Aditya Bhola 2D-7,HR Core

1

Company Project Study Report

on

“E - Recruitment in Banking Industry”

Project A: Sourcing for and closing Retail Branch Banking Profiles Project B: Project Trainee Evaluation Module Project C: Impact of Training on Attrition

At HDFC Bank, Human Resources,

Mumbai.

Project Duration: 1st April 2008 – 30th June 2008

Under the Guidance of

Ms. Reshma Daryanani, RSM Human Resources, HDFC Bank Ltd.

Presented by: Aditya Bhola

Human Resources (Core) PRN: 07020441067

Class: 2 D Roll No: 7 SIMS, Pune

Dated: 10th July 2008

[email protected] +91-9820325065

“E-Recruitment in Banking Industry”

SIMS/CPS/Aditya Bhola/HR (Core)/2D-7 2

Table of Contents

S.No Topic Page No.

1 Acknowledgement 3

2 Executive Summary 4

3 Company Profile 5

4 HR Organization Structure 8

5 HR Team Structure 9

6 Project A: Sourcing for and closing RBB Profiles 16

7 Project B: Project Trainee Evaluation Module 19

8 Project C: Impact of Training on Attrition 22

9 Recommendations 43

10 Bibliography 44

11 Annexure 1: JD of Imperia RM 45

12 Annexure 2: JD of Head RB 46

13 Annexure 3: Side 1 of Project Trainee Evaluation Sheet 47

14 Annexure 4: Side 2 of Project Trainee Evaluation Sheet 48

15 Annexure 5: Mandatory Training Program List 49



Acknowledgement I would take this opportunity to extend my sincere and heartfelt gratitude to my project guide Ms. Reshma Daryanani for her constant guidance, patience and support throughout the duration of the project. Without their inputs and constant encouragement this project could not been carried out and completed in an efficient manner. I would also like to extend my gratitude to Mr. Irfan Ansari, Ms. Chinmayi Trivedi, Ms. Prajakta Bhagat and Mr. Chinmay Adhikari for the extension of support and making me feel welcome in the Recruitment Team of HDFC Bank. My colleagues Ms. Vidhu Varma, Mr. Edmund Alvares, Mr. Jenil Kikani, Mr. Dhanesh Shah and Mr. Ketan Kelkar also made my internship very pleasant and were always ready to help. I would also like to take this opportunity to thank Mr. Philip Mathew, Sr. VP, Human Resources and Mr. Harsh Kumar, DVP, Human Resources who took time out of their demanding schedules to be present for my project’s final presentation and displayed interest by discussing and deliberating on the matter presented. It was indeed a great honor and a feeling of great achievement to present before such eminent and talented individuals. Last but not the least I extend my deep gratitude to my alma mater “Symbiosis Institute of Management Studies”, my professor Mr. Deven Dhanak and our dedicated staff and students, the Director and the Deputy Director, who have been instrumental in my being able to be a part of such an enriching project and being able to contribute to a dynamic and imminent organization like HDFC Bank Ltd..

Thank You All...

Aditya Bhola SIMS, Pune



Executive Summary .

The “E - Recruitment in Banking Industry” Summer Project at HDFC Bank Ltd was divided into 3

sub-projects.

Project A:

Sourcing Candidates for Recruitment in Retail Branch Banking vertical from multiple sources like Jobsites,

Employee Referrals, Candidate References and closing senior level profiles like Head Relationship

Banking, Imperia Relationship Managers, NRI Relationship Managers and Investment Relationship

Managers. Maximum Grade given to candidates sourced by me was Band 3 (Sr. Manager).

Project B:

Developing a Summer Trainee Performance Evaluation Module for decision making on Pre Placement

Offers. The Project Guide of the Summer Trainee appraises the Trainee on several personal and work

related dimensions. A software tool was also developed which converts the ratings into scores and helps

Human Resources decide on a Pre Placement Offer to the Summer Trainee

Project C:

Project on Impact of Training on Attrition in the Retail Branch Banking Vertical. A software tool was

developed using chi-square test which accepts Employee Count of Trained and Untrained Employees and

this count is subdivided into Current and Exited Employees. This software tool finds out whether Training

has an impact on Attrition or not. Mandatory Training Programs were identified in the above mentioned

vertical and an Attrition analysis was done. Recommendations were given to Training Head and Vertical

Head on how to reduce Training based attrition.



Company Profile: HDFC Bank Ltd. The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalization of the Indian Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995. HDFC is India's premier housing finance company and enjoys an impeccable track record in India as well as in international markets. Since its inception in 1977, the Corporation has maintained a consistent and healthy growth in its operations to remain the market leader in mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has developed significant expertise in retail mortgage loans to different market segments and also has a large corporate client base for its housing related credit facilities. With its experience in the financial markets, a strong market reputation, large shareholder base and unique consumer franchise, HDFC was ideally positioned to promote a bank in the Indian environment. Business Focus: HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound customer franchises across distinct businesses so as to be the preferred provider of banking services for target retail and wholesale customer segments, and to achieve healthy growth in profitability, consistent with the bank's risk appetite. The bank is committed to maintain the highest level of ethical standards, professional integrity, corporate governance and regulatory compliance. HDFC Bank's business philosophy is based on four core values - Operational Excellence, Customer Focus, Product Leadership and People. Capital Structure: The authorized capital of HDFC Bank is Rs.450 crore (Rs.4.5 billion). The paid-up capital is Rs.311.9 crore (Rs.3.1 billion). The HDFC Group holds 22.1% of the bank's equity and about 19.4% of the equity is held by the ADS Depository (in respect of the bank's American Depository Shares (ADS) Issue). Roughly 31.3% of the equity is held by Foreign Institutional Investors (FIIs) and the bank has about 190,000 shareholders. The shares are listed on the Stock Exchange, Mumbai and the National Stock Exchange. The bank's American Depository Shares are listed on the New York Stock Exchange (NYSE) under the symbol "HDB". Management: Mr. Jagdish Capoor took over as the bank's Chairman in July 2001. Prior to this, Mr. Capoor was a Deputy Governor of the Reserve Bank of India. The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25 years and before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia. The Bank's Board of Directors is composed of eminent individuals with a wealth of experience in public policy, administration, industry and commercial banking. Senior executives representing HDFC are also on the Board. Senior banking professionals with substantial experience in India and abroad head various businesses and functions and report to the Managing Director. Given the professional expertise of the management team and



the overall focus on recruiting and retaining the best talent in the industry, the bank believes that its people are a significant competitive strength. Businesses:

