Recrutiment Selection Strategy ICICI Bank

A SUMMER TRAINING REPORT IN

RECRUITMENT AND RETENTION STRATEGY ON ICICI BANK

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (BBA)

GURU JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, HISAR.

TRAINING SUPERVISOR : SUBMITTED BY:

MR. ___________________ MR. ___________________DESIGNATION ENROLLMENT NO. ______

SESSION : 2008 – 2011

GURU JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGYHISAR

ACKNOWLEDGEMENTS

A lot of effort has gone into this training report. My thanks are due to many people with

whom I have been closely associated.

I would like all those who have contributed in completing this project. First of all, I would

like to send my sincere thanks to MR. ______________ for his helpful hand in the

completion of my project.

I would like to thank my entire beloved family & friends for providing me monetary as well

as non – monetary support, as and when required, without which this project would not have

completed on time. Their trust and patience is now coming out in form of this thesis.

EXECUTIVE SUMMARY

On the HR front, productivity can be improved by ensuring that the organization attracts the

best talent at the lowest possible cost. This objective translates in to the adoption of the best

recruitment and selection methods and instituting measures to retain and develop them.

Further, a quantitative measurement or recruitment and selection effectiveness has to be

conducted to prove one’s point with respect to qualitative measure to improve HR

effectiveness, the field in still in its nascent stage. The objective of this study is to measure

the Recruitment and Selection practices and strategies in ICICI . The primary objective is to

analyze how the overall recruitment and selection is done in the company during the year.

The primary objective is well supported by a secondary objective which aims at the in-depth

study of those procedures which affects the Recruitment and Selection practices.

TABLE OF CONTENTS

CONTENTS Page Number

Chapter 1 - Introduction

1.1. Overview of Industry as a whole 1.2. Profile of the Organization 1.3. Problems of the Organization 1.4. Competition Information 1.5. S.W.O.T Analysis of the Organization

Chapter 2 - Objective & Methodology

2.1. Significance

2.2. Managerial usefulness of the study

2.3. Objectives

2.4. Scope of the study 2.5. Methodology -

Chapter 3 – Conceptual Discussion

Chapter 4 - Data Analysis

Chapter 5 - Findings and Recommendations - # -

ANNEXURES

BIBLIOGRAPHY

INTRODUCTION

TO

INDUSTRY

INTRODUCTION TO THE INDUSTRY

INDUSTRY PROFILE

Evolution of Indian Banking Industry

Organised banking was active in India since the establishment of the General Bank of India

in 1786. After independence, the Reserve Bank of India (RBI) was established as the central

bank and in 1955, the Imperial Bank of India, the biggest bank at the time, was taken over by

the government to form state-owned State Bank of India (SBI). RBI had undertaken an

exercise to merge weak banks to strong banks and the total number of banks thus reduced

from 566 in 1951 to 85 in 1969. With the objective of reaching out to masses and meeting

the credit needs of all sections of people, the government nationalised 14 large banks in 1969

followed by another 6 banks in 1980. This period saw enormous growth in the number of

branches and the banks’ branch network became wide enough to reach the weakest sections

of the society in a vast country like India. The economic reforms unleashed by the

government in early nineties included banking sector too, to a significant extent. Entry of new

private sector banks was permitted under specific guidelines issued by RBI. A number of

liberalisation and de-regulation measures aimed at consolidation, efficiency, productivity,

asset quality, capital adequacy and profitability have been introduced by the RBI to bring

Indian banks in line with International best practices.

The Current Scenario

Currently there are 222 banks in India operating through 68,681 branches. In the past few

years, the country has seen the advent of a plethora of private and foreign banks in a land

which was once dominated by the public sector banks. This has further intensified

competition in an industry where products are getting harder to differentiate and customer

retention even more difficult.

The present day demands of customers of banks are so ever increasing that bankers are

constantly on the look out for better products and maximising service quality in their

customer outlets. To put it in other words banks are constantly in search of Product

Innovation and Process Innovation to satiate the demands of their clientele and thereby offer

superior ‘customer service’.

2. DEFINING CUSTOMER, SERVICE & CUSTOMER SERVICE

Who is a customer?

The word customer has been derived from "custom," meaning, "habit”. As per the literal

meaning, a customer is someone who is in the habit of buying or receiving goods or services

from the same business organisation. But in today’s world it has much more meaning than the

old one. A customer is someone who makes use of or receives the products or services from

an individual or organization. In a general term a customer is a person who has some regular

commercial dealing.

Incase of banks, a customer is a person who has an account with the bank. As per Section 131

of Negotiable Instruments Act, a bank gets protection when it collects instruments (cheque,

draft etc) for and on account of his customer. And for a person to deposit cheque or

instrument, he has to have an account. Therefore, for a person to be a customer of a bank he

has to have an account relationship with the bank. However, in the present changing scenario

when the extent scope of banking is enlarging, this definition of having an account appears to

be very narrow. Banks provide many services for which account relationship is not at all

required, say for example for purchasing a bankers cheque, demand draft or travelers cheque.

In the modern era, banks are making use of print and other technological media for

advertisement of their products and services. These are the offers to masses for making use of

their multiple products. Therefore, the definition of a customer has widened, and he can be

broadly classified in to three categories.

1. Those who have account relationship with bank.

2. Those who do not have account relationship, but use the services provided by banks.

3. Those who have been motivated to deal with banks by advertisement, personal contacts

etc., they are prospective customers.

What is service?

Service is an activity or benefit that one party offers to another that is essentially intangible

and does not result in the ownership of any thing. It is nothing but selling of satisfaction. It is

a feeling, which a person gets while dealing with an organisation. It can be experienced but

cannot be seen. Services are people based, therefore they are highly variable and inseparable

from the source i.e. employees. It is about people thinking about taking care of people. In

economics and marketing, a service is the non-material equivalent of goods. Service is an

ongoing process.

What is Customer Service?

Customer service is the set of behaviours that a business undertakes during its interaction

with its customers. It is the degree of assistance and courtesy granted to those who patronize

the organization. It is identification of customers’ needs and expectations and what

constitutes positive customer satisfaction. It also includes the codes of ethics, etiquette,

behaviour and courtesy.The Service Triangle

This service triangle is the part of the service delivery process. It simply shows that every

organization ‘makes promises’ to its customers. It will be is possible for the providers of an

organization to ‘keep promises’ only when the organization ‘enables it.’ i.e. it is the

management’s/company’s initiative to reach for the highest form of service by making it

possible for the working team/management to fulfill the promises made.

In the era of technologically backed competition, awareness level of customers is increasing

day by day. Customers have wider choice of products and services. Expectations of

Organization

“Enabling promises”

“Making promises”

CustomersProviders “Keeping promises”

customers from banks are increasing. The concept of generation to generation banking has

also undergone changes. Customers’ loyalty is conditioned by the quality of products and its

delivery mechanism i.e. service. All these have necessitated the banks to provide better and

excellent customer service.

3. KEY FACTORS & TRENDS FOR CUSTOMER SERVICE IN BANKS

A. Human Resource – Extending the Personal Touch in Customer Service

Quality services can be provided by quality people and quality people can be carved by

quality human resource personnel and the quality human resource personnel are made by the

pro-active human resource management policies/practices. The quality of service determines

the market share. Quality is the watchword in the present day environment. A common man

in India having developed awareness about quality and banking system is no exception. The

new private and foreign banks are laying total emphasis on the quality, innovation and

convenience. As a result of which, they have been able to penetrate into market share of

public sector banks. This has also increased the aspirations and expectations of the bank

customers who expect similar services from all banks. The emotional loyalty has given place

to the convenience and cost of services, which the bank can provide. It is apprehended that if

public sector banks fail to meet the quality standard, they are likely to slip further in terms of

their market share. The quality and cost of services shall be the guiding factor for future

growth. Banking is a service industry and delivers its service across the counter to the

ultimate customer. The activities of banking industry are all about relationship. Hence,

human resource assumes a very important role in the banking industry for providing better

services to the customer with a smile in order to cultivate and maintain long lasting

relationship with their customers. Not-withstanding the level of technology, banking is

primarily a labour intensive service sector. Hence it will not be possible for the banks to

sustain effectiveness unless human resource management is given prime importance because

the technology is only an aid to human-effort and not a substitute thereof. A customer deals

with people who work in the bank premises. He does business only with people. The person

dealing with the customer has therefore to create positive impressions that are memorable and

those garners respect admiration and help in building confidence. Staff members have to

realise that every interaction with customer is an opportunity to make positive impact on him.

