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THE SELECTION PROCESS AND TOOLS USED BY ICICI

BANK

PROJECT BY:
HURSH MAHESHWARI
M. COM PART 1
A9017

PROJECT GUIDE:
PROF.PRAVEEN NAGPAL

SUBMITTED TO
UNIVERSITY OF MUMBAI
ACADEMIC YEAR 2015-2016

ST. ANDREWS COLLEGE OF ARTS, SCIENCE & COMMERCE


ST. DOMINIC ROAD, BANDRA (WEST)
1

MUMBAI - 400 050


CERTIFICATE

I, Prof. Praveen Nagpal, hereby certify that Hursh Maheshwari of St.


Andrews College of MCOM PART 1 has completed his project, titled
Selection Processes and Selection Tools in the academic year 2015-16.
The information submitted herein is true and original to the best of my
knowledge.

Signature of Project Guide

Signature of M.Com
Co-ordinator

Signature of Principal

Signature of External
Examiner

DECLARATION

I, HURSH MAHESHWARI, of

St. Andrews College M.Com Part 1

declare that I have completed the research project on the topic of The
Selection process and tools used by ICICI Bank in the academic year
2015-16. The information submitted herein is true & original, to the best
of my knowledge.

DATE:
PLACE: MUMBAI

SIGNATURE OF
STUDENT
HURSH MAHESHWARI
M.COM PART 1

ACKNOWLEDGEMENT
First of all I would like to thank God for blessing me with strength & patience to complete my
project. I also thank Prof. Praveen Nagpal for guiding me throughout.
I would also like to express my gratitude towards my guide for her valuable time & effort to help
me in this project.
I thank the University of Mumbai for giving me a platform to explore my mind through this
project.
And most importantly a big thank you to my parents, sisters & brothers & my friends for all the
help extended by them.

-HURSH MAHESHWARI
4

Table of Contents
EXECUTIVE SUMMARY ............................................................................................................ 7
1.

INTRODUCTION ................................................................................................................... 8

2. SELECTION PROCESS AND TOOLS ..................................................................................... 9


2.1

MEANING AND DEFINITION ........................................................................................... 9

2.2

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION ................................... 10

2.3

STEPS IN SELECTION PROCESS .................................................................................... 11

2.4

ENVIRONMENT FACTOR AFFECTING SELECTION .................................................. 11

2.5

FOUR APPROACHES TO SELECTION ........................................................................... 12

2.6

PROBLEMS IN EFFECTIVE SELECTION: ..................................................................... 13

3. THE SELECTION PROCESS AND TOOLS USED AT ICICI BANK ................................. 15


3.1 THE ROLE OF SELECTION ............................................................................................... 15
3.2 OBJECTIVES ....................................................................................................................... 16
3.3 STEPS IN SELECTION ....................................................................................................... 17
3. CONCLUSION ........................................................................................................................ 33
4. BIBLIOGRAPHY .................................................................................................................... 34

EXECUTIVE SUMMARY
The art of choosing men is not nearly as difficult as the art of enabling those one has chosen to
attain their full worth.
Many employers recognize the fact that their staff is their greatest asset, and the right recruitment
and selection processes are viable in ensuring that new employees become effective in the
shortest time. The success of an organization depends on having the right number of staff, with
the right skill and the right abilities.
This first part of the project focuses on the theoretical part of selection processes and the tools of
selection which can later be compared to the actual processes and tools used at ICICI for
selection. It covers the definition of selection which helps us understand where the recruitment
process stops and selection process begins as it a very fine line between them. It also consists of
the difference in recruitment and selection, the various external factors affecting recruitment.
The second part of this project is about the selection process and tools used at ICICI to find the
best fit candidate for a certain position or job. It outlines the various steps in their recruitment
process and also states the different types of tests and interviews conducted by them to analyses a
candidates actual potential.