HDFC Bank offers a wide range of commercial and transactional banking services and treasury products to wholesale and retail customers. The bank has three key business segments:

Wholesale Banking Services The Bank's target market ranges from large, blue-chip manufacturing companies in the Indian corporate to small & mid-sized corporates and agri-based businesses. For these customers, the Bank provides a wide range of commercial and transactional banking services, including working capital finance, trade services, transactional services, cash management, etc. The bank is also a leading provider of structured solutions, which combine cash management services with vendor and distributor finance for facilitating superior supply chain management for its corporate customers. Based on its superior product delivery / service levels and strong customer orientation, the Bank has made significant inroads into the banking consortia of a number of leading Indian corporates including multinationals, companies from the domestic business houses and prime public sector companies. It is recognized as a leading provider of cash management and transactional banking solutions to corporate customers, mutual funds, stock exchange members and banks.

Retail Banking Services The objective of the Retail Bank is to provide its target market customers a full range of financial products and banking services, giving the customer a one-stop window for all his/her banking requirements. The products are backed by world-class service and delivered to the customers through the growing branch network, as well as through alternative delivery channels like ATMs, Phone Banking, Net Banking and Mobile Banking. The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank Plus and the Investment Advisory Services programs have been designed keeping in mind needs of customers who seek distinct financial solutions, information and advice on various investment avenues. The Bank also has a wide array of retail loan products including Auto Loans, Loans against marketable securities, Personal Loans and Loans for Two-wheelers. It is also a leading provider of Depository Participant (DP) services for retail customers, providing customers the facility to hold their investments in electronic form. HDFC Bank was the first bank in India to launch an International Debit Card in association with VISA (VISA Electron) and issues the MasterCard Maestro debit card as well. The Bank launched its credit card business in late 2001. By September 30, 2005, the bank had a total card base (debit and credit cards) of 5.2 million cards. The Bank is also one of the leading players in the "merchant acquiring" business with over 50,000 Point-of-sale (POS) terminals for debit / credit cards acceptance at merchant establishments. Treasury Within this business, the bank has three main product areas - Foreign Exchange and Derivatives, Local Currency Money Market & Debt Securities, and Equities. With the liberalization of the financial markets in India, corporates need more sophisticated risk management information, advice and product structures. These and fine pricing on various treasury products are provided through the bank's Treasury team. To comply with statutory reserve requirements, the bank is required to hold 25% of its deposits in government securities. The Treasury business is responsible for managing the returns and market risk on this investment portfolio.



Global HR Excellence Awards at the Asia Pacific HRM Congress HDFC Bank has bagged as many as ten awards at the Asia Pacific HRM Congress held in Mumbai from February 12-14 2008. Over 500 professionals from 60 countries attended the Congress. Besides these awards, our Country Head, Human Resources, Mandeep Maitra, had the rare distinction of being named both, HR Professional of the Year 2007-08 (as part of the Global HR Excellence Awards) and ‘RASBIC Personality of the Year 2007-08’ (RASBIC Awards). Mandeep received the HR Professional award from Dr. Roger Kaufman, eminent Strategy Leader and Director, Florida State University, USA, Arun Arora, Chairman Asia Pacific Congress and former Chairman, The Times of India Group and Sameer Nair, CEO NDTV Imagine. The RASBIC Personality of the Year award was presented to Mandeep by Harish Mehta, Vice Chairman of the Asia Pacific HR Congress and CMD, Onwards Technologies and Ms. Belani, Country Head, Human Capital Watson and Wyatt. In the overall rating, HDFC bank was declared the first runner-up and was named the 'Employer Brand of the Year 2007 -2008' across industry segments. The categories under which HDFC bank was awarded are: Recruitment and Selection Best in Class (RASBIC) Awards:

• Organization with Best Overall Recruitment and Selection Practices • Organization with most Informative Recruitment Practices • Best use of technology in recruitment

Global HR Excellence Awards:

• Organization with most Innovative HR Practices

Employer Branding Awards:

• Best HR Strategy in Line with Business • Organization with Innovation in Recruitment • Organization with Innovation in Career Development • Talent Management • Excellence in Training

Mandeep Maitra Group Head, HR, HDFC Bank Ltd.



Human Resources Organization Structure



Human Resources Team Structure at HDFC Bank There are well defined Teams in HDFC Bank Human Resources which work in co-ordination with one another to ensure that the Entire Process from Recruitment to Exit is done effectively. These Teams carry out the tasks in a particular order. A candidate comes to the Recruitment Team for hire and in the end goes to the Exit team in case he leaves the Organization. The procedures followed by the Teams are given below in the Order the handle the process.

Detailed Process followed by each of these Teams is given below. 1. Recruitment Team This Team is the first team where the Candidate comes. There are budgets released every quarter which tells the Recruitment Team which profiles to recruit and in what number. These budgets are decided by the line managers as per the requirement in the respective branches. For Example, if a Branch Manager has a requirement of a Teller, he intimates his Cluster Head who approves the requirement and intimates the Zonal Head. The Zonal Head then intimates this budget information to the Recruitment Team. This is where the task is assigned to the Recruitment Team to hire Employees. The Recruitment is done by an RSM (Regional Service Manager). Each RSM reports to an RHRC (Regional HR Coordinator). An RSM has contract staff as a team which facilitates the Recruitment Process. Recruitment is done by various channels at HDFC Bank. Following is a brief description of these channels. 1. Job Websites like Monster and Naukri. 2. Employee Referral called “Karo Siffarish”. 3. Campus Recruitment 4. Placement Agency 5. Internal Job Watch

Exit Team

Transfers and Data Correction

Confirmation Team

New Joinee Team

Offers Team

Recruitment Team



Candidate can first have a Line Round and then HR Round or vice-versa. Cluster Head Approval is a mandatory requirement for all Profiles. This is usually taken by e-mail. RSM can recruit profiles from Band 1-A to Band 4. For Band 3 and 4, an Interview by the Zonal Head is also required. The vertical head needs to sign off on the IRS for band 3 and 4. The step by step Procedure is as follows.