They have therefore to understand that "What you do not want done to yourself, do not do to

others” Confucius. Once we keep in mind the saying of Confucius it will automatically result

in improvement in the services.

Satisfaction and expectations move together. We cant’s deny that during the yester decades,

there have been multi-dimensional changes in the business environment which has shown a

major impact on our lifestyles. We find a direct impact of disposable income on the

discretionary income. Here it is essential to make it clear that disposable income is that

portion of the income which is left in our hands after discharging the tax liability and the

discretionary income is that portion of the disposable income which is in our hands after

incurring the essential expenses, specially for managing food, shelter, clothing, basic

educational band medical aids. It is really the discretionary income which affects the banking

business since the income is either spent on luxury items for managing the comfortable living

conditions or invested with the motto of earning interest and dividend. It is against this

background that upward trend in discretionary income creates a sound nexus or a conductive

environment for the development of banking business, specially the mobilization of savings

and deposits.

In the past, the commercial banks did not find any attraction in the Indian economy because

of the meager business prospects-and the low level of income vis-à-vis the stagnating

economic activities. Of late, we find good auguries and feel that the Indian economy is

moving ahead on the right path which would make the business environment more

conductive. No doubt in it that the national development policy has made possible such a

positive change in the business environment that the intensity of competition is found at its

peak. Just after the beginning of the decade 1990s, we have witnessed a basic change in the

attitude of the policy makers which has compelled almost all the organizations either

producing goods or generating services to innovate their policy decisions. This in a natural

way has necessitated a need more professional excellence so that a stage of fierce competition

is accepted as a challenge and necessary steps are taken to excel competition, increase the

market share and establish leadership.

COMPANY PROFILE

History of Standard Chartered Bank

The Standard Chartered Group was formed in 1969 through a merger of two banks: The

Standard Bank of British South Africa founded in 1863 and the Chartered Bank of India,

Australia and China, founded in 1853.

Reserve Bank of India

Commercial Banks Co-operative Banks Development Banks

Nationalized Private Short-term credit

Long-term credit

Agricultural Credit Urban Credit

EXIM Industrial Agricultural

Both companies were keen to capitalise on the huge expansion of trade and to earn the

handsome profits to be made from financing the movement of goods from Europe to the East

and to Africa.

The Chartered Bank

Founded by James Wilson following the grant of a Royal Charter by Queen Victoria

in 1853.

Chartered opened its first branches in Mumbai (Bombay), Calcutta and Shanghai in

1858, followed by Hong Kong and Singapore in 1859.

Traditional business was in cotton from Mumbai (Bombay), indigo and tea from

Calcutta, rice in Burma, sugar from Java, tobacco from Sumatra, hemp in Manila and

silk from Yokohama.

Played a major role in the development of trade with the East which followed the

opening of the Suez Canal in 1869 and the extension of the telegraph to China in

1871.

In 1957 Chartered Bank bought the Eastern Bank together with the Ionian Bank's

Cyprus Branches. This established a presence in the Gulf.

Organizational Structure of Banks in India:

In India banks are classified in various categories according to differ rent criteria. The

following charts indicate the banking structure:

Broad Classification of Banks in India:

1) The RBI: The RBI is the supreme monetary and banking authority in the country and

has the responsibility to control the banking system in the country. It keeps the

reserves of all scheduled banks and hence is known as the “Reserve Bank”.

2) Public Sector Banks:

State Bank of India and its Associates (8)

Nationalized Banks (19)

Regional Rural Banks Sponsored by Public Sector Banks (196)

(3) Private Sector Banks:

Old Generation Private Banks (22)

Foreign New Generation Private Banks (8)

Banks in India (40)

(4) Co-operative Sector Banks:

State Co-operative Banks

Central Co-operative Banks

Primary Agricultural Credit Societies

Land Development Banks

State Land Development Banks

In addition to its traditional central functions, the Reserve bank has certain non-monetary

functions of the nature of supervision of banks and promotion of sound banking in India. The

Reserve Bank Act, 1934, and the Banking Regulation Act, 1949 have given the RBI wide

powers of supervision and control over commercial and cooperative banks, relating to

licensing and establishments, branch expansion, liquidity of their assets, management and

methods of working, amalgamation, reconstruction and liquidation. The RBI is authorized to

carry out periodical inspections of the banks and to call for returns and necessary information

from them. The nationalization of 14 major Indian scheduled banks in July 1969 has imposed

new responsibilities on the RBI for directing the growth of banking and credit policies

towards more rapid development of the economy and realization of certain desired social

objectives. The supervisory functions of the RBI have helped a great deal in improving the

standard of banking in India to develop on sound lines and to improve the methods of their

operation.

INTRODUCTION

TO

COMPANY

INTRODUCTION TO THE COMPANY

ICICI Bank is India's second-largest bank with total assets of about Rs.1,67,659 crore at

March 31, 2005 and profit after tax of Rs. 2,005 crore for the year ended March 31, 2005 (Rs.

1,637 crore in fiscal 2004). ICICI Bank has a network of about 560 branches and extension

counters and over 1,900 ATMs. ICICI Bank offers a wide range of banking products and

financial services to corporate and retail customers through a variety of delivery channels and

through its specialized subsidiaries and affiliates in the areas of investment banking, life and

non-life insurance, venture capital and asset management.

ICICI Bank set up its international banking group in fiscal 2002 to cater to the cross border

needs of clients and leverage on its domestic banking strengths to offer products

internationally. ICICI Bank currently has subsidiaries in the United Kingdom and Canada,

branches in Singapore and Bahrain and representative offices in the United States, China,

United Arab Emirates, Bangladesh and South Africa. ICICI Bank's equity shares are listed in

India on the Stock Exchange, Mumbai and the National Stock Exchange of India Limited and

its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange

(NYSE).

As required by the stock exchanges, ICICI Bank has formulated a Code of Business Conduct

and Ethics for its directors and employees. At April 4, 2005, ICICI Bank, with free float

market capitalization of about Rs. 308.00 billion (US$ 7.00 billion) ranked third amongst all

the companies listed on the Indian stock exchanges.

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

institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was

reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering

in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of

Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by

ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at

the initiative of the World Bank, the Government of India and representatives of Indian

industry. The principal objective was to create a development financial institution for

providing medium-term and long-term project financing to Indian businesses. In the 1990s,

ICICI transformed its business from a development financial institution offering only project

finance to a diversified financial services group offering a wide variety of products and

services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In

1999, ICICI become the first Indian company and the first bank or financial institution from

non-Japan Asia to be listed on the NYSE.

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

emerging competitive scenario in the Indian banking industry, and the move towards

universal banking, the managements of ICICI and ICICI Bank formed the view that the

merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities,

and would create the optimal legal structure for the ICICI group's universal banking strategy.

The merger would enhance value for ICICI shareholders through the merged entity's access

to low-cost deposits, greater opportunities for earning fee-based income and the ability to

participate in the payments system and provide transaction-banking services. The merger

would enhance value for ICICI Bank shareholders through a large capital base and scale of

operations, seamless access to ICICI's strong corporate relationships built up over five

decades, entry into new business segments, higher market share in various business segments,

particularly fee-based services, and access to the vast talent pool of ICICI and its subsidiaries.

In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of

ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial

Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was

approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of

Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and

the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's

financing and banking operations, both wholesale and retail, have been integrated in a single

entity.

CORPORATE SOCIAL RESPONSIBILITY

SOCIAL INITIATIVES GROUP (SIG) :

ICICI Bank's social sector initiatives aim to resolve some of the most fundamental

developmental problems facing India today. Its involvement is primarily in terms of non-

commercial support to fill knowledge and practice gaps in specific thematic areas— Early

Child Health, Elementary Education and Micro Financial Services.

SIG interactive platform that seeks to:

Bring together participants in the development process to widen and deepen the

discourse informing development practice. Interactive features include discussion

boards and facilities to post papers, articles or other resources.

Publish research related to innovations and significant problems within the identified

thematic areas.

Enable online application for funding.

