous which may cr eate problems in
futur e.

Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical
examination. APanel 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 ensurethat the candidates selected
do not suffer from any serious desirous which may create problems in
futur e.

Checking Reference:

Generally, every candidate if required to state in the application form,

the name andaddress of at least two responsible persons who know him.
The reference may not givetheir Fr ank opinion unless promises made
that in all infor mation will be kept strictlyconfidential. 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
backgroundinvestigation ar e for mally appointed by issuing
appointment letter to them. They areasked to join duty by the specified
date. No selection procedure is foolproof and the bestway judge a person
is by observing him working on the job. Candidate who givessatisfactory
during the probationar y period are made permanent.
S U C C E S S I V E H U R D L E S I N T H E S E L E C T I O N PR
OCESS

CHAPTER 3:
_
_
COMPANY PROFILE
.

BANK PROFILE
.

OVERVIEW

ICICI Bank is India's second-lar gest 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 endedMarch 31, 2008. ICICI Bank is
second amongst all the companies listed on the Indianstock exchanges in
ter ms 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. I CI CI Bank offers a wide range of banking products and
financial ser vices to corporate and retailcustomers through a variety of
delivery channels and thr ough its specialised subsidiariesand affiliates
in the areas of investment banking, life and non- life insurance,
venturecapital and asset management. The Bank currently has subsidiar
ies in the UnitedKingdom, Russia and Canada, branches in Unites
States, Singapore, Bahr ain, HongKong, Sri Lanka, Qatar and Dubai
Inter national Finance Centre and representative officesin United Arab
Emirates, China, South Africa, Bangladesh, Thailand, Malaysia
andIndonesia. 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 Amer ican Depositar y Receipts(ADRs) are listed on the New York
Stock Exchange (NYSE).

HISTORY OF T H E BANK ICICI

Bank was originally promoted in 1994 by ICICI Limited, an Indian

financialinstitution, and was its wholly-owned subsidiar y. ICICI's
shareholding in ICICI Bank wasreduced to 46% through a public
offering of shar es in India in fiscal 1998, an equityoffering in the form
of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisitionof
Bank of Madura Limited in an all-stock amalgamation in fiscal 2001,
and secondarymarket sales by ICICI to institutional investors in fiscal
2001 and fiscal 2002. ICICIwas formed in 1955 at the initiative of the
World Bank, the Government of India andrepresentatives of Indian
industry. The principal objective was to create a developmentfinancial
institution for providing medium-term and long-term project financing
to Indian businesses. In the 1990s, ICICI tr ansfor med its business from
a development financialinstitution offering only project finance to a
diversified financial services group offering awide var iety of products
and services, both dir ectly and through a number of subsidiariesand
affiliates like ICICI Bank. In 1999, ICICI become the first Indian
company and thefirst 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 theemerging competitive scenar
io in the Indian banking industry, and the move towardsuniversal
banking, the managements of ICICI and ICICI Bank formed the view
that themerger of ICICI with ICICI Bank would be the optimal strategic
alternative for bothentities, and would create the optimal legal structure
for the ICICI group's universal banking strategy. The merger would
enhance value for ICICI shareholders through themerged entity's access
to low-cost deposits, greater opportunities for earning fee-basedincome
and the ability to participate in the payments system and provide
transaction- banking ser vices. The merger would enhance value for I CI
CI Bank shareholders througha large capital base and scale of
operations, seamless access to ICICI's strong corporaterelationships built
up over five decades, entry into new business segments, higher
marketshare in various business segments, particularly fee-based
services, and access to the vasttalent pool of ICICI and its subsidiaries.
In October 2001, the Boards of Directors of ICICI and I CI CI Bank
approved the mer ger of ICICI and two of its wholly- owned
retailfinance subsidiar ies, ICICI Personal Financial Services Limited
and ICICI CapitalServices Limited, with ICICI Bank. The merger was
approved by shareholders of ICICIand ICICI Bank in January 2002, by
the High Court of Gujarat at Ahmedabad in March2002, 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
bankingoperations, both wholesale and r etail, have been integrated in a
single entity.