1. Candidate is sourced by one of the channels of Recruitment and scheduled for an Interview. 2. Complete set of Documents are made

a. IRS. b. Application Blank. c. CV of the Candidate. d. Passport size Photo. e. Latest Salary slip. f. Test score (If candidate has work experience less than 3 years) g. Relieving letter from the last Organization (if not working).

3. Interview by line, if rejected then Candidate is asked to leave. A regret e-mail is sent to him. 4. If selected by line the HR round is done and if the Candidate is selected, the RSM discusses the

Compensation and Grade. 5. After 2 days the Candidate is mailed a detailed breakup of his salary and is asked to reply by mail if

he/she accepts the Offer. 6. If the Offer is accepted by the candidate, the Co-ex makes the Fitment of the candidate and attaches it

to his back papers and takes signoff of RSM or vertical head incase of salary exception. 7. The offers team is then given these papers and they generate an offer letter with 5 days and mail the soft

copy of the Offer letter to the RSM. 8. The printout of the offer letter is taken by the recruitment team and the candidate is called to collect his

offer letter 9. When the candidate come to collect his offer letter, he is explained the offer letter by the recruitment

team and is given a welcome kit and is sent for a free medical examination by authorized Hospitals or clinics.

10. Within 4 days of the medical the fitness status of the candidate reaches the RSM. 11. If the candidate is medically fit he is telephonically communicated to resign from his current

organization and join after completing his notice period. 12. If the candidate is medically unfit he is sent for re-medicals at his own expense. 13. Notice period buyout is also done for all profiles except Personal Banker and Teller. 14. When the candidate reports to HR on the date of joining he is sent to New Joinee Helpdesk and then

back to RSM who tells the candidate about his Branch. 15. The candidate reports to the Branch and meets his supervisor and Branch Manager who will send a

Joining Intimation Report (JIR) to the New Joinee Team.



Recruitment Process Flowchart





2. Offers Team After the candidate is selected, his papers are sent to the offers team for generating an offer letter. The follow a procedure given below:

1. They check the papers and if they are complete, this is a part of Pre-processing. They check for fitment sheet signoff by the vertical Head in case of salary exception, Test exception and incase the candidate is a correspondence graduate.

2. Relieving letter in case the candidate is not working. 3. Approvals by the line on IRS. 4. Papers should have the latest salary slip, CV and Application blank with the Photograph. 5. The last column of application blank should contain the signatures of the candidate. This is for legal

safety. 6. HDFC Bank has No Poaching agreement with a few sister concerns like IL&FS securities, Centurion

Bank of Punjab and Birla Sunlife Insurance. So no hires are encouraged from these companies. Incase the candidate is from ADFC his performance rating & relieving letter is required and incase he is from HBL (HDFC Bank Ltd) he must have an NOC and a relieving letter.

7. In case any of the above is incomplete, the Offers Team sends the papers back to the RSM for a re-work. 8. Offer letter is generated by entering the Band and Salary in a software. There is a cover page in an offer

letter which states the candidates name, band, grade, contact number, applicant number and salary breakup. The next set is the offer letter on HDFC Bank letter head with terms and conditions of the Organization. The next two sets are the offer letter printout on normal paper with acceptance column and references column.

9. The Offer letter is given to Data Entry Team which enters the data in HRMS. 10. The totals of the salary breakup are then checked by the offers team incase of salary exception. 11. The name of the person to signoff the offer letter is also checked. He should be the concerned vertical’s

RHRC or the Vertical head (band 3 and above). 12. The soft copy of the offer letters are then e-mailed to the concerned RSM. Only band T, 1-A and 1-B

offer letters are mailed. Band Rest of the offer letters are attached with the back papers and then dispatched to the RSM.



3. New Joinee Team After a candidate is declared fit in the medical checkup, he submits his resignation in his current Organization. He joins HDFC Bank when his notice period is over and reports to Human Resources. New Joinee Team completes his joining formalities which includes checking his qualification certificate copies. The candidate is then sent to the RSM who interviewed him. The RSM checks the vacancy in his/her tracker and sends the candidate to his allotted branch. Every new candidate is required to meet the Zonal Head but because of increasing workload sometimes the Zonal Head is not available, in that case the candidate directly reports to his allotted branch and meets the Branch Manger. Following is the procedure followed by the New Joinee Team.

1. The Employee reports to the Branch and the supervisor of the Employee sends a JIR ( Joining Intimation Report) to the new Joinee Team. The JIR consists of basic information like the name, age, designation and branch etc of the candidate.

2. JIR is used to create an Employee code by the New Joinee Team. This is communicated to the Supervisor of the Employee by e-mail.

3. Complete document set is required to be submitted to the New Joinee Team by the Employee, only after the document set is complete, the salary will be released.

4. In many companies the relieving letter is given after 1-2 months. In such cases the RSM is supposed to sign an indemnity form and only the Employee’s salary will be released. The approval for the indemnity form is given by the RSM on case to case basis.

5. The medical hard copy comes to New Joinee Team from designated medical hospitals and clinics and the medical status is entered in Oracle database. In case a candidate is found unfit he is sent for re-medicals at his own expense.

