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EXECUTIVE SUMMARY True learning is born out of experiences and observation.

Theoretical study gives us the conceptual clarity while practical study states about it and how it can be performed in real life. Theoretical study does give us the knowledge about Human Resource management, but without the practical exposure one cannot be total in the same field.

In the competitive economy the quality and the performance of the management determines the success of the organization. However the art and practice of management is quite different in different environment. I got a chance to learn the various aspects of the world outside book that is so wide and expanded. As we go deeper into, we find more and more of it.

The main objective of major research project is to develop practical knowledge and awareness about industrial environment and business practices in the students.

As a supplement to theoretical studies of Administration and Management in a specific area like HRM, It increases the skill, ability and attitude to perform specific job in industrial environment.

S. No Topic Page No.


Introduction To The Project



Review Of Literature



Introduction To The Company



Recruitment And Selection In Banks



Research Objectives & Methodology



Data Analysis



Findings, Suggestions And Conclusions








Recruitment is hiring of employees from outside. Recruitment has been regarded as the most important function of the HR department , because unless the right type of people are hired, even the best plans, organization chart and control system would not do much good. Recruitment is the discovering of potential applicant for actual or anticipated organizational vacancies. Accordingly the purpose of recruitment is to locate sources of manpower to meet the job requirements and job specification. It is defined as a process to discover the sources of manpower to meet the requirements of staffing schedule and to apply effective measures for attracting the manpower to adequate number to facilitate effective selection of an effective workforce Yoder points out that recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employee effective measures to attracting that manpower in adequate number to facilitate effective selection of an effective workforce. Edwin B Flippo defines recruitment as The process of searching for prospective employees and stimulating them to apply for the jobs in the organization. It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their application are submitted. The result is a pool of applicants from which new employees are selected.


Sources of Recruitment

Internal Source 1. Transfer 2. Promotion

External source 1. Media advertisement 2. Employment agencies 3. Educational institutes 4. References 5. Labor contractors 6. Gate hiring 7. Management consultant

Methods of Recruitment Dunn and Stephens summaries the possible recruiting methods into three categories, namely 1: Direct method 2: Indirect method 3: Third party method

1. DIRECT METHOD The direct method includes sending of the recruiters to different educational and professional institutions, employees contact with public and mannered exhibits. One of the widely used methods is sending the recruiters to different colleges and technical schools. This is mainly done with the cooperation of the placement office of the college. Sometimes, firms directly solicit information form the concerned professors about student with an outstanding records. Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go the desired centers.

2. INDIRECT METHOD Indirect method involves mainly advertising in newspapers, on the radios, in trade and professional journals, technical magazines and brochures. Advertisements in newspapers and or trade journals and magazines are the most frequently used methods. Senior post is largely filled with such methods. Advertising is a very useful for recruiting blue color and hourly worker, as well as scientific, professional, and technical employees.

Local newspaper can be good sources of blue collar workers, clerical employees, and lower level administrative employees. The main point is that the higher the position in the organization the more dispersed advertisement is likely to be. The search for the top executive might include advertisement in a national periodical, whereas the advertisement of the blue color jobs usually confine to the daily newspaper.

According to the Advertisement tactic and strategy in personnel Recruitment, three main points need to be borne in the mind before an advertisement in inserted. First, to visualize the type of applicants one is trying to recruit. Second, to write out a list of advantages the company offers, or why should the reader join the company. Third, to decide where to run the advertisement , not only in which area, but also in which newspaper having a local, state or a nation- wide circulation.


These include the use of commercial or private employment agencies, state agencies, and placement offices of schools colleges and professional associations recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives. Private employment agencies are the most widely used sources. They charge a small fee from the applicant. They specialize in specific occupation; general office help, salesmen, technical workers, accountant, computer staff, engineers and executives.

State or public employment agencies are also known as the employment or labour exchanges, are the main agencies for the public employment. Employers inform them of their personnel requirement, while job seekers get information for them about the type of job are referred by the employer. Schools and colleges offer opportunities for recruiting their student. They operate placement services where complete biodata and other particular of the student are available.

Professional organization or recruiting firms maintain complete information records about employed executive. These firms maintain complete information records about employed executives. These firms are looked upon as the head hunters, raiders and pirates by organization which choose their personnel through their efforts.

Evaluation of the recruitment method The following is the evaluation of the recruitment method : 1: Number of initial enquires received which resulted in completed application forms 2: Number of candidates recruited. 3: Number of candidates retained in the organization after six months. 4: Number of candidates at various stages of the recruitment and selection process, especially those short listed.

Objective of Recruitment 1: To attract with multi dimensional skills and experience that suite the present and future organization strategies. 2: To induct outsider with new perspective to lead the company. 3: To infuse fresh blood at all levels of organization. 4: To develop an organizational culture that attracts competent people to the company. 5: To search or headhunt people whose skill fit the companys values. 6: To seek out non-conventional development grounds of talent 7: To devise methodology for assessing psychological traits. 8: To search for talent globally not just within the company. 9: To design entry pay that competes on quality but not on quantum. 10: To anticipate and find people for position that doesnt exists yet.

Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals come to know about the company and eventually decide whether they wish to work for it. The recruitment process should inform qualified individuals about the job so that applicant can make comparison with their qualification and interest.

Factors affecting Recruitment There are two types of factors that affect the Recruitment of candidates for the company.

1: Internal factors: These includes - Companys pay package - Quality of work life - Organizational culture - Companys size - Companys product - Growth rate of the company - Role of trade unions - Cost of recruitment

2: External factors: These include - Supply and demand factors - Employment rate - Labour market condition - Political, legal and government factors - Information system Factors to be undertaken while formulating recruitment policies : The following factors should be undertaken while formulating the policies - Government polices - Recruitment sources - Recruitment needs - Recruitment cost - Organizational and personal policies

Recruitment Procedure overview

Manpower Requisition Form

Recruitment Plan



Selection Process


Post Recruitment Data Updating

Selection is a negative process and involves the elimination of candidates who do not have the required skills and qualification for the job proposed. Also it is a process of differentiating between applicants in order to identify and hire those with greater likelihood of success in job.

The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and devise adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and recruitment or not.

Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision. The traditional selection process includes: preliminary screening interview, completion of application form, employment test, comprehensive interview, background investigation, physical examination and final employment decision to hire.