Basic Things:

y ICICI Group expects all its employees, officers and directors to act in
accordancewith high pr ofessional and ethical standards. You must be,
and be seen to be,committed to integrity in all aspects of your activities
and comply with allapplicable laws, regulations and internal polices.
y 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(µthe Code¶), and with policies of your
respective business units.
y The standards of the Code are not necessar ily prescribed by the
regulators - theyaresomething, which a well respected institution must
have in place and adhere toon an ongoing basis. We therefore expect a
high level of ethical conduct.
y You must conduct your duties according to the language and spir it of
this Codeand seek to avoid even the appearance of impr oper behaviour.
You should beaware that even well intentioned actions that violate the
law or this Code mayresult in negative consequences for ICICI Group
and for the individuals involved.y While covering a wide range
of business practices and procedures, these standardscannot and do not
cover every issue that may arise, or every situation whereethical
decisions must be made, but rather set forth key guiding principles
thatrepr esent ICICI Group¶s policy.

ICICI Group

SERVICES PROVIDED BY BANK A B C D

EP E R S O N A L D e p o s i t s L
o a n s C a r d s I n v e s t m e n
t / I n s D e m a t B A N K
I N G u r a n c
e s e r v i c e /
O n l -
i n e serviceN R I M o n e
y B a n k I n v e s t m -
e n t P r o p e r t y I
n s u r a -
B A N K I N G t r a n s f
e r A c c o u n t s S o l u
t i o n s n c e /
L o a n B U S I N E S S C o r p o r
a t e n e t C a s h T r a d e O n l i n
e t a x e s S M E s e r v i c e s B
A N K I N G b a n k i n g M a n a g e m
e n s e r v i c e s t

Workplace Responsibilities

Fair Employment Practices and Diversity:

y ICICI Group is committed to adoption of fair employment practices. I t

ensuresdiversity 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.

y 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 thedate of cessation) directly or indirectly on your
own accord or on behalf or inconjunction with any other person, convey
or solicit or attempt to induce anyemployeeor business associate to leave
their cur rent employment with the ICICIGroup and jointhe service of
the new employer or any competitor.
Fair Competition:

y Although it is common to gather information about the gener al

marketplace,including competitor s' products and services, the Company
wants to compete fairlyDrug Free Workplace.

y You should ensure that your workplace is healthy and productive and
free fr om drugsDiscrimination and Harassment and Intimidation.

y ICICI Group is committed to prohibition of harassment and

intimidation of employeesin the workplace. The ICICI Group
discourages conduct that impliesgranting or withholding favours or
opportunities as a basis for decisions affecting anindividual, 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 thr eat or a
promise, whether explicitor implied.

y ICICI Group has a Gender Neutral Policy that prohibits unwelcome

advances,requests for sexual favours, or other verbal or physical
conduct where such conducthas 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.
y ICICI Group considers safety of employees as the primar y concern.
The ICICI Groupis committed to safety of employees and expects its
businesses and employees tocomply fully with appropriate laws and
internal regulations.
y ICICI Group encourages responsible behaviour of its employees and
colleagues thatresult in the best possible accident prevention
measures. This applies both to thetechnical planning of workplaces,
equipment, and processes and to safetymanagement and personal
behaviour in everyday workplace.
Awards & Recognit ions
ICICI Bank
2008

ICICI Bank wins Finance Asia Country Awar ds 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 TheAsian Banker
 Ms. Madhabi Puri Buch, ED, ICICI Bank wins FICCI's "Young
WomenAchievers" Award.
 Mr. K. V. Kamath, MD & CEO, ICICI Bank wins "The Asian
Banker LeadershipAchievement 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 mostsuccessful
in building its own niche in Asia's competitive syndicated
loanmarket.
 The Asset Triple A Transaction Banking Awards, 2008Best Trade
Finance Bank in IndiaBest Transaction Bank in IndiaBest Cash
Management Bank in IndiaBest 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" byInstitute 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 Direct or & Chief Financial
Officer
 Mr. V. Vaidyanathan, Executive Director
 Ms. Madhabi Puri-Buch, Executive Direct or
 Mr. Sonjoy Chatterjee, Executive Director

CHAPTER 4 :-
_ DATA ANALYSIS ANDINTERPRITATION
DATA INTERPRETATION

A questionnaire was prepared for the purpose of getting feedback from t

he employees andmanager regarding ³Recruitment & Selection
Procedure´ of their company. 30 employees ar eselected from different
department and were distr ibuted the questionnair e from the purpose
of the study.

Analysis of the data

The analysis of the data is done as per the survey finding. The data is
representedgraphically in percentage.
The percentage of the people opinion were analyzed and expressedin the form
of charts and have been placed in the next few pages.