1. INTRODUCTION
People are integral part of any organization today. No organization can run without its human
resources. In todays highly complex and competitive situation, choice of right person at the right
place has far reaching implications for an organizations functioning. Employee well selected
and well placed would not only contribute to the efficient running of the organization but offer
significant potential for future replacement. This hiring is an important function. The process of
hiring begins with human resource planning (HRP) which helps to determine the number and
type of people on organization needs. Job analysis and job design enables to specify the task and
duties of hobs and qualification expected from prospective job HRP, job analysis, hob design
helps to identify the kind of people required in an organization and hence hiring. It should be
noted that hiring is an ongoing process and not confined to formative stages of an organization.
Employees leave the organization in search of greener pastures, some retire and some die in the
saddle. More importantly an enterprises grows, diversifies, take over the other units all
necessitating hiring of new men and women. In fact the hiring function stops only when the
organization ceases to exist.
Hiring involves two board activities:i)

Recruitment

ii)

Selection

2. SELECTION PROCESS AND TOOLS


2.1 MEANING AND DEFINITION
Selection is the process of picking individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. A formal definition of
Selection is:Selection is defined as the process of differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in a job. Selection is basically picking an
applicant from (a pool of applicants) who has the appropriate qualification and competency to
do the job.
Recruitment and selection are the two crucial in the HR process and are often used
interchangeably. However theres a fine distinction between the two steps. While recruitment
refers to the process of identifying and encouraging prospective employees to apply for jobs,
selection is concerned with

picking the right candidates from the pool

of applicants.

Recruitment is said to be positive in its approach as it seeks to attract as many candidates as


possible. Selection, on the other hand, is negative in its application in as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates.

2.2 DIFFERENCE BETWEEN RECRUITMENT AND SELECTION


1

Recruitment is the process of searching for prospective candidates and motivating them to
apply for job in the organization. Whereas, selection is a process of choosing most suitable
candidates out of those, who are interested and also qualified for job.

In the recruitment process, vacancies available are finalized, publicity is given to them and
applications are collected from interested candidates.

In the selection process, available

applications are scrutinized. Tests, interview and medical examination are conducted in
order to select most suitable candidates.
3

In recruitment the purpose is to attract maximum numbers of suitable and interested


candidates through applications. In selection process the purpose is that the best candidate
out of those qualified and interested in the appointment.

Recruitment is prior to selection. It creates proper base for actual selection. Selection is next
to recruitment. It is out of candidates available/interested.

Recruitment is the positive function in which interested candidates are encouraged to submit
application. Selection is a negative function in which unsuitable candidates are eliminated
and the best one is selected.

Recruitment is the short process. In recruitment publicity is given to vacancies and


applications are collected from different sources Selection is a lengthy process. It involves
scrutiny of applications, giving tests, arranging interviews and medical examination.

In recruitment services of expert is not required Whereas in selection, services of expert is


required

Recruitment is not costly. Expenditure is required mainly for advertising the posts. Selection
is a costly activity, as expenditure is needed for testing candidates and conduct of interviews.
10

2.3 STEPS IN SELECTION PROCESS


With the advancement to every step the number of candidates will reduce. It is like a funnel not
everyone who enters the first step of the process makes it getting hired.

2.4 ENVIRONMENT FACTOR AFFECTING SELECTION


Selection is influenced by several factors. More prominent among them are supply and demand
of specific skills in the labor market, unemployment rate, labor- market conditions, legal and
political considerations, companys image, companys policy, human resources planning and
cost of hiring. The last three constitute the internal environment and the remaining form the
external environment of selection process.
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2.5 FOUR APPROACHES TO SELECTION


1). Ethnocentric Selection:
In this approach, staffing decisions are made at the organizations headquarters.
Subsidiaries have limited autonomy, and the employees from the headquarters at home and
abroad fill key jobs. Nationals from the parent country dominate the organisations at home and
abroad.
2). Polycentric Selection:
In polycentric selection, each subsidiary is treated as a distinct national entity with local
control key financial targets and investment decisions. Local citizens manage subsidiaries, but
the key jobs remain with staff from the parent country. This is the approach, which is largely
practiced in our country.
3). Regio-centric Selection: Here, control within the group and the movements of staff are managed on a regional
basis, reflecting the particular disposition of business and operations within the group. Regional
managers have greater discretion in decision. Movement of staff is largely restricted to specific
geographical regions and promotions to the jobs continue to be dominated by managers from the
parents company.