Organization for selection Until recently the basic hiring process was performed in a rather unplanned manner in many organizations. In some companies, each department screened and hired its own employees. Many mangers insisted on screening their own employees as they thought no one else could do that as efficiently as they themselves.

But now selection is centralized and handled by the Human Resource Department. This type of arrangement is also preferred due to some of these advantages:

- It is easier for the application because they can send their applications to a single centralized department.

- It facilitates contact with applicants because issues pertaining to employment can be cleared through one central location. 10

- It helps operating managers to concentrate on their operating responsibilities. This is especially helpful during the chief hiring period.

- It can provide for better selection because hiring is done by specialist trained in staffing techniques.

- The applicant is better assured of consideration for a greater variety of jobs.

- Hiring cost is cut because duplication of efforts is reduced.

- With increased governmental regulation on selection process, it is important that people who know about these rules handle a major part of the selection process.

Ideally, a selection process involves mutually decision making. The organization decides whether or not to make a job offer and how attractive the job offer should be

SELECTION PROCESS The actual steps involved in recruitment follow a well defined path:

Preliminary Assessment: The short listed candidates go through a preliminary round of interviews. This interview lays more emphasis on functional competencies. To have more data on the functional skills, the candidates may be given a business case for analysis and presentation (This is done for certain positions only).

Application Form: Application form is a traditional and widely used device for collecting information from candidates. Small firm design no application form and ask the candidates to write detail about their age, martial status, education, work experience, etc.

Medical Evaluation: Candidates who are selected by Colgate are asked to undergo a medical test.


Final interview: Here the candidates who successfully clear the first round of interview go through another round of interview with one or more of the functional heads.

SELECTION METHODS This section looks at the process of selecting candidates. A variety of Methods are available and consideration needs to be given as to which are suitable for a particular post.

The methods described here are: On-line screening and short listing Technical Tests Interviews . Psychometric testing Ability and aptitude tests Personality profiling

ON-LINE SCREENING AND SHORTLISTING Initial screening of applications is usually based on an assessment of a Candidates experience and qualifications against the jobs requirements. Online Systems are now available which can filter applications automatically. An on-line selection facility screens applications against set criteria through Key word searches. It may also provide a scoring mechanism.

The use of on-line screening may be a useful way of filtering quickly through a huge volume of applications or sorting applications, if there are a number of jobs that have been advertised at the same time. Some organizations that use this approach have had to develop long application forms in order to ensure that the candidate includes all appropriate information in sufficient detail. Other organizations only use this approach as a first step in attempting to select candidates and then go through the applications again manually to double check that all appropriate applications have been selected.


TECHNICAL TESTS One of the important and most commonly used methods in the Insurance Industry is the use of logical test to judge the accuracy and presence of mind of the candidate.

INTERVIEWS Interviews are almost always used at some point in the process. The interview process is formed through identification of the key requirements of the job and a list of questions is drawn up. The panel of interviewers works through each set of questions with each candidate and scores them on their answers. At the end of the interview process the overall scores are considered and the best candidate chosen. If additional selection methods are Chosen this is fed into the overall process at the end and again the best-fit candidate is offered the appointment. Even where the interview is structured, this does not mean that follow up questions cannot be asked to probe more deeply into a candidates skills and experience. An interview that does not do this, but instead sticks to a rigid list of questions, will not allow the interviewer to obtain the information required to make a proper decision. Also, sometimes these interviews are based on the technical test that the person has given. Officers and members who are involved in the interview process should be trained in interviewing skills and the sorts of questions they should or should not ask.

PSYCHOMETRIC TESTING A range of attributes are best tested through psychometric testing. This term is often confusing but in essence, means that a mental measure is used. Therefore, psychometric testing covers ability tests, aptitude testing and personality profiling. Proper psychometric testing can only be carried out by appropriately qualified staff. It is essential that applicants are offered feedback on their performance and that applicant understand how the test information is used during decision-making processes. Personality tests are usually considered in conjunction with other information, as the results can be unreliable. Ability tests can also be used in this way, but many organizations use cut-off marks so that all candidates who achieve less than a certain mark are rejected while the rest progress to the next stage.


ABILITY AND APTITUDE TESTS The term ability tests is used broadly and in this context will encompass aptitude tests too. Ability tests may cover a range of areas including: General intelligence; Verbal ability; Numerical ability; Spatial ability; Clerical ability; Diagrammatical ability; Mechanical ability; Sensory and motor abilities.

PERSONALITY PROFILE An individual's personality may affect their suitability for some posts. However, personality profiling does not have a right or wrong answer and individuals may be sifted through identifying particular behaviors that are better suited to the job than others. It is therefore important for those undertaking the selection process to be clear on the characteristics required to perform well in the job.

DECIDING WHICH SELECTION METHODS TO USE A significant amount of research has been done on how reliable various methods are. A summary of research on how well methods predict future job performance shows that, where perfect prediction is 1.0, the following selection methods score as follows: Assessment centre promotion (0.68) Work samples (0.54) Ability tests (0.54) Structured interviews (0.44) Integrity tests (0.41) Assessment centre performance (0.41) Personality tests (0.38)


Which methods are suitable for a particular job? When determining which selection method is most appropriate, it is necessary to consider the requirements of the job, through analysis of the job/role description and person specification, and what skills, experience and aptitudes are being sought. Some authorities make reference on the person specification as to how they will assess that requirement during the selection process, so that potential candidates are aware of the methods the authority will use. Of course, more than one selection method may be appropriate for a particular job.

BARRIERS TO EFFECTIVE SELECTION The main objective of selection process is to hire people having competence and commitment towards the given job profile. But due to some reason the main purpose of effectively selecting candidates is defeated. These reasons are:

1: Perception or the Halo effect: Many a times the interviewer selects a candidate according to the perception he has or he made up while talking or looking at the individual. This way he does not see through the caliber or the efficiency of the individual and many times it leads to the selection of the wrong candidates.

2: Fairness: During the selection process the interviewer does not select the individual on the basis of his knowledge and hence the right type of the candidates is not selected.

3: Pressure: The people from the HR department and also have a lot of pressure from the top management and from other top class people for selecting the candidates they want. This ways the purpose of effective selection process of effective selection process is defeated as they have to select that individual whether or not he is capable of the job. that is being offered.