The New Joinee Team has 2 uploads ever month to the finance department for releasing the salary of the Employees. The uploads happen on the 18th and 25th of every month. This is a one time procedure for a new joinee’s first salary release. The subsequent salary is released by the finance department based on this data. For 18th of the month upload the cut off date for the documents completion is the 13th of that month. For the 25th of the month upload the cut off date is 23rd of that month. After the back papers processing is done by the new Joinee helpdesk they are sent to “Safe House” in Andheri, Mumbai which is an outsourced firm for safekeeping of the permanent records of an employee. Reference Check Team: A part of the New Joinee Team is the Reference Check Team; this team does a reference check on the Employee by contacting the previous Employer of the Employee. This team is very essential in finding out the background of the Employee in relation to pending loans or disciplinary cases in the previous Organization. The candidate has to mention two references in the acceptance copy of the offer letter and these references are later contacted by the New Joinee Team. 4. Confirmation Team This is the Team which works towards the confirmation of an Employee after he is found fit to be permanent after his probation period. There are two types of Confirmations done by this team.

a. Lateral Hires (With prior Work Experience) - Confirmed after 6 months - Band 1-A onwards. b. New Joinee (Fresher) – Confirmed after 12 months – Graduate Trainee (GT) , T, ET & MT.

This team retrieves the confirmation data from Oracle database. There are 4 Regional Operations Team working in the 4 regions of the country. The Data from Oracle is sent to the regional operations teams. The supervisor of the employee is mailed the PPR (Probationary Period Review) document. The supervisor appraises the Employee and gives him a rating. The Rating Scales are as under T1 – Outstanding T2 – Exceeds Expectations T3 – Meets Expectations T4 – Does not meet Expectations



The PPR form then goes to senior line and HR heads for approval. The confirmation team then checks the ratings and fixes the salary for the Confirmed Employee. This salary structure is sent to the HR vertical head for approval and a confirmation letter is mailed to the employee. 5. Transfers and Data Correction Team: This team does data entry and has rights to edit the information in Oracle Database. This team ensures that the data is entered and corrected if required after the required approvals only. This team enters and changes the following data.

a. Name of the Employee ( if changed after marriage) b. Address of the Employee and contact numbers. c. Deputation Updation d. Qualification Updation e. Job change Updation f. Location, Organization creation in the system g. City, City class, Cost Code h. New Branch Data entry / Updating Existing Branch Data

This team also facilitates the Transfers of the Employees. This is done in the following cases

a. Employee Request (with Approval) b. Bank behest / Internal Job Watch

The Business head gives approval and then complete data is entered by this team on Oracle Database and the System is updated. Then a transfer order is generated in PDF format and sent to the employee. 6. Exit Team: This is the Team which processes the Exit of an Employee from the Organization. A team of two people handle the PAN India Exit in HDFC Bank. Full and Final settlement of an Employee – a NOC checklist is sent to all the departments relevant and after there is a No Objection Approval, the relieving letter is processed. The NOC checklist consists of return of Office Mobile Phone, Credit Card, and Bank Loan etc. The Intimation for Exit comes from HR/Line to the Exit Team who generates an Offer letter and dispatches it to the Employee after signoff by the HR vertical Head. The Exit team also provides valuable data in case of Attrition analysis. The data for my project was also requested from the Exit Team. Grade Structure at HDFC Bank

Band Grade Name

8 Group Head

7 Executive Vice President

6 Senior Vice President

5 B Vice President

5 A Deputy Vice President

4 Assistant Vice President

3 Senior Manager

2 Manager

1 B Deputy Manager

1 A Assistant Manager



Project A Sourcing candidates through various channels to close Retail Branch Banking Profiles. First half of my Summer Internship at HDFC Bank was on the Job Training through which I was given the task of sourcing candidates through various channels such as Jobsites, Referencing, Employee Referral etc and scheduling them for Interviews with Line and HR. there was huge requirement of certain profiles of Retail Branch Banking which had to be closed. Following was some of the profiles which I helped in closing.

a. Imperia Relationship Managers b. Investment Relationship Managers c. NRI Relationship Managers d. Head Relationship Banking

In a Bank Branch at HDFC Bank there are various profiles. The senior most Employee in a Branch is the Branch Manager who can have a grade upto 5A (Deputy Vice President) depending upon the size of the Branch. A1. Organization Structure of a Branch



A2: My role in Recruitment The daily tasks that I handled in Recruitment Team of HDFC Bank were as follows.

a. Explaining and giving Offer Letters and Joining Kit to the candidates. b. Sending them for Medical Checkup and informing them about their medical status. c. Handling New Joinees by helping them to fill up the joining forms and sending them to their Branch for reporting. d. Completing the pending documents of candidates who mailed me their salary slips, Photographs,

Relieving letters etc if they had not submitted it earlier. e. Intimating Branch Managers about the Candidates who will be joining them on that day. f. Administering Higher and Lower level Aptitude Tests to candidates who had less than 3 years of

work experience. g. Handling walk in candidates and lining them up for Interviews. h. Taking printouts of Offer Letters and getting them signed by the Vertical Head Concerned. i. Handling Summer Internship process of various B-Schools in and around Mumbai.

Handling Recruitment Drives I handled mass recruitment drives as well as special recruitment drives for various middle and senior level profiles of Retail Branch Banking. The process followed by me is given below: 1. Sourcing: Sourcing for the said profiles was done by Jobsites like naukri.com, monster.com, jobstreet.com etc. Job descriptions of some of the profiles are given in the Annexure 1 and 2 Key words, Educational Qualifications, current salary range, Experience in years etc was entered and CV’s were short listed by me. Then a telephonic Interview was done by me and on the basis of that Interview I would lineup candidates for Interview with HR and Line managers. Employee Referrals, References by candidates, Consultant References were also tapped and candidates found suitable were called for an interview. 2. Scheduling: Once I had short listed candidates after screening their CVs and taking telephonic interviews, I would schedule them for an interview, this was done within 3-4 days of calling them and candidates were called in slots of 15 per hour to avoid crowding at the HR Department. Branch Managers were also requested to come to HR Department and conduct line interviews. RSM would take the HR interview if the candidate is found suitable by line manager. An Excel Sheet was made of all the candidates scheduled with the respective timeslots and their cell phone numbers. This Sheet was mailed by me to an Employee in HR Operations who used to use a software to send a reminder SMS to all these candidates 3. Document Completion: When the candidate reports on the day of the interview, he/she was given an application blank by me to fill up. Following documents were required before a candidate faces an interview with the line or HR manager.

a. IRS. b. Application Blank. c. CV of the Candidate. d. Passport size Photo. e. Latest Salary slip. f. Test score (If candidate has work experience less than 3 years) g. Relieving letter from the last Organization (if not working).