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4). Geocentric Staffing: In this case, business strategy is integrated thoroughly on global basis. Staff development
and promotion are based on ability, not nationality. The broad and other parts of the top
management structure are thoroughly international in composition. Needless to say, such
organizations are uncommon.

2.6 PROBLEMS IN EFFECTIVE SELECTION


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

Perception: -Our inability to understand others accurately is probably the most


fundamental barrier to selecting the right candidate.

Selection demands an individual or a group of people to assess and compare the


respective competencies of others, with the aim of choosing the right persons for the jobs.
But our views are highly personalized.

Fairness in selection requires that no individual should be discriminated against on the


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

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Validity, as explained earlier, is a test that helps predict job performance of an


incumbent. A test that has been validated can differentiate between the employees who
perform well and those who will not. However, a validated test does not predict job
success accurately. It can only increase possibility of success.

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

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


friends and peers to select particular candidates. Candidates selected because of
compulsions are obviously not the right ones. Appointments to public sectors
undertakings generally take place under such pressures.

14

3. THE SELECTION PROCESS AND TOOLS USED AT


ICICI BANK
3.1 THE ROLE OF SELECTION
At ICICI Bank, the selection process aims at getting applicants who are likely to succeed at
various roles in the Bank. The endeavor is to select people who have a high service orientation,
are passionate about their career goals, and who display integrity and ethics in all engagements.
The role of selection in an ICICIs effectiveness is crucial for at least, two reasons; first, work
performance depends on individuals. The best way to improve performance is to hire people who
have the competence and the willingness to work. Arguing from the employees viewpoint, poor
or inappropriate choice can be demoralizing to the individual concerned (who finds himself or
herself in the wrong job) and de-motivating to the rest of the workforce. Effective selection,
therefore, assumes greater relevance. In a service sector jobs employees are the first point of
truth between the company and the customer which makes it absolutely necessary for a company
to hire most competent people for the job. ICICI believes that the cost of recruiting and hiring
personnel speaks volumes about its human resources. They believe the cost of wrong selections
is greater than the cost to find the right person for the job.

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3.2 OBJECTIVES

To ensure all recruitment and selection procedures comply with the Equal Opportunity
Policy.

To ensure that all appointments are made on merit

To develop and maintain procedures which will assist in ensuring the appointment of the
most suitable candidate

To ensure that recruitment procedures are clear, valid and consistently applied by those
involved in recruitment and that they provide for fair and equitable treatment for those
who apply for employment.

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3.3 STEPS IN SELECTION


STEP 1: Completion of application forms:
Application form establishes the candidates general details like name, address, telephone
number, education, job- related training, work-experience with dates, company names, and job
details, professional or industrial involvement, hobbies and recreational pursuits.
The company establishes as many hypotheses about the candidate from the details provided in
the application form. It then decides what areas of information it needs to explore or investigate
more specifically during the interview.
The applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. Company sees to it that no judgment is passed about the candidate based
only at this level. What drawn here is hypotheses and not conclusions.
Application forms are such framed that, they provide the necessary details to the organization
without affecting the sentiments and feelings of the candidate.
STEP 2: Initial screening of interviews:
Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information
supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits
for reason, which did not appear in the application forms. Besides, preliminary interview, often
called courtesy interview, is a good public relation exercise.
Initial Screening is done on the basis of applicants and applications. A preliminary interview is
conducted so as to select the suitable candidate who can go through further stages of interviews.

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Normally cutoff is decided like say 70% on an average. If the candidates do not meet the
requirement they are rejected. And for higher posts applications and applicants both play a major
role in the screening process.

The Candidates would be screened by the HR Manager/Branch Manager for the respective
locations. Screening would be on the basis of the profile of the candidate and the departmental
requirements.