MISSION STATEMENT OF SIG

The mission statement of the SIG is "to identify and support initiatives designed to improve

the capacities of the poorest of the poor to participate in the larger economy". The SIG

believes that the three fundamental capacities any individual should possess to be able to

participate in the larger economy are in the areas of health, education and access to basic

financial services. Within these broad areas, infant health at birth, elementary education and

micro financial services define the areas in which the SIG’s work focuses

At a very basic level, the programmes and projects supported by the SIG are required to cater

to the poorest. They should enable them to become active and informed participants in socio-

economic processes as opposed to passive observers. These initiatives must be output

oriented, with a focus on producing measurable outcomes that meet a minimum quality

requirement. The initiatives also need to be cost-effective. This is in recognition of the fact

that resources are limited and their efficient use is imperative if the maximum number is to

benefit. Cost-effectiveness also facilitates the adoption of the initiative in other contexts.

The initiative must be scalable. Scalability implies the ability to draw upon important

elements of a programme and adapt them to suit the needs of a specific situation. It should be

possible to do so at a national level. Even if the programme itself is not directly scaleable, it

should be possible to take away significant lessons from it in order to enrich work in other

settings.

All supported initiatives should have the potential for both near and long-term impact.

Consequentially, it is important that the impact of these programmes, in the near and long

term, be carefully understood and analyzed in a rigorous manner and not through anecdotes.

It is critical to clearly understand how an initiative is performing in terms of its

predetermined goals and in comparison to alternatives. There is little doubt that a complex of

factors, very often beyond the control of the programme/ organization, will influence the

outcome. Yet, serious and regular impact analysis can only make the programme richer and is

essential. The SIG assigns greater value to programmes/ organizations that carefully examine

the short-term and long-term implications of their actions.

In pursuit of its goals in the three focus areas, the SIG tends to support reasonably large-sized

initiatives so that issues such as cost-effectiveness, scalability and impact assessment can be

dealt with more directly. These initiatives not only have the potential to provide key research

inputs to other programmes, but also tend to have a large impact that benefits the

communities they work with. The approach of the SIG may thus be characterized more

broadly as ‘action research’, to distinguish it from pure academic research. However, in its

research work and impact assessment, the SIG seeks to adhere to the highest standards of

academic rigour. It often works in partnership with academic institutions such as Institute of

Rural Management Anand, KEM, Massachusetts Institute of Technology, Tata Institute of

Social Sciences, University of California, Berkeley and the University of Southampton.

It is crucial that the programmes supported by SIG be time-bound. This lends clarity to the

aim of the programme and prevents its intent from getting diluted over time.

The SIG works by identifying gaps in knowledge and practice in its focus areas and locating

initiatives that address these gaps in a manner consistent with the SIG’s mission. The

identification of research needs is followed by an in-depth analysis of the short-term and

long-term implications of various forms of action. Among other things, this requires taking a

comprehensive overview of work already done in the country and outside. The SIG, thus,

seeks to answer certain fundamental questions in its focus areas through the projects it

supports and, thereby, contribute to findings that help the sector. It should be pointed out that

the SIG does not function as a rollout agency.

An important feature of the SIG’s strategy is the belief in strengthening or supplementing

existing systems, rather than investing in parallel structures. Another key element of its

strategy is the building of long-term relationships with suitable partners. As part of this effort,

the SIG works actively to improve the efficacy of these partners and ensure sustained impact.

In pursuit of its goals, the SIG seeks to work actively with research agencies, Non-

Governmental Organisations (NGOs), Corporates, Government departments, local

stakeholders and international organisations. It should also be noted that the group believes

modern technologies, particularly Information and Communication Technologies (ICT) can

prove to be important facilitators if used appropriately.

FOCUS AREAS OF SIG

The SIG has three focus areas:

Early Child Health

Elementary Education

Micro Financial Services

Health: Early Child Health

This focus seems to have the potential for maximum long and short-term impact and appears

achievable in the most cost-effective and therefore scaleable manner.ICICI Bank aims to

improve individual capacity by impacting two important indicators of chronic undernutrition

in the first three years at the national level:

Proportion of babies born with a birth weight of less than 2.5 kg at or beyond 37

weeks of gestation (Intra-Uterine Growth retardation, IUGR)

Proportion of children under three years who are stunted.

Education: Elementary Education

Education (and not just literacy) up to the elementary level seems to be almost a necessary

condition for any individual (rich or poor) to be able to participate in any manner in the larger

economy Here the goal is to work towards the universalisation of elementary education all

across India, rural and urban, with a substantial difference being made by 2010. The goal

focuses on retention in school and learning achieved.

Money: Micro Financial ServicesThese services would include basic banking (savings and

cash management), finance (debt and equity), insurance (life and health) and derivatives. The

goal here is to facilitate universal access to these four services by the year 2010.

In addition to its core areas of focus, the SIG, in a limited manner, supports some other

initiatives:

1. Non-governmental Organization (NGO) Capacity Building

This is supported through the GIVE (Giving Impetus to Voluntary Effort) Foundation. It

seeks to provide a variety of services to NGOs listed including facilitating the receipt of

donations online (Give Online), sale of NGO products (Shop Online), volunteering of time

and skills (Volunteer Online) and news (News Online).

2. Modernization of the Indian Financial System

This involves encouraging appropriate research and institution building efforts on a national

basis. It is a virtual non-profit research centre that acts as a platform to address and encourage

debate, and develop a non-partisan opinion on various issues of concern and interest in

financial economics relating to emerging markets. ICICI Bank has supported the

development of various financial institutions such as the National Stock Exchange and the

Bombay Stock Exchange. It has also supported the Institute for Financial Management and

Research, Chennai.

The changed economic climate in India, with a growing emphasis on the market, has

hastened the need for an informed and participatory socio-economic order. As one of the

largest players in the economic landscape of the country, ICICI Bank believes that its

involvement in the commercial sector must be backed by a simultaneous commitment in the

social sector. This is particularly so if any of the larger goals of economic liberalisation in

India, and of its players, is to be brought to fruition. ICICI Bank seeks to perform its role in

the social sector through a dedicated not-for-profit group, the Social Initiatives Group (SIG).

Almost all banks have a wide variety of products to offer to the customers. There are regular

transaction between the customer and the bank and therefore many notifications and records,

that are required by both the bank and the customer for their satisfaction there are many

requests that a customer makes that the bank has to oblige and thus keep records of the same

in order to refer to them when ever required. It therefore goes with out saying that the

banking sector any where in the world has the highest frequency of paper work that needs to

be stored for future references, no doubt that the technology has improved and that various

requests can be sent across through e-mails, however banks require physical possession of the

same and thus it is convenient for the customers but very much the same as far the bank is

concerned.

ICICI Bank has always been looking to make banking comfortable and convenient as far as

possible for its customers, and to manage the tedious paper work it uses the 5 ‘S ’ philosophy

to help its staff retrieve and manage papers in the most efficient and the smartest way.

ICICI Bank was quick to understand that to be a leader it has to satisfy its customer needs, be

it product or service. Simple aspects like a, well organized and systematic work place

increases efficiency and brings about customer satisfaction. The 5 ‘S’ philosophy helps the

staff to understand the importance of being organized at the work place. 5 ‘S’ Philosophy

originates from Japan and came into deionization after the World War 2. It is one of the most

powerful tool under the Kaizen umbrella. Kaizen theories originate from Japan and the word

Kiazen basically means ‘change for good’, the word Kia means little, ongoing, good and the

word Zen means ‘for the better’.

The main aim of the 5 ‘S’ Philosophy is to eliminate waste, reduce processing time, and add

responsibility to operational staff. The Philosophy believes that small changes results in large

improvements without large investments. The philosophy helps in organizing a work place in

such a manner that efficiency of people & processes is enhanced.

The philosophy identifies the 5 pillars of a managed work place

Sorting

Systematic Arrangement

Spic ‘n’ Span

Standardization

Self Discipline

SORTING:

The very first step is to identify where the philosophy is to be deployed it could be as small as

a work station or as big as the whole office. A well organized work place motivates people,

both employees as well as others. The philosophy aims to improve safety, work efficiency,

productivity and establish sense of ownership. Sorting basically means to divide the all the

objects at the area where the philosophy is to be deployed into 5 broad categories

1. Needed regularly (BUCKET 1)

2. Needed but not regularly (BUCKET 2)

3. Needed regularly but not in excess quantity (BUCKET 3)

4. Wanted but not needed (BUCKET 4)

5. Scrap (BUCKET 5)

Items Needed regularly at the bank are account opening forms , pay-in-challans, DD

challans, Rubber stamps, Stationery items, etc Items Needed but not regularly are

Account opening forms of existing customers, Room freshener, Letter head, etc Need

regularly but nothing excess quantity are loose cheque book leaves, floppies, printer

paper, etc Wanted but not needed are items like cash reports, loan files, locker notice,

files of audit reports etc Scrap items are old brochures, old challans, old files, news

papers, disposable items. etc

SYSTEMATIC ARRANGEMENT:

Systematic Arrangement basically aims at arranging and identifying things in a work

area. Once sorting has been done at a work place and all different items are categorized

the next step is to identify the right place where the needed and wanted items are to be

placed.