FACTORS EFFECTING SELECTION DECISION Includes. - Profile matching - Organization and social environment - Multi correlations - Successive hurdles



Stephen Taylor (1995): This study summarizes findings from recent case study research into recruitment in small firms. The research aims to ascertain whether small firms follow the procedures outlined in the prescriptive literature on recruitment, and to what extent they rely on informal recruitment methods. It finds little evidence of the adoption of the recommended systematic procedures and a high use of ``tried and trusted'' methods including word-of-mouth recruitment and the hiring of ``known quantities''. The implications of this are examined. While these methods have certain advantages, they may also give rise to a number of problems. The study argues that the adoption of more formal procedures and methods could reduce staff turnover in small firms and its associated costs. However, it concludes that many small employers would remain unconvinced by the case for opening up recruitment channels, and may find their existing approaches more cost effective in the short term.

Amanda J. Daly (1992):The diversity of the Australian workforce has increased over the last 25 years, particularly with the increase in the number of migrants from South-east Asia. Despite the knowledge, skill and expertise that many of these immigrants possess prior to migrating, a high proportion of immigrants experience significant difficulties obtaining employment commensurate with their abilities. This paper is an exploratory study of the preferences of managers, recruitment specialists and migrants regarding recruitment and selection practices in selected Australian cities. Surprisingly, the findings revealed similarities between the three groups (managers, migrants and recruitment consultants). Thus, this study adds to the debate about the impact of cross-cultural expectations in recruitment and selection in Australian organizations

Jyoti Bhat and K. M. Pandey, (1999)In this research paper, study has been made about recruitment and selection process of Hindustan Coca-cola Beverage Private limited , Gangyal in Jammu in India. The study indicates that although the company follows a well defined recruitment policy. In most of the cases the company does compensate the


employees for the expenses incurred by them. It is also observed that the company has got all the databases fully computerized. All employees said that the company hires consultancy firms or recruitment agency for hiring candidates. It can be said that in spite of some odd factors, the company is doing well since establishment. DNetto and Sohal (1999): This study is little evidence of Australian companies recognizing the potential in using their human resources to gain competitive advantage. Moreover, numerous studies have shown that although Australian managers have a growing awareness of diversity issues, managing a diverse workforce is not a priority (e.g. DNetto & Sohal 1999; Erwee & Innes 1998; Fitzgerald 1997). Indeed, the research indicates that Australian employers are often unaware how to value the skills of overseastrained applicants (Burton & Ryall 1995; National Multicultural Advisory Council 1995). Workers from non-English speaking backgrounds may offer four key assets to an organization: language skills, knowledge of business networks, cultural sensitivity, and management knowledge (Karpin Report 1995).

Ashok Som(2001): The Indian economy was forced to adopt a structural adjustment programmer at the beginning of 1991. The structural adjustment programme or liberalization initiated the process of the opening up of an otherwise closed economy of India. Liberalization created a hypercompetitive environment and to respond to this turbulence, Indian organizations adopted innovative changes in their HRM practices. Current research shows that HRM practices are important for enhanced corporate performance but little has been reported on the effect of HRM practices and corporate performance in the context of economic liberalization of India. This study tries to understand the role of innovative HRM practices and specifically questions how HRM practices, such as the role of HR department, recruitment, retraining and redeployment, performance appraisal and compensation, enhance corporate performance during the change process. A multiple-respondent survey of 69 Indian organizations was undertaken to study the impact of innovative HRM practices on firm performance. The survey found that the innovative recruitment and compensation practices have a positive significant relationship with firm performance. It was observed that recruitment, the role of the HR


department and compensation practices seem to be significantly changing within the Indian firms in the context of Indias economic liberalization. The synergy between innovative HRM practices was not significant in enhancing corporate performance during the liberalization process.



HDFC BANK LTD. The Housing Development Finance Corporation Limited was amongst the first to receive an inprinciple approval from the Reserve Bank of India to set up a Bank in the private sector, as a part of the RBIs liberalization of the Indian Banking Industry in 1994. The Bank was incorporated in august 1994 in the name of HDFC Bank Limited, with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in Jan 1995 Promoter HDFC is India's premier housing finance company and enjoys an impeccable track record in India as well as in international markets. Since its inception in 1977, the Corporation has maintained a consistent and healthy growth in its operations to remain a market leader in mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has developed significant expertise in retail mortgage loans to different market segments and also has a large corporate client base for its housing related credit facilities. With its experience in the financial markets, a strong market reputation, large shareholder base and unique consumer franchise, HDFC was ideally positioned to promote a Bank in the Indian environment Business Focus HDFC Banks mission is to be a World Class Indian Bank. The Bank's aim is to build sound customer franchises across distinct businesses so as to be the preferred provider of Banking services in the segments that the Bank operates in and to achieve healthy growth in profitability, consistent with the Bank's risk appetite. The Bank is committed to maintain the highest level of ethical standards, professional integrity and regulatory compliance. HDFC Bank's business philosophy is based on four core values: Operational Excellence, Customer Focus, Product Leadership and People.


Capital Structure The authorized capital of HDFC Bank is Rs.450 crore (Rs.45 billion). The paid-up capital is Rs.282 crore (Rs.28.2 billion). The HDFC Group holds 24.2% of the Bank's equity while about 13.1% of the equity is held by the depository in respect of the Bank's issue of American Depository Shares (ADS/ADR Issue). The Indian Private Equity Fund, Mauritius (IPEF) and Indocean Financial Holdings Ltd., Mauritius (IFHL) (both funds advised by J P Morgan Partners, formerly Chase Capital Partners) together hold about 5.5% of the Bank's equity. Roughly 27.5% of the equity is held by FIIs, NRIs/OCBs while the balance is widely held by about 214,000 shareholders. The shares are listed on The Stock Exchange, Mumbai and the National Stock Exchange. The Bank's American Depository Shares are listed on the New York Stock Exchange (NYSE) under the symbol "HDB" Distribution Network HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of over 370 branches spread over 200 cities across the country. All branches are linked on an online real-time basis. Customers in 90 locations are also serviced through PhoneBanking. The Bank also has a network of over 1500 networked ATMs across these cities. Moreover, HDFC Bank's ATM network can be accessed by all domestic and international Visa/MasterCard, Visa Electron/ Maestro, Plus/ Cirrus and American Express Credit/Charge cardholders. Management Mr. Jagdish Kapoor took over as the Bank's Chairman in July 2001. Prior to this, Mr. Kapoor was a Deputy Governor of the Reserve Bank of India. The Managing Director, Mr. Aditya Puri, has been a professional Banker for over 25 years and before joining HDFC Bank in 1994 was heading CitiBank's operations in Malaysia.