4. Taking feedback from the Interviewer: After a candidate has completed the application blank his set of documents with a blank IRS (Interview Record Sheet) was given to the line interview with my comments in pencil on the IRS. Immediately after the candidate is interviewed, I was taking feedback from the line manager so that next time a similar candidate can be sourced or if the candidate was rejected, I can change my sourcing strategy. The candidate was then sent for an interview by the RSM and feedback was taken by me on the candidate. 5. Follow-up with the candidate for documents: Many times the candidates forgot to bring their documents or salary slip or Photograph etc. In that case I gave them my official e-mail id and completed their documents so that they can be sent for further processing. Some of the Profiles which I recruited for are given below with the number of people selected. Profile Name Selected Candidates

Imperia RM 9

Investment RM 5

NRRM 3

Head Relationship Banking 2

Relationship Manager 12

Personal Banker 14

Teller 22

Service RM 2

PB-WD 8

Assistant Branch Manager 2

Branch Manager 1

Maximum Grade given was Band 3 (Senior Manager). Some of the Observations and Recommendations made by me are as follows:

a. Recruitment is least successful in the month of April as all the Employees are going through their annual appraisal and are expecting a hike, even if they get selected they wait till they get a hike from their current company and if the hike is more than what HDFC is giving them, they don’t join up.

b. Monday is a bad day for holding recruitment drives as the weekly agenda and meetings are usually held on Mondays. Many candidates could not come for interviews on Monday Recruitment drives.

c. It is better to take interviews immediately as a candidate reports and if he/she gets selected then we can make them fill up the application blank as if a lengthy form and takes about half an hour to fill up.

d. Candidate can directly report to his/her designated branch and need not come personally to complete his joining formalities to HR as the documents can be dispatched via courier after he reports to his/her branch.

e. Offer letter mails are common to all RSMs and taking printout of the candidates designated for an RSM take an agonizingly long time and adds to confusion, duplication of offer letters and delay. The Offers team should e-mail each RSM his/her own set of candidate Offer Letters.



Project B: Project Trainee Evaluation Module In HDFC Bank there is regular recruiting of Summer Inters from various Management Institutes in India. The Summer Interns usually have a 2 month internship program at the end of which they submit a project report. A need was realized for utilizing some of these summer interns for Employment with HDFC Bank. Hence, I was given the task to create a Summer Internship Evaluation Sheet which would help the Organization select the best of their summer interns and give them Pre Placement Offers (PPO). Various parameters were thought of which would be the basis to evaluate a summer intern by his Project Guide. These parameters were classifies into the following:

a. Personal Qualities b. Work Related Qualities

A 4 point rating scale was used which is also used by HDFC Bank for the annual appraisal of their Employees. This rating scale was converted into equivalent score points which can be added up to arrive at a decision. The conversion is as follows

Rating Scale Category Equivalent Score

1 Outstanding 4

2 Exceeds Expectations 3

3 Meets Expectations 2

4 Does not meet Expectations 1 The Project Guide of the Summer Intern will use this Sheet to Evaluate the Summer Intern and would also write the 3 best recommendations given by the Summer Intern. This would also ensure that any recommendation that might improve the Organizational Efficiency or Processes does not go un-noticed. The Project guide would also ensure that the Evaluation Sheet is countersigned by his Supervisor as this would ensure fair evaluation of a Summer Intern and would provide for the required approval incase a Summer Intern is selected for a PPO. The Evaluation Sheet is to be confidential and is to be dispatched to Human Resources once completed. The co-ex of an RSM will feed in the ratings on a Software tool created by me which will convert the ratings into scores and give a statement as a result which will indicate if a Summer Intern can be considered for a PPO or not. The Printout of this Report will be sent to Vertical Head for Approval if required or can be used during the Interview with the Summer Intern if he/she is selected for a PPO. It is also a way to correlate the effectiveness of the IRS with the ratings given in the Project Trainee Evaluation Sheet. Incase of any of the columns of the Evaluation Sheet is incomplete. The Software Tool Checklist will prompt the co-ex to report this to the RSM. The Evaluation sheet can be used for Summer Interns of any vertical Some of the parameters have been given half weightage and some have been given double weightage which were thought to be more important and critical than the other parameters.



Half Weightage Double Weightage

Professional Appearance Self Motivation

Adaptability to work culture Attention to Details

Taking ownership/Accountability

Ability to think “Out of the box” If a Summer Trainee gets more than a score of 60 in his evaluation, he/she will be eligible to be considered for a PPO as per the vacancy in the vertical concerned. B1: Screenshot of the Software Tool Upper Part:

A: Field to enter Ratings as per given scale. B: Field where the Ratings are converted into equivalent scores.