The 2nd pillar of the philosophy is also called as ‘PEEP’ which basically means Place for

Everything and Everything in Place. Every item after the sorting stage must have a place

from where it can be located easily and quickly. Systematic Arrangement thus ensures

that things are easily reachable.

BUCKET 1 – Items Needed regularly- must be kept nearby so that they are easy to

retrieve.

BUCKET 2 – Items Needed but not regularly- a place that is further from the work

station.

BUCKET 3 – Items Needed regularly but not in excess quantity- 5 ‘S’ common area

BUCKET 4- Items Wanted but not needed- located at a place from where it can be

dispersed

BUCKET 5- Scrap- Disposed of immediately

Work station is the smallest unit of a work place or an office. To organize the overall work

space, every work station therefore must be systematically organized. This stage includes

proper placement of items in a clearly identified easy to understand and systematic manner.

Before putting things in the right place it is important that a lay out is made, a layout is a

detailed drawing of a space that indicates the relative positioning of the elements in that

space, the layout of a work place ensures that the exact location of the items are known not

only to the owner but also to the visitors.

Work station layout must be displayed at every individual work station, while a department

or floor layout must be displayed at a common place on the floor, the layout of the common

storage area is to be displayed at the entrance of the same.

Layouts must be made of both the front view as well as the top view

The top view allows people to know who is sitting where and also where all the materials are

located it is basically a bird eyes view it gives a clear idea of the exact location

The front view indicates the storage area in a work place

In a work station the most important is to keep the drawer in order.

Drawer

Drawer A – can used to keep stationeries it is important to ensure that no excess or

unwanted stationery items are in this drawer

Drawer B – Is used to store files and documents which are used as daily referrals

Drawer C – Can be used to store files and documents that are used once a month

All storage areas, cabinets, shelves, drawers etc must be labeled and indexed properly.

Alphabetical indexation must be prepared. Index must be labeled for frequently used

manuals, brochures, books etc it helps to retrieve the items quickly and easily. A master index

must be prepared for the workplace, which contains the address of each item in the

workplace. A soft copy of the same must also be kept.

Thus systematic arrangement is not only putting everything in the proper place and setting up

a system so that it is easy to place each item in its proper place but also good labeling

practices so that files and documents are easily identified and proper storage locations are

clearly known.

The stage also analyses as to why getting things out and putting them away takes so long.

Study of issue such as who are the people who use the items frequently and occasionally is

also done.

Store –room require extra care if they are not arranged properly retrieving things would

become highly impossible and a pain taking process. The very first step in order to arrange

the store room systematically is to make a lay out of it, both again of the front view and the

top view that would help to understand the area available where all items that have been

sorted out will be placed except for scrap which will be disposed immediately.

It would be important to designate the right areas for the right things and avoid rework. Files

must be stored in terms of usage or in sequence of routine priority every day. Files,

Documents, Folders required often (BUCKET 1) must be kept at place closest and easily

retrievable and must be nearest to the entrance of the store-room.

BUCKET 2 items are farther than the regular needed items. Items in BUCKET 3 that is

Needed regularly but not in excess quantity will be divided into 2, firstly items of optimum

quantity should be placed at the work place and the second would be excess inventory that

will be placed in the 5 ‘S’ common area. Bucket 4 items wanted but not needed will also be

kept in the 5 ‘S’ common area.

Again high emphasis needs to be given on labeling the files and items before they are moved

into the store-room. The labels should be in standard formats and should include Names of

files, Start date and end date of files, Retention time, Owner of the file, Department to which

it belongs, File number. Files of different departments should be stored in the store room and

must have different color binding. There needs to be a segmented index for the store room

that would help to indicate what items are stored where and in which shelf of the rack in the

store room. The index needs to be in alphabetically ordered. The index will be pasted inside

the store room at the workplace. It must be clearly visible in the store room. All items in the

store room are a part of the Master Index, a copy of the master index must be placed in the

store room.

The layout of the store room and the Index will allow easy access and easy retrieval of files

and documents without having to search for them as layout and the index pin point exactly

what is lying where. For documents that need to have regular inventory levels a KANBAN

card is used that allows the staff members to know exactly how much of inventory level is

required and after what level there need to be an order and of how much and also the contact

details of the person responsible for providing the same. The KANBAN card is placed over

the documents so that it is visible to everyone who is using them the card also states the

owner who is responsible to manage the inventory level.

PROBLEMS OF THE ORGANIZATION

PROBLEMS OF THE ORGANIZATION

This research intends to investigate the relationship between high-commitment HRM

practices and affective commitment through the mediating mechanism of employees’

perceptions of high-commitment HRM practices. With respect to data collection. For

example, if an organization conducted a training program in the workplace, it would be

reasonable to assume that such implementation could enhance workers’ knowledge, skills and

abilities, and thus foster superior employee affective commitment due to satisfied experience

with the organization; nevertheless, such analogy may sometimes be deceiving or unreliable.

Although some employees may consider this training as helpful and acknowledge the

implementation of organizational HRM practices, but conversely, other workers may

perceive the program as non-effective and regard it as a burden that impede their routine

work schedule, hence brought down their satisfaction with the organization and degraded

their commitment. For that reason, employees’ individual perception plays as a critical

mediator in the relationship between organizational HRM practices and the actual revelation

of employee’s attitudes and behaviors. Consequently, from this perspective, we reason that

HRM practices in its influential process to employee affective commitment, will first impinge

on its member’s perception of organizational HRM practices and subsequently further modify

or change their affective commitment towards the organization. Hence, via the

implementation of high-commitment HRM practices, e.g. intensive training and

development, socialization, promotion from within, high level of compensation, it will make

the employees be convinced that the organization’s intention conforms with their perceptions,

and then, they will reciprocate with higher commitment and stronger submission to devote

and contribute for the organization

COMPETITION INFORMATION

COMPETITION INFORMATION

List of Public Sector Banks in India is as follows:

Allahabad Bank

Andhra Bank

Bank of Baroda

Bank of India

Bank of Maharashtra

Canara Bank

Central Bank of India

Corporation Bank

Dena Bank

Indian Bank

Indian Overseas Bank

Oriental Bank of Commerce

Punjab and Sind Bank

Punjab National Bank

State Bank of Bikaner & Jaipur

State Bank of Hyderabad

State Bank of India (SBI)

State Bank of Indore

State Bank of Mysore

State Bank of Patiala

State Bank of Saurashtra

State Bank of Travancore

Syndicate Bank

UCO Bank

Union Bank of India

United Bank of India s

Vijaya Bank

SWOT ANALYSIS

SWOT ANALYSIS

STRENGTH

Leadership position

Consumer centric brand

Strong after sales service

Design strategy: looks cost strategy

WEAKNESS

Low flexibility: it does not have high

customization available

Decline in digital entertainment market

Software service

OPPORTUNITY

PC business

Service industry: bought world’s No

2

Service provider EDS

THREAT

Pricing pressure

Component pricing

Slow revenue growth

CHAPTER 2 - OBJECTIVE & METHODOLOGY

RESEARCH METHODOLOGY

Significance

It is the process to discover sources of manpower to meet the requirement of staffing

schedule and to employ effective measures for attracting that manpower in adequate numbers

to facilitate effective selection of an efficient working force. recruitment of candidates is the

function preceding the selection, which helps create a pool of prospective employees for the

organization so that the management can select the right candidate for the right job from this

pool. the main objective of the recruitment process is to expedite the selection process.

Commonwealth games network offers an exciting and challenging career in the media

industry.

MANAGERIAL USEFULNESS OF THE STUDY

Since The Recruitment and Attrition Rate Is Immense in hired candidate for the game

because of the 2 year of contract employee have fear what happen after an year when the

game is over.

OBJECTIVE

To assess the nature of current recruitment and selection procedure of the Sahara

Insurance .

To analyze the various way of recruitment through which Sahara Insurance can be

benefited.