The Bank's Board of Directors is composed of eminent individuals with a wealth of experience in public policy, administration, industry and commercial Banking. Senior executives representing HDFC are also on the Board. Technology HDFC Bank operates in a highly automated environment in terms of information technology and communication systems. All the Bank's branches have connectivity, which enables the Bank to offer speedy funds transfer facilities to its customers. Multibranch access is also provided to retail customers through the branch network and Automated Teller Machines (ATMs). Business Profile HDFC Bank caters to a wide range of Banking services covering commercial and investment Banking on the wholesale side and transactional / branch Banking on the retail side. The Bank has three key business areas:(a) Wholesale Banking Services

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


b) Retail Banking Services The objective of the Retail Bank is to provide its target market customers a full range of financial products and Banking services, giving the customer a one-stop window for all his/her Banking requirements. The products are backed by world-class service and delivered to the customers through the growing branch network, as well as through alternative delivery channels like ATMs, Phone Banking, Net Banking and Mobile Banking. HDFC Bank was the first Bank in India to launch an International Debit Card in association with VISA (VISA Electron) and issues the Mastercard Maestro debit card as well. The debit card allows the user to directly debit his account at the point of purchase at a merchant establishment, in India and overseas. The Bank launched its credit card in association with VISA in November 2001. The Bank is also one of the leading players in the "merchant acquiring" business with over 25,000 Point-of-Sale (POS) terminals for debit / credit cards acceptance at merchant establishments. c) Treasury Operations Within this business, the Bank has three main product areas - Foreign Exchange and Derivatives, Local Currency Money Market & Debt Securities, and Equities. To comply with statutory reserve requirements, the Bank is required to hold 25% of its deposits in government securities. The Treasury business is responsible for managing the returns and market risk on this investment portfolio. Rating HDFC Bank has its deposit programmes rated by two rating agencies - Credit Analysis & Research Limited (CARE) and Fitch Ratings India Pvt. Ltd. The Bank's Fixed Deposit programme has been rated 'CARE AAA (FD)' [Triple A] by CARE, which represents instruments considered to be "of the best quality, carrying negligible investment risk". CARE has also rated the Bank's Certificate of Deposit (CD) programme "PR 1+" which represents "superior capacity for repayment of short term promissory obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.) has assigned the "tAAA (ind)" 23

rating to the Bank's deposit programme, with the outlook on the rating as "stable". This rating indicates "highest credit quality" where "protection factors are very high". HDFC Bank also has its long-term unsecured, subordinated (Tier-II) Bonds rated by CARE and Fitch Ratings India Pvt. Ltd. CARE has assigned the rating of "CARE AAA" for the Tier-II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA (ind)" with the outlook on the rating as "stable". OBC BANK Established in Lahore on 19th February 1943, Oriental Bank of Commerce made a modest beginning under its Founding Father, Late Rai Bahadur Lala Sohan Lal, and the first Chairman of the Bank. Within four years of coming into existence, the Bank had to face the holocaust of partition. Branches in the newly formed Pakistan had to be closed down and the Registered Office had to be shifted from Lahore to Amritsar. Late lala Karam Chand Thapar, the then Chairman of the Bank, in a unique gesture honored the commitments made to the depositors from Pakistan and paid every rupee to its departing customers. The foundation of customer service thus laid has ever since remained Oriental Bank's prime philosophy and has been nurtured well as a legacy by all its successors, year after year.

Projects - A Handful of Success The Bank has launched yet another people's participation in the planning process at grass root level essentially to tackle the maladies of poverty. The Grameen Projects venture aims to alleviate poverty plus identify the reasons responsible for the failure or success. OBC is already implementing a GRAMEEN PROJECT in Dehradun District (UP) and Hanumangarh District (Raiasthan). Formulated on the pattern of the Bangladesh Grameen Bank, the Scheme has a unique feature of disbursing small loans ranging from Rs. 75 (US $2) onwards. The beneficiaries of the Grameen Project are mostly women.The Bank is engaged in providing training to rural folk in using locally available raw material to produce pickles, jams etc. This has provided self-employment and augmented income levels thus reforming lives of rural folk and encouraging cottage industries in rural areas.


OBC launched yet another unique scheme christened 'The Comprehensive Village Development Programme' on the auspicious day of Baisakhi, the 13th of April 1997 at three villages in Punjab namely Rurki Kalan (Distt. Sangrur), Raje Majra (Distt. Ropar) and Khaira Majha (Distt. Jaladhar) and two villages in Haryana, namely Khunga (Distt. Jind) and Narwal (Distt. Kaithal). The pilot launch was a great success. Emboldened by the success, Bank extended the programme to more villages. At present, it covers 15 villages; 10 in Punjab, 4 in Haryana and 1 in Rajasthan. The programmed focuses on providing a comprehensive and integrated package providing rural finance to the villagers with Village Development as its focus, thus contributing towards infrastructural development and augmentation of income for each farmer of the village. The Bank has implemented 14 point action plan for strengthening of credit delivery to women and has designated 5 branches as specialized branches for women entrepreneurs.

Business Growth Total business grows by 27.04% on YOY basis. Aggregate business reaches Rs.139271 cr as on 30th June 2008 against Rs.109624 cr as on 30th June 2007. Deposit grows on YOY basis by 29.06% from Rs.64511 crore as on 30th June 2007 to Rs.83258 crore. Advances grows on YOY basis at 24.16% from Rs. 45113 crore as on 30th June 2007 to Rs.56013 cr as on 30th June 2008. Education loan showed a sharp jump of 41.74% at Rs.618 cr as against Rs.436 cr during the same period last year.

Capital Adequacy CRAR as on 30th June 2008 stood at 12.24%.