Lower Part:

C: Total of the scores in all the fields are added and a final score out of 100 is reflected in this field. D: If the Total of the final score exceeds 60, the Summer Trainee can be considered for a PPO. E: The CO-EX of the RSM will fill up his/her response as Y for Yes and N for No in these fields, the software tool will prompt the CO-EX to report any shortcomings in the form to the RSM. Sample of Project Trainee Evaluation Sheet is provided in Annexure 3 and 4



Project C: Impact of Training on Attrition The Third Project given to me was to find out if there is an impact of Training on attrition and recommendations for reducing attrition. There could be many reasons for attrition but it was felt by the Human Resources that Training plays a significant role in controlling attrition. To begin the project there was a need to take the sample of Employees in a particular time frame which could be used to arrive at recommendations for reducing Training based attrition. A 6 month time frame was considered which was updated to 1 year so that Employees are given ample opportunity to receive Training. Source Data Details:

� Data Duration : 6 Months (1st April 2007 to 30th September 2007) � Vertical Covered : Retail Branch Banking � Employees: All hired Employees in the above mentioned period are considered. The Exit and

Training status of The Employees have been updated till 31st March 2008. The data was procured from Training team and Exit Team. The base data consists of the following classes:

a. Employee Code b. Employee Name c. Date of Hire d. Date of Resignation e. Date of Training f. Difference in Date of Joining and Date of Training g. Number of Training Programs Attended h. Total days of Training received i. Tenure in the Organization j. Induction Program (Attended/Not Attended) k. Present Grade l. Present Band m. Present Profile n. Base Region o. Region in which Training was received

The Data was collated and the analysis was conducted. The first task in hand was to find out if there really is a relation between Training and Attrition, no research can be carried on just face value of the data. So various statistical tests were used to ascertain that the Project will make logical sense if carried out. Retail Branch Banking (RBB) of HDFC Bank is what we see on the streets. The Bank Branches, ATM’s, cash Transactions etc are a part of RBB. The largest hiring is done for this vertical and various profiles are given to Human Resources to Recruit and close. Let us have a look ar some of these hired profiles in the given time frame.



C1. PAN India Hired Profiles

Note: (Others): Zonal Head, Zonal Coordinator, PB-Demat, Service RM, Cluster Head, CSRM, etc. The maximum hiring was seen in 5 profiles as shown in the graph below.

Tellers were hired the most at 22.2% of the strength followed by Personal Banker-Sales. Pool staff was also a significant number at 14.6% of the hired strength.

Profile Number of Employees

Asst. Branch Manager 79

Branch Head 100

PB Auth / Teller Authorisers 40

PB Authoriser 81

PB-Welcome Desk 352

Personal Banker 410

Pool 354

Relationship Manager 157

Relationship Manager - NR 22

RM - Imperia 11

RM - Investment 85

Teller 538

Teller Authoriser 76

Others 116

Total Employees 2421



C2. PAN India – Overview of Training Status.

Trained Employees 2021

Untrained Employees 400

Total 2421

We can see that about 16.52% of Employees hired in the given Time Frame were Untrained. This is a significant number and the Attrition will be shown in the coming pages of the report. Attrition in Trained Employees

PAN India Training Status

16.52%

83.47%

0

500

1000

1500

2000

2500

Trained Employees Untrained Employees

Training Status

Nu

mb

er

of

Em

plo

yees



Attrition in Untrained Employees

It was observed that the Attrition in Untrained Employees is 2.17 times of the Trained Employees. C3. Region wise Attrition: A detailed analysis of Region was Training based Attrition was also conducted. 1. Northern Region

It was observed that the Attrition in Untrained Employees is 2.64 times of the Trained Employees.



2. Southern Region:

It was observed that the attrition in Untrained Employees is 1.95 times of the Trained Employees. 3. Eastern Region:

It was observed that the attrition in Untrained Employees is 1.5 times of the Trained Employees. The

Eastern region had the lowest Training based attrition among all the regions. A major reason could be that the states in Easters region are economically backward and the Employees stay longer in the Organization.

Trained

Current 375

Exits 91

Total 466

Attrition (Trained) 20%

Not Trained

Current 31

Exits 20

Total 51

Attrition (Not Trained) 39%

Total Employees 517

Total Trained20% 80%

Current Exits

Total Not Trained

61%39%

Current Exits



4. Western Region:

In the Western region the attrition in Untrained Employees is 2.22 times of the Trained Employees. Region wise Findings:

The highest attrition rate was in the Western Region followed by the Eastern Region.

Region Attrition in Trained Attrition in Untrained

North 14% 37%

South 20% 39%

East 18% 27%

West 18% 40%



C4. PAN India - Profile Analysis: A profile wise analysis was also done on all the major profiles in Retail Branch Banking vertical. Thse profiles were as follows. 1. Teller

Attrition in Untrained Employees is 2.83 times of the Trained Employees 2. Teller Authorizer

Attrition in Untrained Employees is 2.27 times of the Trained Employees



3. Personal Banker-Sales

Attrition in Untrained Employees is 2.21 times of the Trained Employees 4. PB- Welcome Desk




5. PB Authorizer

Attrition in Untrained Employees is 3.35 times of the Trained Employees 6. PBA / TA




7. Relationship Manager

Attrition in Untrained Employees is 1.37 times of the Trained Employees 8. NRRM

There is no Attrition in Trained Employees



9. RM-Investment

Attrition in Untrained Employees is 2.7 times of the Trained Employees 10. RM- Trade Finance

All the RM’s - Trade Finance are Trained



11. RM- Imperia

12. Assistant Branch Manager


Trained

Current 9

Exits 1

Total 10

Attrition (Trained) 10%

Not Trained

Current 0

Exits 1

Total 1

Attrition(Not Trained) 100%

Total Employees 11

Total Trained10%

90%

Current Exits

Total Not Trained

0%

100%

Current Exits



13. Branch Manager

Attrition in Untrained Employees is 0.61 times of the Trained Employees 14. Pool




C5. Research Methodology to find out if Training has an Impact on Attrition: Chi Square Test: Purpose: This test is used to find out the dependence of one variable on the other. Real World Application: In the Analysis of our Data, Chi Square Test will tell us whether Attrition is Dependent or Independent of Training Formula:

Where: fo = observed frequency in a particular cell fe = expected frequency in a particular cell if Ho is true Hypothesis Testing:

� Null Hypothesis: H0: p1 = p2 (There is no impact of Training on Attrition)

� Alternate Hypothesis: Ha: p1 ≠ p2 (Training has an impact on Attrition) Decision Rule

The χ2 test statistic approximately follows a chi-squared distribution with one degree of freedom. α = Confidence Level. (95% or 0.05)

If χ2 > χ2U • Reject H0, • Else do not reject H0

Do not reject H0 Reject H0

χ2U

χχχχ2222

0

αααα

∑−

=χcells all e

2

eo2

f

)ff(



C6. Chi-Square Software Tool This Software Tool was created by me keeping in mind the real life application of Research Methodology.