SCOPE OF THE STUDY

The main objective of my research project is to study the recruitment and selection process at

commonwealth games. The project has been divided into parts, part one included a detailed

study of the process of recruitment and identifying the loopholes, analyzing the various

sources of recruitment and suggesting an optimum one. The data used for this objective is

secondary in nature, as it has been taken from the records of commonwealth games. The data

used is only limited to the recruitment department of commonwealth games,. The data that

has been used is of the last six months

METHODOLOGY

Data has been collected through one to one interaction and discussion with various people

who are involved in the business of insurance as Sales manager, Life Advisors, Marketing

Manager Customers and others. Newspapers, Internet, Magazines and Journals would

provide ample material about latest trends and practices in insurance industry. Kotak

organizes various outdoor activities to boost its business and brand. Interaction with

customers during such outdoor activities would enable to understand the success ratio of such

kind of outdoor activities. Various products of the company would be discussed with respect

to their benefits and advantages. Various insurance players would be compared with respect

to their market share and products that they offer.

Primary Data has been collected through discussions and observation of various people

involved in the business whereas Secondary Data through annual reports of the company,

newspaper, magazines, journals and internet.

The data collected is Primary data and Secondary data which is both quantitative and

qualitative data, which was further analyzed in order to draw conclusions and suggestions.

PRIMARY DATA: I will collect the primary data through the questionnaire which is

close and open ended both.

SECONDARY DATA: Internet, Book and Journal.

Tool Used: Bar Graph , Pie Diagram

Sampling Method: Random Sampling chosen by the gathering of data

Sample Size: 100

CONCEPTUAL DISCUSSION

CONCEPTUAL DISCUSSION

Recruitment and selection is the process of identifying the need for a job, defining the

requirements of the position and the job holder, advertising the position and choosing the

most appropriate person for the job. Retention means ensuring that once the best person has

been recruited, they stay with the business and are not “poached” by rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the success of

any business depends to a large extent on the quality of its staff. Recruiting employees with

the correct skills can add value to a business and recruiting workers at a wage or salary that

the business can afford, will reduce costs. Employees should therefore be carefully selected,

managed and retained, just like any other resource

The recruitment process

A vacancy presents an opportunity to consider restructuring, or to reassess the requirements

of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask

questions such as:

• has 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 job and how

it fits into the rest of the organization or department. Exit interviews, or consultation with the

current job-holder and colleagues may well produce good ideas about useful changes.

Writing a good job description or job specification helps in the process of analyzing the needs

of the job.

Job description/job specification

This should detail the purpose, tasks and responsibilities of the job. A good job description

should include:

• main purpose of the job - try to describe this in one sentence

• main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating',

instead of vaguer terms like 'dealing with', 'in charge of'

• scope of the job - expanding on the main tasks and the importance of the job. Job

importance can be indicated by giving information such as the number of people to be

supervised, the degree of precision required and the value of any materials and equipment

used.

A good job description is useful for all jobs. It can help with induction and training. It

provides the basis for drawing up a person specification - a profile of the skills and aptitudes

considered essential and desirable in the job-holder. It enables prospective applicants to

assess themselves for the job and provides a benchmark for judging achievements.

Person specification

Drawing up the person specification allows the organization to profile the ideal person to fill

the job. It is very important that the skills, aptitudes and knowledge included in the

specification are related precisely to the needs of the job; if they are inflated beyond those

necessary for effective job performance, the risk is that someone will be employed on the

basis of false hopes and aspirations, and both the employer and employee will end up

disappointed in each other

Another good reason not to set unnecessary requirements is to avoid any possibility of

discrimination against particular groups of potential applicants. The very process of writing a

job and person specification should help the employer to develop and implement a policy of

equal opportunity in the recruitment and selection of employees.

Factors to consider when drawing up the specification include:

• Skills, knowledge, aptitudes directly related to the job

• The length and type of experience necessary

• The competencies necessary

• Education and training but only so far as is necessary for satisfactory job performance,

unless the person is being recruited on the basis of future potential (e.g. graduate trainees),

when a higher level of education may be specified

• Any criteria relating to personal qualities or circumstances which must be essential and

directly related to the job, and must be applied equally to all groups irrespective of age, sex,

race, nationality, creed, disability, membership or non-membership of a trade union. To do

otherwise is potentially discriminatory .

For instance, a clause requiring the successful candidate to move their place of work should

be included only when absolutely necessary, as it is likely to discourage applicants with

family care commitments. Whilst age discrimination is not presently unlawful, to impose age

barriers will reduce the number of high quality applicants attracted by the vacancy. Since

December 2003 it has been unlawful to discriminate against people at work in respect of

religion or belief or sexual orientation. The Government plans to introduce similar protection

in respect of age by 2006.

The person specification helps the selection and subsequent interview to operate in a

systematic way, as bias-free as possible. The use of competency-based approaches can help

by focusing on the 'match' between candidate and role, but they are best used where they are

an integral part of the continuing assessment and development of staff.

Pay

After setting the job and the person specifications, consideration should be given to pay rates.

Factors such as scales, grades and negotiated agreements, as well as market rates and skills

shortages, may affect the wage or salary, and organizations should be aware of the

requirements of equal pay and discrimination legislation. Unless there is a formal system for

increments or length of service, paying the new employee a different rate from that paid to

the preceding post holder may contravene the relevant legislation. Employers must also

comply with the provisions of the National Minimum Wage Act 1998.

Attracting applicants

The search for suitable candidates now begins. The process of marketing needs to be

undertaken carefully so as to ensure the best response at the least cost. The object is to get a

good selection of good quality candidates. Possible methods to consider are:

• Internal Recruitment - This method can have the advantage of building on existing staff's

skills and training, and provides opportunities for development and promotion. It is a good

way to retain valuable employees whose skills can be further enhanced. Other advantages

include the opportunity for staff to extend their competencies and skills to the benefit of both

the organization and the individual, and the enhancement of individual motivation. Use of a

consistent, clear, procedure, agreed jointly between employer and employees, has many

advantages and avoids suspicion of favoritism

• Jobcentres of the Department for Work and Pensions - will display employers'

vacancies and refer potential recruits. They also administer some of the Government training

programs. The Disability Service Team staff at Jobcentres can help address the specific

requirements of attracting disabled people

• Learning and Skills Council - may well have trained workers available through their

recruitment service, and can tailor training to an employer's requirements

• Commercial Recruitment Agencies - often specialize in particular types of work, eg

secretarial, office work, industrial, computing, and may already have potential applicants

registered with them

• Executive Search Organizations - usually working in the higher management/specialist

fields, will seek out suitable candidates working in other companies by direct approach, or via

specialist advertising

• National Newspapers - advertising in the national press is expensive, but likely to produce

a good response for particular, specialist vacancies. Remember too there are national ethnic

group newspapers which will reach a wide audience

• Specialist and Professional Journals - less expensive than the national press, these

journals can guarantee to reach the precise group of potential applicants for specialist and

professional vacancies

• Internet - is beginning to emerge as a recruitment medium. It is mainly used for graduate-

level and technical jobs because it tends to target a self-selected group who are computer

literate and have access to the web at their place of study or work. Its use is likely to grow

• Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular

local area, advertisements in the local media may produce a good response

• Local Schools, Colleges and the Careers Service - maintaining contact with schools,

colleges and careers advisers will ensure that the organization’s needs for school/college

leavers with particular skills and abilities are known. It can be particularly useful to offer

students the opportunity to spend some time at the company, on work experience, or

'shadowing'

• Word of Mouth - introduction via existing employees or through an employers' network.

Whilst this may be economical, it is likely to lead to a much smaller pool of suitable

applicants and does not normally satisfy equal opportunities requirements because any

imbalance in the workforce may be perpetuated.

Once the recruitment channel or channels are decided, the next step is to consider:

• The design and content of any advertisement used

• How applicants are to respond - by application form, fax, telephone, in person at the

organization or agency, by letter, by email on the internet or by tape

• who is to be responsible for sifting the applications? What is the selection process going to

be?

• If interviews are to be held, when will they be and will everyone who needs to be involved

be available?

• Are selection tests to be used? Is there the expertise to administer them and ensure they are

non-discriminatory and appropriate?

• Are references/medicals to be requested?

• Are arrangements in hand to give prompt acknowledgement of applications received?

The advertisement

Any advertisement needs to be designed and presented effectively to ensure the right

candidates are attracted. Look through national, local or professional papers and see what

advertisements catch the eye. The newspaper office will often advise on suitable formats.