Profitability Operating profit grows on YOY basis by 8.80% from Rs.325.11 crore as on 30th June 2007 to Rs.353.73 crore as on 30th June 2008. Net Profit grows on YOY basis by 10.03% from Rs.200.42 crore as on 30th June 2007 to Rs.220.52 crore as on 30th June 2008. Non-interest income grows on YOY basis by 40.55% from Rs.146.20 crore as on 30th June 2007 to Rs. 205.49 crore as on 30th June 2008.


NPA Recoveries Due to targeted recoveries gross NPA of the bank has come down from Rs.1490.56 crore as on 30th June 2007 to Rs.1222.98 crore as on 30th June 2008 thereby reducing the gross NPA from 3.2% to 2.18% on YOY basis. Net NPA has come down during the quarter from 0.99% as on 31st March 2008 to 0.96% as on 30th June 2008.

EPS & Business per employee/ branch Earning per share improved from Rs.5.56 as on 30th June 2007 to Rs.8.80 as on 30th June 2008. Business per employee jumps from Rs.7.44 crore as on 30th June 2007 to Rs.9.47 Cr. as on 30th June 2008. Business per branch goes up from Rs.85.18 crore as on 30th June 2007 to Rs.104.87 Cr. as on 30th June 2008.

BANK OF INDIA Bank of India was founded on 7th September, 1906 by a group of eminent businessmen from Mumbai. The Bank was under private ownership and control till July 1969 when it was nationalised along with 13 other banks. Beginning with one office in Mumbai, with a paid-up capital of Rs.50 lakh and 50 employees, the Bank has made a rapid growth over the years and blossomed into a mighty institution with a strong national presence and sizable international operations. In business volume, the Bank occupies a premier position among the nationalised banks. The Bank has 3101 branches in India spread over all states/ union territories including 141 specialised branches. These branches are controlled through 48 Zonal Offices. There are 29 branches/ offices (including three representative offices) abroad. The Bank came out with its maiden public issue in 1997 and follow on Qualified Institutions Placement in February 2008. . Total number of shareholders as on 30/09/2009 is 2,15,790. While firmly adhering to a policy of prudence and caution, the Bank has been in the forefront of introducing various innovative services and systems. Business has been


conducted with the successful blend of traditional values and ethics and the most modern infrastructure. The Bank has been the first among the nationalised banks to establish a fully computerised branch and ATM facility at the Mahalaxmi Branch at Mumbai way back in 1989. The Bank is also a Founder Member of SWIFT in India. It pioneered the introduction of the Health Code System in 1982, for evaluating/ rating its credit portfolio. The Bank's association with the capital market goes back to 1921 when it entered into an agreement with the Bombay Stock Exchange (BSE) to manage the BSE Clearing House. It is an association that has blossomed into a joint venture with BSE, called the BOI Shareholding Ltd. to extend depository services to the stock broking community. Bank of India was the first Indian Bank to open a branch outside the country, at London, in 1946, and also the first to open a branch in Europe, Paris in 1974. The Bank has sizable presence abroad, with a network of 29 branches (including five representative office) at key banking and financial centres viz. London, Newyork, Paris, Tokyo, Hong-Kong and Singapore. The international business accounts for around 17.82% of Bank's total business.



Process of Recruitment and Selection

Telephonic Round

Initial Round

Operations Round

Tests conducted

Different Rounds in the Recruitment process at BANKS RECRUITMENT PROCESS AT BANKS Recruitment process in Banks consists of different stages. It includes three stages of interview which deal with different aspects of job specification. After passing the 3 interview rounds, the candidate has to give an online examination. If candidate gets at least passing marks in the examination, offer is made to the selected candidate and certain formalities are completed by the candidate which including filling documents like declaration, application blank, pre-interview form, background verification form. A date of joining is given to the candidate, on which they have to bring all of their original documents for verification. On the date of joining documentation formalities, PRU (which is process resource update) is filled online, it includes all the details of candidate.


Next stage, by which candidates have to go through is medical checkup. After joining formalities are completed a date of induction is given candidate.


Call is made to candidate from the data which is result of different sources of recruitment. Few questions are asked on telephone like whether the candidate is interested in joining BANKS and why? If a response is positive certain questions are asked to check the communications skills of the candidate and also related to questions to resume. If its suitable, then date of interview is given to them with other information like address where the interview is to be held and candidate have to bring copy of resume on the date of interview.


This is round is which face to face conversation is done between interview and interviewer. Certain question are asked to the candidate to check there communication skills. Generally questions which are asked belong to their past, daily routine etc. There are certain parameters on which candidate is tested: Interactive Skill: The candidate must have good communication skills, must be able to interact easily. When questions are asked to the candidate he/she must be able to communicate easily. Confidence: Confidence level of the candidate is also checked like how well they present their words in front of the interviewer. When questions are asked to the candidate he must be confident at that time. Attitude: Candidate must have positive attitude at the time of interview, must be able to present himself in right and positive manner and also be able to make an impact on the interviewer.



In this assessor checks the suitability of the candidate for different openings. Like, if there are two opening:

Technical Support officer Customer senior executive

For TECHNICAL, SUPPORT, the candidate must have technical background like B. Tech. B.E. etc & must be have the knowledge and skills regarding the technical field. Candidates are made to appear for a technical interview in which their technical competence is evaluated for the requirement & is captured by the Technical Interviewer in the Interview feedback form. Similarly, for the opening of customer senior executive, the candidate must be able to answer the questions like: Whats his or her understanding by customer service?

What are the qualities a ESE must have to deal with customer?

& many more questions Candidate need to give right answers and selection depends upon the way one presents his answers, which must be in structured form and use of incomplete sentences should be avoided. If candidate gets selected in this round, next stage which is faced by the candidate is online exam.


This exam includes 50 questions including aptitude, technical, grammar & desktop familiarity. Each question carries 2 marks. Candidate must have a minimum score of two marks to pass in this round. It includes: 30


APTITUDE TEST: Aptitude tests measure whether an individual has the capacity or latent ability to learn to given job if given adequate training. The use of aptitude test is advisable when an applicant has had title or no experience along the line of the job opening. Aptitude tests help determine a persons potential to learn in a given area. An example of such test is the general management aptitude tests (GMAT), which many business students take prior to gaining admission to a graduate business school programmed. Aptitude test indicates the ability or fitness of an individual to engage successfully in any member of specialized activities. They cover areas like clerical aptitude, numerical aptitude, mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests help to detect positive and negative points in a persons sensory or intellectual ability. They focus attention on a particular type of talent such as learning or reasoning in respect of a particular field of work.