This assessment will be with respect to:

The general profile of the candidate,

Personality fit of the candidate into the profile,

Aptitude/attitude of the candidate,

Motives of the person to join the company and whether focus is in the short term or is a
long term player,

Basic skill level on our set of requirements, say numerically ability, networking ability,
etc

Establish the annual guaranteed cash compensation of the individual and check whether
the person would fit into the system.

Explain the role of Sales manager to the applicant and check the acceptance of the
candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for further
assessment process

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STEP 3: Aptitude Test


Choosing Tests:
The test must be chosen in the criteria of reliability, validity, objectivity and standardization.
They are: 1. Reliability: It refers to standardization of the procedure of administering and scoring the test results. A
person who takes tests one day and makes a certain score should be able to take the same test the
next day or the next week and make more or less the same score. An individuals intelligence,
for example, is generally a stable characteristic. So if we administer an intelligence test, a person
who scores 110 in March would score close to 110 if tested in July. Tests, which produce wide
variations in results, serve little purpose in selection.
2. Validity: It is a test, which helps predict whether a person will be successful in a given job. A test
that has been validated can be helpful in differentiating between prospective employees who will
be able to perform the job well and those who will not. Naturally, no test will be 100% accurate
in predicting job success. A validated test increases possibility of success
There are three ways of validating a test. They are as follows: 1). Concurrent Validity: - this involves determining the factors that are characteristics of
successful employees and then using these factors as the yardsticks.

19

2). Predictive Validity: - it involves using a selection test during the selection process and then
identifying the successful candidates. The characteristics of both successful and less successful
candidates are then identified.
3). Synthetic Validity: - it involves taking parts of several similar jobs rather than one complete
job to validate the selection test.
3. Objectivity: When two or more people can interpret the result of the same test and derive the same
conclusion(s), the test is said to be objective. Otherwise, the test evaluators subjective opinions
may render the test useless.
4. Standardization:
A test that is standardized is administered under standard condition to a large group of person
who are representatives of the individuals for whom it is intended. The purpose of
standardization is to obtain norms or standard, so that a specific test score can be meaningful
when compared to other score in the group.

If the first assessment is positive, the candidates will give the aptitude test, once such test is
selected approved by the company. The scoring, interpretation and the generation of interview
probes from that test will also be done at this time. People who qualify the minimum criteria on
this test will be put up on to the Functional Head (VPs in case of HO) for functional assessment
and suitability into the role.

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Employment tests:
o logical test
o English test
o Vocabulary
o Reasoning
o Essay writing

21

VARIOUS TESTS:
Mental or intelligence tests:
They measure the overall intellectual ability of a person and enable to know whether the person
has the mental ability to deal with certain problems.
Intelligence test:
This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness),
numerical ability, memory and such other aspects can be measured. It is taken to judge
numerical, skills, reasoning, memory and such other abilities.
Personality Test:
It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain,
etc. this test is very much essential on case of selection of sales force, public relation staff, etc.
where personality plays an important role.
Graphology Test:
It is designed to analyse the handwriting of individual. It has been said that an individuals
handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the
idiosyncrasies and elements of balance and control. For example, big letters and emphasis on
capital letters indicate a tendency towards domination and competitiveness. A slant to the right,
moderate pressure and good legibility show leadership potential.

22

Medical Test:
It reveals physical fitness of a candidate. Medical servicing helps measure and monitor a
candidates physical resilience upon exposure business hazards.
Group Discussion:
Based on case studies, the group discussions are mainly conducted to judge applicants on their
analytical thinking, approach to hypothetical building around business situations and the ability
to break down complex problems to arrive at simple solutions.
STEP 5: Psychometric Profiling:
A questionnaire - based psychometric tool that assesses the typical or preferred behaviour of
individuals in work settings. Applicants are required to complete the questionnaire before they
appear for the interview. This tool gives us a better understanding of the applicant and is not used
for elimination of applicants.
Step 6: Second Interviews:
Middle or senior management generally conducts the second interview, together or separately.
More in-depth questions are asked to the candidate and the employer expects a greater level of
preparation on the part of the candidates.
Informal Interview: An informal interview is an oral interview and may take place
anywhere. The employee or the manager or the personnel manager may ask a few almost
inconsequential questions like name, place of birth, names of relatives etc. either in their
respective offices or anywhere outside the plant of company. It is not planned and