Advertisements must be tailored to the level of the target audience, and should always be

clear and easily understood. They must be non-discriminatory, and should avoid any gender

or culturally specific language. To support this, the organization should include in the advert

its statement of commitment to equal opportunities, which will underline the organization as

one that will welcome applications from all sections of the community.

Consider the following factors in the advertisement:

• If the organization is well known, does it have a logo that could feature prominently in the

advertisement? Make the advertisement consistent with the company image

• should the job title be the most prominent feature?

• Keep the text short and simple while giving the main aspects of the job, pay, career

prospects, location, contract length

• Mention specific details - such as pay, qualifications and experience required - be given in a

way which will reduce the number of unsuitable applications?

• Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate

qualifications' which may discourage valid applications?

• Is the form of reply and the closing date for applications clear? Is there a contact name and

phone number for further information and enquiries?

All advertisements should carry the same information, whether for internal or external use.

Application forms

Application forms can help the recruitment process by providing necessary and relevant

information about the applicant and their skills. The design of the form needs to be realistic

and straightforward, appropriate to the level of the job. Using application forms has the

following advantages:

• Comparing like with like is easier. CVs can be time-consuming and may not provide the

information required

• They provide the basis for an initial sift, and then for the interview

• The standard of completion can be a guide to the candidate's suitability, if writing and

presentation skills are essential to the job; however, be aware of the possibility of disability

discrimination

• They provide a record of qualifications, abilities and experience as stated by the applicant.

Care also needs to be taken over some less positive aspects of application forms:

• There is a temptation to use application forms to try to extract too much information, e.g.

motives, values and personality characteristics. The form should concentrate on the

experience, knowledge and competencies needed for the job

• some people may dislike filling in forms and so be put off applying for the job. Some very

experienced people may find the form inadequate, whilst those with little in the way of

qualifications or experience may be intimidated by large empty spaces on the form

• Application forms add another stage, and therefore more time, to the recruitment process.

Some candidates may be lost if they can obtain work elsewhere more quickly

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

filled out 'in your own handwriting', where written English is not relevant to the job, may

discriminate against those for whom English is not their first language, or who may not have

well-developed literacy skills.

Any information such as title (marital status), ethnic origin or date of birth requested for

monitoring purposes (e.g. for compliance with the legal requirements and codes of practice

on race, sex, disability and age discrimination) should be clearly shown to be for this purpose

only, and should be on a separate sheet or tear-off section. Such information need only be

provided on a voluntary basis. Medical information should also be obtained separately and

kept separate from the application form.

All applications should be promptly acknowledged.

Selecting the best candidate

Whatever form the applications take, there may be a need to separate them before moving on

to the interview stage. Such a separation serves to match the applicants as closely as possible

to the job and person specification and to produce a shortlist of people to interview. To avoid

any possibility of bias, such saperation should be undertaken by two or more people, and it

should involve the direct line manager/supervisor as well as personnel. The separating stage

can also help the organization 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 organization. If references or medicals are to be taken up before the invitation to

interview stage, it should be made clear on the application form/information pack sent to the

applicant.

Some jobs require medicals to be given at the commencement of employment, and employers

may seek preliminary information on a separate medical questionnaire at the time of

recruitment. This applies mainly in driving work and industries where there is an exposure to

certain chemicals.

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

make sure it is carried out in a non-discriminatory way: for instance, do not single out

disabled people for medical assessment. If a report from any individual’s doctor is sought,

then permission must be given by the individual, and they have the right to see the report

The candidates who best match the specifications may then be invited for interview. The

invitation letter should tell candidates that they should advise the organization in advance if

any particular arrangements need to be made to accommodate them on arrival or during the

interview; for instance, ramp access or lighting levels. The invitation letter should also clearly

state whether the organization will pay the candidate’s reasonable travel expenses for the

interview.

Who makes the decision?

In some companies there will be a personnel or human resource specialist who will undertake

most of the separating and short listing. It is very important that the line manager/supervisor

for the job also be involved, both at the job and person specification stage and at the

interview stage. The final selection will thus normally be a joint decision, except in those

very small companies where only a line manager/supervisor is available to do the recruitment

of staff. Gaining the commitment of the immediate manager/supervisor by involving them in

the selection process can be vital to ensuring that the new employee is settled successfully

into the organization. It may be useful both for the candidates to see the environment in

which they would be working, and, if they are to be part of a team, for the current team

members to meet the candidate.

Selection techniques

There is a variety of methods available to help in the selection process - including interviews,

tests (practical or psychometric), assessment centers, role plays and team exercises, to name a

few. Usually a range of methods will be used by the organization depending on the type of

job to be filled, the skills of the recruiter and the budget for recruitment.

Interviews

Most jobs are filled through interviews. The interview has two main purposes - to find out if

the candidate is suitable for the job, and to give the candidate information about the job and

the organization. Every candidate should be offered the same opportunities to give the best

presentation of themselves, to demonstrate their suitability and to ask questions of the

interviewer.

A structured interview designed to discover all relevant information and assess the

competencies of the applicant is an efficient method of focusing on the match between job

and candidate. It also means that there is a consistent form to the interviews, particularly

important if there are a number of candidates to be seen.

Unstructured interviews are very poor for recruiting the right person. The structured

interview is most likely to be effective in obtaining specific information against a set of

clearly defined criteria. However, not every manager is skilled at interviewing, and may not

be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers

should receive training, including the equal opportunities aspects of recruitment and the

relevant legislation.

Interviews need not be formal. The length and style of the interview will relate to the job and

the organization. Some vacancies may call for a formal interview panel, some for a less

formal, one-to-one interview. The interviewer(s) should consider the job and the candidates

when deciding on the nature of the interview.

All interviews, whether formal or informal, need careful preparation if they are to be

successful. Each candidate should leave with a sense of being treated well and fairly and

having had the opportunity to give of their best.

Preparing the interview

The interviewer should prepare by:

• Reading the application form, job and person specifications to identify areas which need

further exploration or clarification • Planning the questions. In some interviews it is

appropriate to ask only one or two questions to encourage the candidate to talk at length on

certain subjects. In others it may be better to ask a series of short questions on several

different areas. If there is more than one interviewer, different people can cover different

topics, e.g. job knowledge, training, qualifications. Do not ask for personal information or

views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you

planning to have children in the next few years?'

* being ready for the candidates' questions, and trying to anticipate what additional

nformation they may seek.

Conducting the interview

Conduct the interview in an environment that will allow candidates to give of their best.

Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and

show them cloakroom facilities, etc.

If possible, let the candidate have a brief tour of the place of work. This is particularly useful

in the case of people new to the job market (school-leavers, returning men and women), who

may have little or no experience of what to expect in a workplace. It may also prove valuable

in offering an additional opportunity to assess the candidate’s interaction with possible

colleagues.

Consider whether any adjustments need to be made to accommodate an interviewee who has

indicated a disability on the application form - it is easy to overlook simple adjustments that

may be reasonable to make:

• Candidates with hearing impairment may not only need to be able to clearly see the

interviewer as they are talking, but may need communication support if they are not to be

placed at a disadvantage

• Is there an alternative to steps for access to the building? Can the interview take place

elsewhere, where access might be easier for someone with a physical disability?

It is common that both interviewer and candidate are nervous. Thorough preparation will help

both of you. Be careful not to fill silences by talking too much - the aim of the interview is to

draw information from the candidate to decide if they would suit the job. The candidate

should do most of the talking.

Nevertheless, the interviewer will want to encourage candidates to relax and give of their best

in what is, after all, a somewhat unnatural setting. It is important to keep the conversation

flowing, and the introductions and initial 'scene-setting' can help all parties settle to the

interview.

The following pointers may be helpful in conducting the interview:

• Introduce yourself (and other interviewers if present); this also gives the candidate time to

settle down

• Give some background information about the organization and the job - this helps everyone

to focus on the objective

• Structure the questions to cover all the relevant areas, and don't ask too many 'closed'

questions. Open-ended questions (i.e. ones that can’t be answered just by a yes or no answer)

will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'

• Avoid leading questions

• Listen, and make brief notes as necessary on salient points

• Have a time frame and keep to it, allowing sufficient time for candidates to ask any

questions they might have

• Make sure the candidate is familiar with the terms and conditions of the job, and they are

acceptable. If not, and the candidate is the best one for the job, then some negotiation may be

necessary

*Be careful to avoid inadvertent discrimination

• Tell the candidate what will happen next and when to expect to hear from the organization.