FORMS OF APTITUDE TEST: 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.

Mechanical aptitude tests:

They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem sowing abilities of the candidate. They are useful in selection of mechanics, maintenance workers etc.

Psycho meter or Skills test:

They are those, which measures a persons ability to do a specific job. Such test are conducted in respect of semi-skilled and repetitive jobs such as packing, testing and inspection etc. 31


GRAMMAR TEST: It includes fill in the blanks of English based on tenses,

arrangement of sentences, completion of English sentences etc. It includes questions related to vocabulary. The objective of this test is to check the knowledge of English of a candidate. 3. TECHNICAL TEST: Candidates are made to appear for an online technical

exam in which their technical competence is evaluated for the requirement. In this technical knowledge of the candidate is checked again. 4. DESKTOP FAMILIARITY: Knowledge of computers is checked in this section

of the online examination. It is used to measure the familiarity of the candidates with computers. If a candidate scores at least to marks out of 100 in this online examination, the offer is made to the candidate. At the same time, if a candidate gets rejected in any of the round, he/she re-apply after 3 months in BANKS. SELECTION PROCESS AT BANKS Before the final selection process starts, following steps are undertaken:i. ii. Short-listing the appropriate candidates through their Bio-data. Interviews with HR as well as Functional Head and Department head to ensure that the process is effective. iii. PI test are generally carried out for engineering & executive level.


The number of factors taken into consideration before selection is i ii iii Experience Qualification Previous salary

Once the candidate is selected, he needs to fulfill a number of formalities that includes. APPLICATION FORM: Selected candidates need to fill in an application form that contains important information like-caste, religion, birthplace, address, work experience etc. REFERENCE CHECKS: Selected candidates are also asked to fill in a reference check form that demands for information regarding the name, address, designation, organization & relationship of the hired candidates with the references given by him. BACKGROUND INFORMATION: BANKS requests names, address and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information of an applicant. SELECTION DECISION: After obtaining information through the preceding stops, selection decision the most critical of all the steps must be made. The other stages in the selection process have been used to narrow the number of the candidates. The final decision has to be made from the pool of individuals who pass the test, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.


JOB OFFER The next step is the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. The individual may also want the company to delay the date of reporting on duty. Decency demands that the ejected applicants be informed about their non-selection. Their applicants may be preserved for future use. It needs no emphasis that the applications of selected candidates must also be preserved for the future reference. DOCUMENTATION Application forms Application form is a traditional & widely device for collecting information from candidates. It should provide all the information relevant to selection, where reference for caste, religion, birth place, may be avoided as if may be regarded as evidence by candidates which include Bio-data, education other information like. Date of birth Present and permanent address Information about family Details related to education Details of previous organization


Disclosure regarding health. Disclosure regarding criminal record.

Follow Up The recruitment cell does a follow up with the candidate who is extended an offer to ensure candidate is joining within the stipulated time. Date of Joining At the time when offer is made to candidate date of joining is given to candidate. On date of joining candidate must bring all his/her original documents as well as photo copies with them. When candidate visit on the date of joining, all their original documents are checked and submission of photo copies is to be done for maintaining record. Process Resource Update In this all the details of candidate are filled online which is every important for the organization to keep record of the candidate online, so whenever any information is required it can be found out easily. It include personal details of candidates, educational information, name of the person who hired the candidate, in other words name of the recruiter , name of the assessor who took voice and ascent round, operations round with the score of candidate obtained in all the rounds including test details. It also includes the process for which he/she to hired for and for which profile. It includes the date of offer and actual date of joining of the candidate. After updating the information certain code is given by the system for every candidate which acts as identity for candidate. 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.


New employers are sent in batches for the purpose of commencement of their training. Training is provided on regular basis to the new employees of BANKS.



RESEARCH Primary objective: To study the effectiveness of recruitment and selection process .

Secondary objectives: To study the various sources of recruitment. To study the factors influencing the recruitment process. To study the factors influencing the selection process.

METHODOLOGY Every project work is based on certain methodology, which is a way to systematically solve the problem or attain its objectives. It is a very important guideline and lead to completion of any project work through observation, data collection and data analysis. According to Clifford Woody, Research Methodology comprises of defining & redefining problems, collecting, organizing & evaluating data, making deductions & researching to conclusions. Accordingly, the methodology used in the project is as follows: -


SELECTION OF SAMPLE SIZE In order to take a reasonable sample size and not to disturb the functioning of the organization, a sample size of reasonable strength of the Company has been taken in order to arrive at the present practices of recruitment in the Company. Accordingly, 60 officers have been selected at random from all the departments of the organization and


feedback forms (questionnaire) have been obtained. The data has been analyzed in order to arrive at present recruitment practices in the organization.

SAMPLING TECHNIQUE USED The technique of convenient sampling has been used in the analysis of the data from a finite population. Convenience sampling (sometimes known as grab or opportunity (sampling) is type of non-probability sampling which involves the sampling being drawn from that part of the population which is close to hand. That is, a sample population selected because it is readily available and convenient. The researcher using such a sample cannot scientifically make generalizations about the total population from this sample because it would not be representative enough.

DATA COLLECTION To determine the appropriate data for research mainly two kinds of data was collected namely primary & secondary data as explained below:

PRIMARYDATA Primary data are those, which were collected afresh & for the first time and thus happen to be original in character. However, there are many methods of collecting the primary data; all have not been used for the purpose of this project. The ones that have been used are: Questionnaire and Informal Interviews

SECONDARY DATA Secondary data is collected from previous researches and literature to fill in the respective Project. The secondary data was collected through:


STATISTICAL TOOLS USED The main statistical tools used for the collection and analyses of data in this project are: Pie Charts, bar graphs. Tables

LIMITATIONS OF THE STUDY In every project/study undertaken limitations arises and are inevitable. This project report is based on the information given by the head or Unit Managers of the centers. The information is also collected through some magazines, newspapers and e-mails. Some respondents were not interested in giving answers as they were appearing to be busy. In fact, this project report involves human processing and analysis. Therefore, there are chances of human error. Due to the busy schedule of the employees, I could not interact with all the employees. Only 60 of them were available to answer my questionnaire relating to my research.