� Used to find out whether Attrition is Dependent or Independent on Training. � Limitations: The Test loses its accuracy if any entered value is less than 5. � Corrective Action: The Software Tool will apply Yate’s correction if any entered value of Employee

count is less than 5.

A: Data Fields (Employee Count is entered here) B: Chi Square Value with 1 degree of freedom is compared with C: Yates Correction applicability status. D: Conclusion statement.



Chi Square Test Results:

Training affected Profiles

These profiles are shown graphically in descending order of the Training Impact on Attrition. Highest impact was seen on NRRM profile and lowest was in Pool Staff.

Profile wise Attrition

0%

14% 12% 12%

24%19% 20%

23%

50%47%

40%34%

65%

42% 41% 43%

0%

10%

20%

30%

40%

50%

60%

70%

NRRM PB

Authoriser

ABM Teller Investment

RM

PB PB-WD Pool

Profiles

Att

rtio

n P

erc

en

tag

e

Attrition in Trained Attrition in Untrained

Profile Training

Teller Impact

TA No Impact

PB-sales Impact

PB-WD Impact

PBA Impact

RM No Impact

Investment RM Impact

Imperia RM No Impact

NRRM Impact

ABM Impact

BM No Impact

PBA/TA No Impact

Pool Impact



These Profiles are Affected by Training as Demonstrated by the Chi-Square Test.

C7. Question: If we train Employees sooner, will the Attrition reduce? Date of Training is taken for the First Training Program Training Gaps = Date of Hire - Date of Training (These Gaps are tested for Statistical significance) Average Training Gaps

Profile

Current Employees Exited Employees

Teller 53 48

PB- Sales 44 34

PB-WD 49 39

PBA 61 49

RM-Investment 51 49

ABM 43 45

Pool 52 35

Average Gaps (In Days)

Profile Attrition in Trained Attrition in Untrained Attrition Ratio Rank

NRRM 0% 50% Very Large 1

PB Authoriser 14% 47% 3.36 2

ABM 12% 40% 3.33 3

Teller 12% 34% 2.83 4

Investment RM 24% 65% 2.71 5

PB 19% 42% 2.21 6

PB-WD 20% 41% 2.05 7

Pool 23% 43% 1.87 8



C.8 Z-Test Purpose: Used to find out if the difference in means of two variables is significant. Real World Application: The Z-Test will tell us whether the average Gaps in Training for Current and Exited Employees are significantly different or not. Formula:

Hypothesis Testing Null Hypothesis: Ho: m1 = m2 (There is no significant difference between the Average Training Gaps of Current and Exited Employees) Alternate Hypothesis: Ha: m1 > m2 (The Average Training Gaps of Current Employees are greater than Exited Employees) Decision Rule: Zα = +1.644 for One Tailed (Right Tailed) Z-Distribution If Z value found out by applying Z-Test is greater than Zα, we reject our Null Hypothesis and conclude that the Average Gaps in Training of Current and Exited Employees have no significant difference. Z-Test Findings

Z-Test shows that Training Gaps are significant in only 3 Profiles. Training Program based Analysis

Profile Z-test Results

Current Employees Exited Employees Difference of Means

Teller 53 48 Not Significant

PB- Sales 44 34 Significant

PB-WD 49 39 Significant

PBA 61 49 Not Significant

RM-Investment 51 49 Not Significant

ABM 43 45 Not Significant

Pool 52 35 Significant

Average Gaps (In Days)

( ) ( )

2

2

2

1

2

1

2121

n

σ

n

σ

µµXXZ

+

−−−=

edHypothesis



C9. Mandatory training programs

• There are certain Training Programs which are mandatory for certain Profiles in Retail Branch Banking • Attrition Analysis is done keeping in view the Employees who have completed these Mandatory

Training Programs and also those Employees which have not completed these Mandatory Training Programs.

Induction Program based Attrition

33.15% of the Total Trained Employees have skipped their Induction Program

Attended Induction

Current 1133Exited 218

Total Employees 1351

Skipped Induction

Current 547Exited 123

Total Employees 670

Total Trained Employees 2021

Attended Induction

84%

16%

Current Exited

Skipped Induction

82%

18%

Current Exited



C10. Training Program wise Attrition

It is observed that the Attrition Rate steadily falls as the Employees attend the Mandatory Training Programs.

Training Program wise Attrition - For All Employees

23%

16% 15%13%

11%

16%

27%

17% 17%

20%

0%

5%

10%

15%

20%

25%

30%

1 2 3 4 5 6 7 8 9 10

Number of Training Programs Attended

Att

ritio

n P

erc

en

tag

e

Attrition % Poly. (Attrition %) Mandatory Training Programs

Training Programs Attended Current Exited Total Attrition %

0 251 149 400 37.25

1 303 90 393 22.90

2 323 62 385 16.10

3 378 68 446 15.25

4 298 45 343 13.12

5 154 20 174 11.49

6 87 17 104 16.35

7 64 24 88 27.27

8 35 7 42 16.67

9 20 4 24 16.67

10 12 3 15 20.00

11 2 0 2 0.00

12 0 1 1 100.00

13 2 0 2 0.00

14 2 0 2 0.00

Total Number of Employees 1931 490 2421

Employee Status



C11. Mandatory Training based Attrition

All the Profiles, on which Training has an Impact, have more Attrition for the Employees who have attended less than the Mandatory Training Programs.

Profile Number of Mandatory Programs Chi-Square Test Result.