Practical tests

If the job involves practical skills, it may be appropriate to test for ability before or at the

time of interview. This is generally acceptable for manual and word processing skills, but less

useful for clerical and administrative posts. Telephone skills are increasingly in demand, and

candidates for telesales/call centre work will almost invariably be asked to undertake a

practical test. Any tests must, however, be free of bias and related to the necessary

requirements of the job. Consideration in giving any tests must include the objectives of such

a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the

costs and benefits of such method.

Psychometric and psychological tests, including bio-data

There are numerous tests commercially available which can assist in measuring aspects of

personality and intelligence such as reasoning, problem solving, decision making,

interpersonal skills and confidence. Although many large organizations have used them for a

number of years, they are not widely used, and some tests are considered controversial - for

instance, those that assess personality. Any organization considering the use of psychometric

or psychological tests should refer to the guides available, and make sure they have the need,

skills and resources necessary.

Tests should never be used in isolation, or as the sole selection technique. Where a decision is

made solely on the automatic processing of personal data, an applicant may require that the

organization must reconsider any rejection or make a new decision on another basis.

Bio-data (short for biographical data), is a questionnaire format with multiple choice answers.

The questions are of a biographical nature and answers are scored according to the scoring

key developed by the employer. In general bio-data is successfully used only by really large

employers, who have a large throughput of applicants. Use of bio-data, like other tests, needs

careful control to avoid any possibility of discrimination or invasion of privacy.

Think carefully before using any test - is it actually necessary for the requirements of the job?

Is the test relevant to the person/job specification? What is the company policy about using

tests, storing results and giving feedback to the candidate? Marking criteria must be

objective, and the record sheets should be retained for Data Protection.

Assessment centres, role plays and team exercises

Assessment centres are often used by large organizations making senior management or 'fast-

stream' graduate appointments. Exercises, sole and group, may take place over a few days,

normally in a residential setting. The individual may also be required to make presentations

and to take part in role-plays or team events.

Making the decision

Decide whom to employ as soon as possible after the interview/test/assessment. Use of a

structured scoring system helps here, particularly one that is based on the applicants'

competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and

'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to oneself

in the candidate). Structured scoring allows the organization to weight some elements or

competencies if desired, and to compare a candidate's score with the job specification 'ideal'

score - although care must be taken when considering the results that a high overall score

doesn’t mask a low score in a crucial area.

Write up notes immediately after the interview - recording relevant answers and detail. This

is not only for the decision-making process but also to provide feedback to the candidate if

requested. which will enable the candidate to ask to see interview notes where they form part

of a 'set' of information about the candidate - for instance, the application form, references

received and so on, or the full personnel file if the candidate is already working for the

organization..

Inform all the applicants of the outcome as soon as possible, whether successful or

unsuccessful. Keep in touch if the decision is delayed.

Try to give positive feedback to unsuccessful candidates on any aspects they could

reasonably improve for future success. It is sensible to maintain a favorable view of the

organization among the applicants - there may be future job vacancies for which they would

be suitable and for which you would wish them to apply. Failure to get one job does not

necessarily mean unsuitability for other jobs with the organization. You may want to keep

CVs or applications on file for future matching. Also bear in mind that applicants and their

families may be your customers as well as potential employees, so it makes business sense to

treat them fairly and courteously.

References and checking

State on the application form when any references will be sought, and do not approach a

current employer unless the candidate has given express permission. If references are sought,

they will be most effective if you include a job description with the request, with structured,

relevant questions that will enable you to gain accurate further information about the

candidate's abilities. Do not ask for personal information about the applicant. Remember too

that completing a reference takes time and proper consideration, so only seek such references

if you believe they are necessary and appropriate. A simple form confirming dates of

employment, capacity and particular skills may be satisfactory.

The holding of particular qualifications, training or licenses may be important to the job, and

it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it

is good employment practice to make sure the applicant knows, and that copies of any

relevant documents will be held on their personnel file.

The timing of reference and qualification checks is variable. It is often the case that

references are taken up at shortlist or offer stage, and the candidate may be asked to bring

documentary evidence of qualifications to the interview. Job offers are sometimes made

'subject to satisfactory references being received', but this is not advisable. The referee may

simply fail to provide any kind of reference. There is no legal requirement to do so. Or a

referee may wrongly indicate the applicant is unsuitable, in which case if the offer is

withdrawn on those grounds, the organization could face legal action by the applicant. The

organization needs a policy of what to do in circumstances such as the non-supply of a

reference - an initial 'probationary' period might be an acceptable way of proceeding.

The offer

Once the successful candidate is identified, and any necessary references and checks

completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter

enables the specifics of the job to be re-stated, with the terms and conditions, any pre-

conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a satisfactory

probation period).

Remember that the employment contract is a legal one, and exists even before the candidate

has commenced employment. The offer letter should set out the following points:

• The job title and the offer of that job

• Any conditions (pre or post) that apply to the offer

• The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement,

place of employment, etc

• The date of starting, and any probationary period

• What action the candidate needs to take, e.g. returning a signed acceptance of the offer,

agreement to references, any date constraints on acceptance

• If the letter is to form part of the contract of employment, it should say so. Alternatively it

could form the main terms and conditions of employment - a written statement required by

law to be issued to employees within two months of them starting work.

Preparing for the new employee

Once the candidate has accepted the job, the organization must then prepare for the new

employee's arrival and induction. Failure to attend to this can create a poor impression and

undo much of the positive view the candidate has gained throughout the recruitment and

selection process. A good induction program reinforces positive first impressions and makes

new employees feel welcome and ready to contribute fully.

DATA ANALYSIS

DATA ANALYSIS

1 ) According to you and Manpower Programme of ICICI BANK should be designed to –

(Select only one)

Reduce anxiety

Promote two-way communication

Promote a positive employee attitude

Assimilate the employees in the organization.

Programme should be designed to

30%

20%10%

40%

Reduce anxiety

Promote two-waycommunication

Promote a positiveemployee attitude

Assimilate theemployees in theorganization

Interpretation: This question gives us insight in the ICICI BANK Manpower programmed

that out of our sample size of 50 employees. 40% i.e. 20 employee feels that the Manpower

programmed is Assimilate the employees in the organization. While 30% people out of our

sample size given their views that Manpower program me reduce anxiety.

1) Which section of the Manpower process do you feel is most important for meeting the

needs of your job in ICICI BANK ?

Organizational issues

employee and organization benefits

introductions

job duties

Interpretation: This question will asked for the ICICI BANK ’s group 50 employees which

gives and fair idea what employee think about the Manpower program me in a company and

what they perceive which function is most important for the Manpower program me. I gather

the data and above the pie chart depicted 52% people think Job Manpower organized in

ICICI BANK due to make them clear to understand JOB duties and there day by day routine

work. Also 24% people think that it is important with the Organizational Point of view

where in Manpower employees are learned how to go about the organization. And their

vision and mission . Also 16% employee shown their interest for Manpower program me

beneficial because according to his/her that is doing as a practice in ICICI BANK due to of

employee and organizational benefits.

What special things should the organization provide to make new employees feel

comfortable, welcome and secure?)

Desk

work area

equipment

special instructions

Interpretation: From this question some interesting facts I got from ICICI BANK

employees. I asked 50 employees to according to him/her what special things the

organization should provide to make new employees feel comfortable, welcome and secure.

I gathered the data and plot the Pie chart I got very interesting result of it out of 50 employees

40% employee are special instruction given by the HR person would gave him/her feel

comfortable, welcome and secure. Same 34% employees answered that if they has a better

work area then they have more comfortable and feel secure.

4) What things according to you would new employees need to know about the work

environment that would make them comfortable?

Names and titles of key executives

company policy and rules

history of the company

product / services offered

Interpretation: We would asked this question to the 50 employees in ICICI BANK Delhi

office to just understand What things according to employee would need to know about the

work environment that would make them comfortable.That comfort zone is very much

required because every company tried pull there employee advantage from the first day.

According to my survey 46 % employee think that company policy and rules should be

familiar with in a Manpower program me make him more comfortable than other given

option. Also 13 employee out of 50 given their answer in favor of names and titles need to

known for the new employees to make him/ her more comfortable.

5 WORKING PERIOD OF EMPLOYEES IN THE COMPANY

WORKING PERIOD OF EMPLOYEES IN THE COMPANY

37%

36%

19%

8%

<11-2 YRS2-3 YRS3-5 YRS

The above chart depicts that most of the employees are doing service. As per the survey of 36

employees most of the employees are young in the organizations, they don’t have the past

experience of any change in recruitment and selection.