Manpower Planning
1. Specify the time period(s) for which the estimates are made?
S.NO. OPINION NO.OFPERCENTAGERESPONDENT1. 0-
2years 9 30%
2. 2-3year s 6 20%3.
3. 3-4years 9 30%4.
4. 4&above years 6 20%

Time Period for Estimate

20% 0-2years30%2-3years3-4years30%4&above years20%

20% people said that the company specifies 0-2 year for making
estimation of forecasting.30% people said that the company specifies 2-
3 year s for making estimation.30% people said that the company
specifies 3-4 years for making the estimation of forecasting.20% people
said that the company specifies 4 & above time period for
makingforecasting.2. Does your organization plan the recruitment
policy?

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S.NO. OPINI ON NO.OFPERCENTAGERESPONDENT1. Yes 30

100%2. No 0 0%
Writt ri t t P liy
0%Yes No100%
100% people said that the plan the requirement policy3. What do you
suggest should be the basis of forecasting?
S.NO. OPINION NO.OFPERCENTAGERESPONDENT
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1 . T o t a l c o s t
o f t h e 6 2 0 % project2.
Past experience 12
40%3 . D i f f e r e n t p
h a s e s 9 3 0 % of the
project4. All of the above 3 10%
BasicForcasting
To tal cost of the pro ject1 0%2 0%P a s t e x p e rience30 %Diffe
rent phas es o f the pro ject4 0%All of the a bove
20% people said that their company forecast on the bases of Total cost
of the project.40% people said that the company forecast on the bases of
past exper iences.30% people said that the company forecast on
the bases of the Different phases of the project.10% people said that the
company forecast on the bases on of the above4. Do you think the
present recruitment policy is helpful in achieving the goals of
thecompany?
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S.NO. OPINI ON NO.OFPERCENTAGERESPONDENT1. Yes 15

50%2. No 6 20%3. To some extent 9 30%
Recr it ent P licy
30% Yes No50%To some extent20%
50% people said that the company¶s r ecruitment policy is helpful in
achieving the goals.20% people said that the
company¶s recruitment policy is not helpful in achieving thegoals.30%
people said that the company¶s recruitment policy is helpful to some
extent inachieving the goals.
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5. Through which source your organizations recr uit the employees?

S.NO. OPI NION NO.OFPERCENTAGERESPONDENT1.
Inter nally 6 20%2. Externally 18 60%3. Both 6 20%
Sources of Recruitment
2 0 % 2 0 % InternallyExternallyBoth60%
20% people said that the company recr uits the employee from the
internal sources.60% people said that the company recr uits the
employee from the external sources.20% people said that the company
recr uits the employee from the both sources.
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6. Which of the following external sources you choose for the r

ecruitment of theemployees?
S.NO. OPINION NO.OFPER RESPONDENT1 . E
m p l o y e e E x c h
a n g e 6 2 0 % Consultant2.
Private Employee Agencies 6 20%3. Advertisement 3 10%4. Internet 12
40%5. Any other 3 10%
E x te rna l rce s
E m p loy ee E xcha ngeC o nsulta ntr i a t e E m p l o y e e 1 0%20 %
¡
A ge nc ie sA dve rtis em
ent4 0 %
2 0 % Inte
rnet10 %A ny o ther
20% people said that the company uses the employee exchange
consultants.20% people said that the company uses private employment
agencies.10% people said that the company uses the advertisement
method.40% people said that the company uses the Internet method.10%
people said that the company uses the any other way.
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7. Does your organization recruit employees through latest method of re

cruitmentthrough Internet?
S.NO. OPINION NO.OFPERCENTAGERESPONDENT1. Yes 30
100%2. No 0 0%
Latest Reqruitment Policy
0%Yes No100%
100% people said that the company uses the latest method of r
ecruitment.8. Is company use own web site for recruitment.?
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S.NO. OPINION NO.OFPERCENTAGERESPONDENT1. Yes 27

90%2. No 3 10%
Use Own Web Site
10%Yes No90%
90% people said that the company uses his own web site for
recruitment.10% people said that the company not uses his own web
site.
9
How much number of employees you train in a year?
.
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S.NO. OPINION NO.OFPERCENTAGERESPONDENT

1. 5-10 Emp. 0 0%2. 10-15 Emp. 6
20%3 . 1 5 & a b o
v e 2 4 8 0 % Emp.
No. of Emplo ees Trainned in a ear
0% 20%5-10 Emp.8 0 % 1 0 -
1 5 E m p . 15&
above Emp.
80% people said that the company trains 10-15 Employees in a
year.20% people said that the company trains 15&above Employees in a
year 10. Is Inter net recruitment is effective in your opinion?

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Read free for 30 days
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