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nobody prepares for it. This is used widely when the labor market is tight and when they
need workers badly.
Formal Interview: Interviews are held in the employment office in a more formal
atmosphere, with the help of well structured questions.
Patterned Interview: A patterned interview is also a planned interview, but it is more
carefully pre-planned to a high degree of accuracy, precision and exactitude. With the
help of job and man specifications, a list of questions and areas are carefully prepared
which will act as the interviewers guide.
Non-directive Interview: Here the interviewee is allowed to speak his mind freely. The
interviewer has no formal or directive questions, but his all attention is to the candidate.
He encourages the candidate to talk by a little prodding whenever he is silent e.g. Mr.
Ray, please tell us about yourself after youre graduated from high school. Non-directive
interview or unstructured interview is designed to let the interviewee speak his mind
freely. The interviewer has no formal or directive questions, but his all attention is to the
candidate. He encourages the candidate to talk by a little prodding whenever he is silent
e.g. Mr. Ray, please tell us about yourself after your graduated from high school.
Depth Interview: It is designed to intensely examine the candidates background and
thinking and to go into considerable detail on particular subjects of an important nature
and of special interest to the candidates. For example, if the candidate says that he is
interested in tennis, a series of questions may be asked to test the depth of understanding
and interest of the candidate.

24

It is designed to intensely examine the candidates background and thinking and to go


into considerable detail on particular subjects of an important nature and of special
interest to the candidates. For example, if the candidate says that he is interested in tennis,
a series of questions may be asked to test the depth of understanding and interest of the
candidate. These probing questions must be asked with tact and through exhaustive
analysis; it is possible to get a good picture of the candidate.
Stress Interview: It is designed to test the candidate and his conduct and behavior by him
under conditions of stress and strain.
What ICICI practice is that if interview is planned at a certain time, then the interview
will start at least an hour late meanwhile, they watch the candidates behavior and stress
level.
Panel Interview: A panel or interviewing board or selection committee interviews the
candidate, usually in the case of supervisory and managerial positions.
Mixed Interview: In practice, the interviewer while interviewing the job seekers uses a
blend of structured and structured and unstructured questions. This approach is called the
Mixed interview. The structured questions provide a base of interview more conventional
and permit greater insights into the unique differences between applicants.

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General Norms regarding interview Process:


Interviews should consider the entire data provided by the candidate either through the
formal CV or otherwise before coming to a conclusion about the candidate. They may
insist on seeing the proof of the claims made by the candidate regarding qualifications,
experience and other achievements. They may, at their discretion, decide to meet the
candidate on more than one occasion or to refer the candidate to another panel.
Ratings on various attributes of the candidates shall be recorded in the interview
evaluation sheet, soon after the interview is over. Along with these numerical ratings,
qualitative observations about the candidate and overall decision regarding selection or
otherwise (including a decision to defer the induction, referral to another panel,
considering for another position) shall be forwarded to the associated Recruitment
Manager/ Head of Regional HR. Individual panel members have the option of appending
their additional remarks/observations. No selection will be treated as final unless the IES
form is filled comprehensively. Suitably appropriate IES formats may be created for
specific positions.
Any discrepancies noticed by the panel members regarding the authenticity of the data
provided by the candidate should be specifically and formally recorded on the IES form
and suitably high lightened.
Specific points to be probed during the reference check process, if any, must also be
clearly recorded and high lightened on the IES forms.

26

Administrative Actions Regarding Interviews


Scheduling and the venue of the interviews would be handled by the recruitment team in
consultation with the short listed candidate and the selection panel members, after taking
mutual convenience into account. For field positions, respective branch/regional heads
would undertake this co-ordination.
After the final round, if the candidate is selected, the complete set of papers Personal
Data Form, CV, job requisition no., Interview evaluation sheet ,reference check details,
educational details, along with the interviewers recommendations and Reference check
form should be forwarded by the recruitment managers to recruitment head. Fitment of
the candidate into a grade and compensation fitment shall be on the assumption of
authenticity of the information provided in the CV/application form.
An appropriate formal communication shall be sent to the candidate whose candidature is
not being taken forward, or details of the verbal/telephonic communications provided to
the candidate shall be recorded on the candidates papers, by the recruitment
team/associated line managers. In the case of interviews taking place at the
branch/regional levels, similar noting should be recorded on the individual candidates
papers.