On a survey of 36 employees done, it has been shown that employees completed 1 year of

service comprised 37%. Similarly employees 1-2 years of service comprise 36%. But there is

only less number of employees there about between 2-3 years comprised 19%. The rest i.e.

8% comprised of the group of people who have been in the organization for 3-5 year.

6. Employees are actively involved in planning.

(1) Strongly Agree (2) Agree

(3) Disagree (4) Strongly Disagree

Strongly Agree28%

Agree39%

Disagree20%

Strongly Disagree13%

Involvment of Employee

This question brief us about the employees of ICICI BANK are actively involved in planning

and implementing so this we determine how employee contributed to the ICICI BANK with

their mindset

And what is their involvement to formulation of any s in their organization. According to our

survey result out of 100 people which is our sample size said 28% people are strongly agree

with this views that ICICI BANK are actively involved in planning and implementing and

people thought they involved in the s that happened. And 39% people agreed with this views

that ICICI BANK are actively involved in planning and implementing and people thought

they involved in the s that happened But 20 % people said they disagree with a views of

ICICI BANK didn’t want him/his actively involved in planning and implementing and

people thought they involved in the s that happened adding of this the 13% people as our

respondent are strongly disagree with the statement that ICICI BANK didn’t want him/his

actively involved in planning and implementing and people thought they Recommendation

for ICICI BANK would be they may continue with this management thought because more

than 68% respondent is has strong believed that ICICI BANK are actively involved in

planning and implementing and people thought they involved in the s that happened but

ICICI BANK need to focus on 33% of the respondent which says no ICICI BANK doesn’t s

in organization because ICICI BANK leadership team is not open for different ideas and

opinions issues for different level of employees

7. This organization rewards innovation and creativity on Manpower Planning.

(1) Strongly Agree (2) Agree

(3) Disagree (4) Strongly Disagree

Strongly Agree29%

Agree40%

Disagree13%

Strongly Disagree18%

Rewards Innovation

This question brief us about the Manpower Planningat in ICICI BANK is an organization

rewards innovation and creativity. we determine what is employee perception about the

organisation. According to our survey result out of 100 people which is our sample size said

29% people are strongly agree with this views that ICICI BANK rewards innovation and

creativity. And 40% people agreed with this views that ICICI BANK rewards innovation and

creativity But 13 % people said they disagree with a views of Manpower Planningat in ICICI

BANK rewards innovation and creativity adding on this 18% people as our respondent are

strongly disagree with the statement that ICICI BANK rewards innovation and creativity ,

Recommendation for ICICI BANK would be company continue with this management

thought because more than 69% respondent is has strong believed that ICICI BANK rewards

innovation and creativity rest of 31% respondent which says ICICI BANK doesn’t rewards

innovation and creativity which is very bad impression for any organization and particular

HR to find out the solution of this Disagreement.

8. Analysis based on the reasons given by the candidates for back out

This analysis is based on the responses received after speaking to people who backed out

during the last three months. The following reasons were identified after analyzing the

responses collected from 30 respondents. The percentages have been calculated from the

total number of people contacted.

higher salary38%

delay in feedback17%

brand issues13%

lenghty in-terview pro-

cess5%

others27%

Reasons for back out

This pie chart depicts that the maximum number of people are backing out as they have better

offers in hand, followed by 19% who backed out due to delay in giving feedback. 13 % of

them backed out as they were not happy to get associated with a Growing brand. Lengthy

Interview process contributed to 5% of the back outs and the remaining 26% had other

reasons to back out.

9 Which are the parameters on which candidates are evaluated?

Patterned

Stress

Depth

0%

10%

20%

30%

40%

50%

60%

Patterned

Stress

Depth

Inter

pretation

60% of the employees said that for evaluating a candidate experience is taken into

consideration.

20% of the employees said that for evaluating a candidate skill is taken into

consideration.

20% of the employees said that for evaluating a candidate training experience is taken

into consideration.

10 Principle of right man on the right job is strictly followed.

Strongly agree

Moderately agree

Strongly disagree

Moderately disagree

Can’t say

0%

10%

20%

30%

40%

50%

60%

Strongly agreeModerately agreeStrongly disagreeModerately disagreeCan’t say Series6Series7Series8

Interpretation

15% of the employees are strongly agreed that principle of right man on the right job is

strictly followed.

60% of the employees are moderately agreed that principle of right man on the right job is

strictly followed.

10% of the employees are strongly disagreed that principle of right man on the right job is

strictly followed.

15% of the employees are moderately disagreed that principle of right man on the right

job is strictly followed.

RECOMMENDATION

1. Manpower power planning for each unit is prepared in consulting with their respective

head officers and finally the corporate officer.

2. Manpower planning is done for 2 years and 2 years preparation of manpower planning

results in ;

-Accurate data

-Inflated and deflated requirements are met.

Revision of data can be done time and again to maintain accuracy.

3. Manpower planning being done very systematically and manpower budgeting is raised as

per the requirements.

Managers are still asking upon manpower budgeting which is a clear indictor that all

actions are checked, revised and all is kept under control.

4. Surplus executives are identified in many disciplines like quality control, human resource,

finance etc.

5. Job specification and job description are well defined to all employees and they know

what is expected of them. Everything is properly documented and gives in blank and

white.

6. There is a relaxation for departmental candidates. They need not get first class or 60%

marks or aggregate. They need not to pay application. Fees but they just have to clear the

final interview. This is a good method for employees which motivate them.

CONLCUSIONRecruitment management system is the comprehensive tool to manage the entire recruitment

processes of an organization. It is one of the technological tools facilitated by the information

management systems to the HR of organizations. Just like performance management, payroll

and other systems, Recruitment management system helps to contour the recruitment

processes and effectively managing the ROI on recruitment. Recruitment refers to the

process of screening, and selecting qualifed people for a job at an organization or firm, or for

a vacancy in a volunteer-based organization or community group. While generalist managers

or administrators can undertake some components of the recruitment process, mid- and large-

size organizations and companies often retain professional recruiters or outsource some of the

process to recruitment agencies. External recruitment is the process of attracting and selecting

employees from outside the organization

BIBLIOGRAPHY

Books

Arthur, J. B. (1994). Effects of resource systems on manufacturing performance and turnover.

Academy of Management Journal, 37: 670-687.

Aryee, S., Budhwar, P.S., & Chen, Z. X. (2002) Trust as mediator of the relationship between

organizational justice and work outcomes: test of a social exchange model, Journal of

Organizational Behavior, 23(3): 267-285.

Bae, J. & Lawler, J. J. (2000). Organizational and HRM strategies in Korea: Impact of firm

performance in an emerging economy. Academy of Management Journal. 43: 502-517.

Baron, R. M. & Kenny, D. A. (1986) The moderator-mediator variable distinction in social

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Bryk, A. S. & Raudenbush, S.W. (1992) Hierarchical linear models. Newbury Park, CA:

Sage.

DeConinck, J. & Stilwell, C. D. (1996). Factors influencing the organizational commitment

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Journals

Harvard Business Review

c. Magazines

Business India

Business World

Gloom

d. Internet

i. Sites:

www.blonnet.com

www.superbrandsindia.com

ii. Search Engines

http://www.google.com

1) According to you and Manpower Programme of ICICI BANK should be designed to –

(Select only one)

Reduce anxiety

Promote two-way communication

Promote a positive employee attitude

Assimilate the employees in the organization.

2) Which section of the Manpower process do you feel is most important for meeting the needs of

your job in ICICI BANK ?

Organizational issues

employee and organization benefits

introductions

job duties

3) What special things should the organization provide to make new employees feel comfortable,

welcome and secure?)

Desk

work area

equipment

special instructions

5) What things according to you would new employees need to know about the work

environment that would make them comfortable?

Names and titles of key executives

company policy and rules

history of the company

product / services offered

6. Employees are actively involved in planning.

(1) Strongly Agree (2) Agree

(3) Disagree (4) Strongly Disagree

7. This organization rewards innovation and creativity on Manpower Planning.

(1) Strongly Agree (2) Agree

(3) Disagree (4) Strongly Disagree

8. Analysis based on the reasons given by the candidates for back out

9 Which are the parameters on which candidates are evaluated?

Patterned

Stress

Depth

10 Principle of right man on the right job is strictly followed.

Strongly agree

Moderately agree

Strongly disagree

Moderately disagree

Can’t say