< than Mandatory ≥ to Mandatory

Teller 5 Impact 9.38 2.28

TA 5 No Impact NA NA

PB 6 Impact 16.38 2.77

PB-WD 6 Impact 14.93 4.87

PBA 6 Impact 12.50 1.56

RM 6 No Impact NA NA

Investment RM 4 Impact 16.17 7.35

Imperia RM 6 No Impact NA NA

NRRM 6 Impact 0.00 0.00

ABM 3 Impact 5.79 5.79

BM 2 No Impact NA NA

PBA/TA 6 No Impact NA NA

Pool NA Impact NA NA

Percentage of Attrition



Recommendations: 1. Induction Program Attendance should be a mandatory condition to be eligible for attending any other Training Program. 2. A mail should be send to the Employee’s Supervisor if Training Team finds an Employee has defaulted on Training Program Attendance. 3. The Mentors of the Employees who attend more than the mandatory Training Programs should be given recognition. 4. It is highly recommended that Employees complete their mandatory Training programs within 6 weeks. 5. Those Employees with low productivity should be sent for additional Training Programs. 6. Line Interviewer should indicate in the IRS the Training Programs which the candidate should attend if the interviewer finds the candidates skill not up to the Organizations Expectations. 7. The Supervisor of the Employee should send a mail to the Training Team intimating them that the Employee has joined. Then the Training Team should decide on a training schedule for the said employee. 8. If an Employee is required to attend a Training Program, the Training Team should send a mail to HR as well as the Supervisor of the Employee. This will ensure higher attendance in the Training Programs. 9. When twice a month joining days are implemented, an Employee should first attend the Induction Program before Reporting to work. 10. Feedback on Training and other issues should be taken from Exited employees after their F&F is complete. This is a stage where the Employee will give genuine feedback. 11. Time gap between each Training Program should not be too long as we have seen that Training acts like a breather from the busy work schedule.



Bibliography

1. Research Methodology – Methods and Techniques by C.R. Kothari. 2. Human Resources Management by Gary Dessler. 3. Human Resources Management, Text and Cases by K Ashwathappa. 4. www.hdfcbank.com 5. PowerPoint Presentations on Recruitment and Selection by Prof. Deven Dhanak, HR faculty, SIMS,

Pune.

45

Annexure 1:

Job Description of Imperia Relationship Manager

POST: Imperia Relationship Manager

FUNCTION: Retail Branch Banking

BAND: Deputy Manager/ Manager/ Sr Manager (depending on experience)

JOB SPECIFICATIONS:

• Total Experience of around 3 to 8 yrs; have to be MBA’s from Tier 1 and 2 institutes

• Should have experience in handling niche HNI clients and catering to all their investment needs

• The candidate should be confident, aggressive and have a flair for sales and client relationship

management.

• Should possess good communication skills and knowledge of all Retail products

JOB RESPONSIBILITIES:

• Will be assigned a set of existing branch customers who meet Preferred product criteria (Average

Quarterly Balance of 40 lakhs +, High end HNIs).

• Service all financial needs of the flagged customer and build relationship

• Sell all products to the relationship- core and cross sell. Acquire new customers who meet product

criteria through cross referencing.

TYPICALLY:

We are looking for candidates who are currently working as a RM - HNI in the banking sector and have a

complete understanding of CASA, Mutual Funds, Insurance, Bonds, etc.

46

Annexure 2:

Job Description of Head Relationship Banking POST: Head Relationship Banking

FUNCTION: Retail Branch Banking

BAND: Sr. Manager / AVP (depending on experience)

JOB SPECIFICATIONS:

• Total Experience of around 6-12 yrs.

• Complete knowledge of Retail Branch Banking products is required.

• Should have a Team handling experience.

• Should have serviced HNI Clients.

• Candidate should possess good Communication skill.

JOB RESPONSIBILITIES:

• Will handle a team of Preferred Relationship Manager and Imperial RM.

• Enhancing engagement of High Net Worth customers through joint call.

• Ensuring Sales across Liabilities products and achieving the Branch targets.

• Monitoring quality sales and processes in the RM portfolio.

• Recruitment and training of RM team.

• Monitoring and tracking Relationship File maintenance, CRA, MARS, and sales report of the

RM.

47

Annexure 3: Project Trainee Evaluation Sheet Side 1

48

Annexure 4:

Side 2



Annexure 5:

Mandatory Training Programs for the Profiles analyzed in Project C:

PB-WD No.of Days PBA/TA

No.of Days RM

No.of Days NRSM

No.of Days

Induction 1 Induction 1 Induction 1 Induction 1

Basic Banking 3 Basic Banking 3 Basic Banking 3 Basic Banking 3

Liability Products 2 Liability Products 2 Liability Products 2

Liability Products 2

Non Resident Accounts 1




Forex Point 1 Forex Point 1 Forex Point 1 Forex Point 1

Insurance 1 AMFI Module 1 AMFI Module 1 AMFI Module 1

Insurance 1 Insurance 1 Insurance 1

9 10 10 10

CSRM No.of Days IRM

No.of Days ABM

No.of Days BM

No.of Days


Basic Banking 3 Basic Banking 3 Basic Banking 3 Liability Products 2

Liability Products 2 Liability Products 2 Liability Products 2 AMFI Module 2 Non Resident Accounts 1 AMFI Module 1

Forex Point 1 Insurance 1

AMFI Module 1

Insurance 1

10 8 6 5

PB No.of Days Teller

No.of Days PB Auth

No.of Days Teller Auth

No.of Days


Basic Banking 3 Basic Banking 3 Basic Banking 3 Basic Banking 3

Liability Products 2 Liability Products 2 Liability Products 2 Liability Products 2





Forex Point 1 Forex Point 1 Forex Point 1 Forex Point 1

AMFI Module 1 AMFI Module 1

Insurance 1 Insurance 1

Training Days 10 8 10 8

Aditya Bhola 2D-7,HR Core

Documents

nri relationship managers

passport size photo

imperia relationship managers

american depository shares

investment relationship managers

wd pba rm

pre placement offers

latest salary slip