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Step 7: Physical Examination:


After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is, often, depends upon the candidate being declared fit after
the physical examination. The results of the medical fitness test are recorded in a statement and
are preserved in the personnel records.
STEP 8: Reference checks
Normal, reference checks should be undertaken with at least one reference. A second
reference check will be done if considered necessary. Responsible officials from the
former employers, academic institutes and/or any other eminent personalities can be
considered as appropriate references. Close relatives and friends cannot be considered as
references. Wherever feasible and considered appropriate, a reference should be made
with a senior official of the candidates current employer. In case the candidate is
currently un-employed, reference should be made with the latest employer. The format of
reference check is to be used as a framework for conducting the process.
Where the minimum two reference checks are not possible (particularly with the current
employer) or where there is a mixed response from different sources, the matter may be
to the VP-HR for a final decision. Depending on the seniority and any other
considerations about the positions, VP-HR would normally consult the functional head
concerned, before coming to conclusions. Any candidate whose credentials are doubtful
shall not be recruited.
In case of recruitment of Management trainees, fresher and life advisors as sales
Managers no reference checks will be required.

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STEP 9: Final Employment decision


It is a final step. In this step company makes a very important decision.
After all these processes follow up is done i.e., the selected person is induced and placed at the
right job. Training is provided on regular basis that is monthly, quarterly. These trainers have the
experience of about 15-20 yrs. In one batch there are 60 employees who are sent to Bangalore for
training.
STEP 10: Negotiations of the terms and conditions and other pre -appointment
formalities
In the case of sales-Tied Agency functions, the branch managers will be allowed to fix
the salary and grade of the incoming sales manager, provided the compensation does not
exceed 20% of the candidates current cash salary. Any fitment beyond this norms will
need the approval of Head-HR. HR will forward a worksheet to support the BMs to
evaluate the appropriate cash CTC of the incumbent. For all other functions, the
compensation and grade would be fixed post a discussion between the Head of the
Regional HR and the associated AVP/VP. Any candidate being offered a CTC of more
than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the discretion
of the VP-HR, a deviation may be referred to the Managing Director, for the MDs
formal approval.
Responsibility for negotiations and finalization of the terms shall rest with the best
Branch Manager/Associated Manager. They may seek the assistance of the recruitment
managers, whenever required. Reference checks process should not normally be initiated
unless the candidate has indicated his firm acceptance of the offer being made by us.
29

EMPLOYMENT OFFER LETTER


When a recruitment Manager is fully satisfied about the selection of the right candidate
and about completion of all the formalities connected with the appointment of candidate
including requisite documentation, satisfactory reference check reports and medical
fitness, he/she would forward the relevant papers listed below to the head of recruitment.

Personal Data form

Employee requisition form duly filled by the regional Head/Branch Manager

Interview

evaluation

sheet

filled

by

the

regional

head/Branch

manager/interviewer with his/her comments.

Latest and updated resume of the candidate

Photocopy of the appointment letter of the last employer or latest salary slip.

Employment details.

Two Professional references.

Language Proficiency.

Document check list for every grade is as follows:

Authorization Release Form.

Background check Form.

Highest Education certificate.

Highest Education mark sheet.

1 Month Salary Slip of Current Employer.

1 Month Salary Slip of Last Employer.

Relieving Letter of last Employment.

Proof of Residence.
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2 Passport Size Photograph.