To understand the various sources of recruitment provided in the organization. It helps to analyze the recruitment policy of the organization. It enables us to evaluate the effectiveness of different recruiting techniques and sources for all types of job applicants in the organization. It helps to identify how effective is the recruitment and selection process at BANKS.



DATA ANALYSIS Q1. What are the sources for recruitment and selection?


RESPONDENTS 20 14 26 60

%AGE 33.33% 23.33% 43.33% 100%

Interpretation: From the above data of 60, it has been interpreted that about 43.33% of the employers say that they prefer both internal as well as external source for recruitment and selection where as only 23.33% go for internal source and 33.33% go for external sources.


Q2. Which method do you mostly prefer for recruitment and selection ?


RESPONDENTS 30 16 14 60

%AGE 50% 26.66% 23.33% 100%



Interpretation: From the above data of 60 it has been interpreted that about 50% of the employers go for direct recruitment and selection whereas 26.66% go for Indirect method and 23.33% go for the third party recruitment method.


Q3. When do you prefer to go for manpower planning?


RESPONDENTS 18 16 26 60

%AGE 30% 26.66% 43.33% 100%




Interpretation: From the above data of 60, it has been interpreted that around 26.66% of the employees go for quarterly manpower planning and 43.33% do not follow any pattern they dont have any fixed time where as 30% go for yearly.


Q4. What sources for external recruitment are preferred?

OPTIONS Campus Interview Placement Agencies Data Bank Casual Applicants Total

RESPONDENTS 26 10 6 18 60

%AGE 43.33% 16.66% 10% 30% 100%


30% 43.33% 10% 16.66% Campus Interview Placement Agencies Data Bank Casual Applicants


From the above data of 60, it has been interpreted that in BANKS 43.33% of employees go for campus interviews, 10% go for data bank, 30% from the casual application that are received and only 16.66% go for any placement agencies.


Q5: What form of interview do you prefer?

OPTIONS Personal Interview Video Conferencing Others Total

RESPONDENTS 32 4 24 60

%AGE 53.33% 06.66% 40% 100%


40% 53.33%

Personal Interview Video Conferencing Others


Interpretation: From the above data of 60, it has been interpreted that most of the employees prefer Personal interviews i.e. 53.33% and 6.66% employees prefer video conferencing and 40% adopt some other means of interviews.


Q6. Are you satisfied with the interview process ?

OPTIONS Yes No Total


%AGE 70% 30% 100%


Yes 70% No


From the above data of 60, it has been interpreted that 70% of employers feel that they are satisfied with the interview process whereas 30% of employers says that they are not satisfied with the interview process.


Q7. Are the Aptitude Tests conducted?



%AGE 85% 15% 100%

0 15%

Yes No


Interpretation: From the above data of 60, it has been interpreted that 85% of the employers says that the Aptitude test is conducted during the recruitment and selection process and 15% says No.


Q8.If yes then it is for,



%AGE 03.33% 5% 91.66% 100%

3.33% 5%


Interpretation: From the above data of 60, it has been interpreted that 91.66% of the employers says that the Aptitude test is conducted for both, Freshers as well as Executives during the recruitment and selection process and only 5% employers says it is for fresher and 3.33% says it is for Executive.


Q9. How many stages are followed in selection procedure ?

OPTIONS 2 stages 3 stages 4 stages More than 4 stages Total

RESPONDENTS 34 16 8 2 60

%AGE 56.66% 26.66% 13.33% 03.33% 100%

3.33% 13.33%

2 to 3 26.66% 56.66% 2 to 4 2 to 5 More

Interpretation: From the above data of 60, it has been interpreted that about 56.66% employers prefer that there is two to three stage selection procedures, 26.66% said that there is two to four stages in selection and 13.33% prefer two to five stages and 3.33% go for more stages.


Q10: Rank the qualities in the order of your preference for selection of candidates


RESPONDENTS 22 15 13 6 4 60

%AGE 36.66% 25% 21.66% 10% 6.66% 100%

40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 25% 10.00% 5.00% 0.00% QUALIFICATION EXPERIENCE SKILL PERSONALITY DEPENDS ON JOB 21.66% 10% 6.66% 36.66% %AGE

Interpretation: From the above data of 60, it has been interpreted that about 36.66% of the employers rank qualification as no.1 preference and 25% employers rank skill on second position and 21.66% employers rank experience on third position and 10% employers keep personality and 6.66% at last position which is depends on job.


Q11. What recruitment sources are used?

OPTIONS Advertisement Employee referral Consultant All of these Total

RESPONDENTS 24 8 12 16 60

%AGE 40% 13.33% 20% 26.66% 100%


26.66% 40% Advertisement Empolyee referral Consultant All of these 20% 13.33%


From the above data of 60, it has been interpreted that about 40% of the employers use Advertisement as the main recruitment source, whereas 20% of the employers use Consultant as the recruitment source and 26.66% of the employers use all of these as the source and 13.33% employers use employee referral as the recruitment source.


Q12. Is there any contract(bond)signed by the employees while joining the organization ?



%AGE 88.33% 11.66% 100%


YES NO 88.33%

Interpretation: From the above data of 60, it has been interpreted from the opinion of the 88.33% employers that there is a contract (bond) of two years which is signed by the employees while joining the organization and 11.66% of employer says that there is no any contract while joining the organization.


Q13. Does BANKS- BATHINDA adopts internal recruitment source i.e. Transfer & Promotion.

OPTIONS Yes No Total


%AGE 75% 25% 100%


25% Yes No 75%

Interpretation: From the above data of 60, it has been interpreted that about 75% of the employers follow the sequence of tests during recruitment which includes psychometric, aptitude, mathematical skills etc. which enables the organization to understand the candidates psychology and mental ability to face the organizational challenges, while 25% employers does not follow the same.


Q 14. Do you follow the sequence of tests during recruitment?

OPTIONS Yes No Total


%AGE 90% 10% 100%


Yes No



From the above data of 60, it has been interpreted that about 90% of the employer says they follow the sequence of the tests during the recruitment process and 10% of the employer do not follow any sequence.


Q 15. Do you take any technological support for the process of recruitment?


RESPONDENTS 16 10 34 60

%AGE 26.66% 16.66% 56.66% 100%



Interpretation: From the above data of 60, it has been interpreted that about 26.66% of the employers take Telephone as the technological support for the process of recruitment, whereas only 16.66% of the employers use Video conferencing as the technical support for the process of recruitment and 56.66% of the employers says that they use other sources for the process of recruitment.


Q16: How do you rate the HR practices of the company?


RESPONDENTS 25 28 7 0 60

%AGE 41.66% 46.66% 11.66% 0% 100%

0% 11.66% 41.66% VERY GOOD GOOD 46.66% AVERAGE BAD

Interpretation: From the above data of 60, it has been interpreted that about 46.66% of the managers feel that there HR department is good whereas 41.66% say that it is very good and 11.66% says its average.



The major findings of the project are enumerated as follows: The Recruitment and Selection procedure carried out in BANKS-BATHINDA involves 3 major rounds that are, TELEPHONIC ROUND, INITIAL ROUND and OPERATIONS ROUND, which is then followed by the various test conducted such as, Aptitude test, Technical Test etc. on the basis of which the Selection of the appropriate candidate is done. In BANKS most of the employees feel that the HR department is good. About 43.33% of the employees say that they prefer both internal as well as external source for recruitment and selection. About 50% of the employees go for direct recruitment and selection and less number for employees prefer indirect or third party. 43.33%of employees say that there is No Fixed Time for manpower planning and 30% says that manpower planning is done yearly and 26.33% employees say that manpower planning is done quarterly. BANKS prefers to go for campus interviews and even casual application that are received for recruitment but they hardly prefer placement agencies. Most of the manager Prefer Personal interviews, 53.33% prefer other 46.66% of employees says that HR practices of company is good, 41.66% says that it is very good and 11.66% says that it is average.40% employees say that advertisement is a source of recruitment . Retaining the current talent is the top priority for the organization. Most of the employees have a clear knowledge about the companys vision, mission and objectives. And they know how to achieve their objectives. They are clear about their role and responsibility and they know well about other staff members.


Based on the data collected through the questionnaire and interactions with the Officers of BANKS the following suggestions are made for consideration: Manpower requirement for each department in the company should be identified well in advance. If the manpower requirement is high and the recruitment team of the HR department alone cannot satisfy it, then help from the placement agencies should be taken. Time management is very essential and it should not be ignored at any level of the process. The recruitment and selection through placement agencies is the last resort and should be utilized only when needed. The recruitment and selection procedure should not to be lengthy and time consuming. The candidates called for interview should be allotted timings and it should not overlap with each other. Facility management should be improved like lockers should be given to all employees. Needs of the Employer: To get maximum returns from each employee, recover training and development costs, minimize cost in terms of time in training new workforce, ensure that adequate number of people are there to carry on the process (proper manpower planning). Needs of the Employee: Enriched job profile, better career path, challenging work environment, future prospects of the job.

This presents the summary of the study and survey done in relation to the Recruitment and Selection in BANKS BATHINDA. The conclusion is drawn from the study and survey of the company regarding the Effectiveness of Recruitment and Selection process carried out there.


The recruitment process at BANKS-BATHINDA to some extent is not done objectively and therefore lot of bias hampers the future of the employees. That is why the search or head hunt of people should be of those whose skill fits into the companys values.

Most of the employees were satisfied but changes are required according to the changing scenario as recruitment process has a great impact on the working of the company as a fresh blood, new idea enters in the company.

Selection process is good but it should also be modified according to the requirements and job profile so that main objective of selecting the candidate could be achieved. The essence of recruitment can be summed up as the philosophy of attracting as man y applicants as possible for given jobs. The face value of this definition is what guided recruitment activities in the past. These days, however, the emphasis is on aligning the organizations objectives with that of the individuals. By making this a priority, an organization safeguards its interests and standing. After all, a satisfied workforce is a stable workforce which also ensures that an organization has credible and reliable performance. The project examines the various processes and nuances one of the most critical activities of an organization.

In the end, this project endeavors to present a comprehensive picture of sources and process of Recruitment and Selection of candidate and it is clearly depicted out that the recruitment and selection process is remarkably effective at BANKS-BATHINDA.


BOOKS Kothari C.R., Research Methodology, New Delhi; New Age International Publication, second edition. Human Resource Management by Ashwathapa (third edition), Published by TATA Mc GRAW HILL Publication Company Human Resource Management, (2005), Dr.P.C. Pardeshi Human Resource Management By T. N. Chhabra V.S.P RAO (2005) Human Resource Management David A.Decenzo/Stephen P.Robins (2004) Personnel and Human Resource Management

WEBSITES www.wikipedia.org www.naukrihub/recruitmentandselection.com www.Banks.in www.Banksindia.in


QUESTIONNAIRE Q 1: What are the sources for recruitment and selection? Internal External Both Q 2: Which method do you mostly prefer for recruitment and selection preferred way of recruitment? Indirect Direct Third Party Q 3: When do you prefer to go for manpower planning? Yearly Quarterly No Fixed Time Q 4: What sources for external recruitment are preferred? Campus Interview Placement Agencies Data Bank Casual Applicants Any other, please specify Q 5: What form of interview do you prefer? Personal Interview Telephonic Interview Video Conferring Others, please specify Q 6: Are you satisfied with the interview process? Yes No To some extent Q 7: Are the aptitude test conducted? Yes No Q 8: If yes then it is for Fresher Executives


Q 9: How many stages are followed in selection procedure? 2 stages 3 stages 4 stages More than 4 stages Q 10: Rank the qualities in the order of your preference for selection of candidates. Qualification Experience Skills Personality Depend on job Q 11: What recruitment sources are used? Advertisement Employee Referral Consultant ALL of these Q 12. Is there any contract (Bond) signed by employees while joining the organization? Yes No Q 13: Does BANKS-CDC use internal recruitment source i.e Transfer & Promotion Yes No Q 14: Do you take any technological support for the process of recruitment? Telephone Video conferencing Others Q 15: How do you rate the HR practices of the company? Very Good Good Average Bad Q 16. Do you follow the sequence of tests during recruitment? Yes No