Regional HR manager will take the signature of Head-HR on the employee requisition
form and forward the papers to the employee service team for issuance of the offer letter.
Employee services team will issue offer letter, to be signed by the National Recruitment
Manager or Chief Manager-HR, and send the same to the concerned Branch Manager/
HR Manager.
It would be the responsibility of the Branch Manager/HR Manager to ensure that the
accepted copy of the offer letter is forwarded to the employee service team within a week
of receipt of the offer letter. Till this letter is issued, the offer has not taken place in
formal sense. A copy of the offer letter shall be duly signed and returned to the candidate.
Candidate would be expected to fulfill various joining formalities, which are also
formally communicated to him/her in the form of a checklist that is attached to the letter
of offer. The Regional HR head shall have the overall responsibility and accountability to
maintain the templates of the offer letters and also for drafting of suitable non-standard
terms to any specific candidate.
The employee service team will follow up Branch Manager/Regional HR Manager for
the joining of the candidate and will collect all relevant documents from the candidate
including the joining report, before issuing the appointment letter. The employee service
team may enlist the help of the Branch Manager to ensure that all necessary documents
within ten days of the person joining. After receiving all of the necessary documents, the
employee service team will send the appointment letter to the new joiner.
Once the documentation is complete for the new joiner (including the accepted
appointment letter), people who may have joined before 20th of the month but have not

31

been included in the payroll for the month because of delay in receipt of papers will be
given ad-hoc salary advance (up to maximum of 65% of the pro-rated salary). This
advance will be adjusted once the person gets included in the subsequent months payroll.
If the person does not submit the relieving letter from the previous organization, where
required to be submitted as per the table given above, within three months of joining, the
employee service manager can put their salary on hold till such time as the said
documents are received.
STEP 11: -CONCLUDING THE SELECTION PROCESS: Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step amore sensitive one reassuring those candidates
who have not selected, not because of any serious deficiencies in their personality, but
because their profile did not match the requirement of the organisation. They must be told
that those who were selected were done purely on relative merit.
STEP 12: -EVALUATION OF SELECTION PROGRAMME: The broad test of the effectiveness of the selection process is the quality of the personnel
hired. An organization must have competent and committed personnel. The selection
process, if properly done, will ensure availability of such employees. How to evaluate the
effectiveness of a selection programme? A periodic audit is the answer.

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3. CONCLUSION
The human element of organization is the most crucial asset of an organization. Taking a closer
perspective -it is the very quality of this asset that sets an organization apart from the others, the
very element that brings the organizations vision into fruition.
Thus, one can grasp the strategic implications that the manpower of an organization has in
shaping the fortunes of an organization. This is where the complementary roles of Recruitment
and Selection come in. The role of these aspects in the contemporary organization is a subject on
which the experts have pondered, deliberated and studied, considering the vital role that they
obviously play.
ICICI have a comparatively longer selection process other companies in the banking sector for
mainly security reason. The scale on which ICICI conducts business today requires a work force
which is non-hesitant in dealing with customers, technically sound and up to date with the latest
skills and knowledge. The banking industry has a very high attrition rate which makes a good
selection process a must in order to get the right person for the job.
The selection process all in all seems fairly drafted with accurately designed tests to identify a
candidates true potential and fit for the job. The interviews are designed and conducted by
senior employees of the company in order to understand whether the candidate has the aptitude
for the job or not.

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4. BIBLIOGRAPHY
1. http://www.moneycontrol.com/stocks/top-companies-in-india/market-capitalisationbse/banks-private-sector.html
2. http://www.moneycontrol.com/competition/icicibank/comparison/ICI02
3. http://www.slideshare.net/JenBarr/recruitment-selection-process-presentation
4. http://www.scribd.com/doc/33993225/Recruitment-Process-of-ICICI-Bank
5. http://cscjournals.org/csc/manuscript/Journals/IJBRM/volume3/Issue1/IJBRM-64.pdf
6. http://www.marketing91.com/swot-analysis-icici-bank/
7. http://en.wikipedia.org/wiki/ICICI_Bank
8. http://www.theofficialboard.com/org-chart/icici-bank
9. http://www.careerride.com/view.aspx?id=13549
10. https://www.icicicareers.com/icici_career/po-selection-feeprocess.hhttp://www.bankpoclerk.com/community/Info/ICICI-Bank-PO-SelectionProcess-Feestml

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