A SUMMER TRAINING REPORT IN

RECRUITMENT AND RETENTION STRATEGY ON ICICI BANK

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF

BACHELOR OF BUSINESS ADMINISTRATION (BBA)
GURU JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, HISAR.

TRAINING SUPERVISOR :

SUBMITTED BY:

MR. ___________________
DESIGNATION

MR. ___________________
ENROLLMENT NO. ______

SESSION : 2008 2011

GURU JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY

HISAR

ACKNOWLEDGEMENTS
A lot of effort has gone into this training report. My thanks are due to many people with
whom I have been closely associated.
I would like all those who have contributed in completing this project. First of all, I would
like to send my sincere thanks to MR. ______________ for his helpful hand in the
completion of my project.
I would like to thank my entire beloved family & friends for providing me monetary as well
as non monetary support, as and when required, without which this project would not have
completed on time. Their trust and patience is now coming out in form of this thesis.

EXECUTIVE SUMMARY
On the HR front, productivity can be improved by ensuring that the organization attracts the
best talent at the lowest possible cost. This objective translates in to the adoption of the best
recruitment and selection methods and instituting measures to retain and develop them.
Further, a quantitative measurement or recruitment and selection effectiveness has to be
conducted to prove ones point with respect to qualitative measure to improve HR
effectiveness, the field in still in its nascent stage. The objective of this study is to measure
the Recruitment and Selection practices and strategies in ICICI . The primary objective is to
analyze how the overall recruitment and selection is done in the company during the year.
The primary objective is well supported by a secondary objective which aims at the in-depth
study of those procedures which affects the Recruitment and Selection practices.

TABLE OF CONTENTS
CONTENTS

Page Number

Chapter 1 - Introduction
1

Overview of Industry as a whole

Profile of the Organization

Problems of the Organization

Competition Information

S.W.O.T Analysis of the Organization

Chapter 2 - Objective & Methodology

2.1. Significance
2.2. Managerial usefulness of the study
2.3. Objectives
4

Scope of the study

Methodology

Chapter 3 Conceptual Discussion

Chapter 4 - Data Analysis
Chapter 5 - Findings and Recommendations - # ANNEXURES
BIBLIOGRAPHY

INTRODUCTION
TO
INDUSTRY

INTRODUCTION TO THE INDUSTRY

INDUSTRY PROFILE
Evolution of Indian Banking Industry
Organised banking was active in India since the establishment of the General Bank of India in
1786. After independence, the Reserve Bank of India (RBI) was established as the central
bank and in 1955, the Imperial Bank of India, the biggest bank at the time, was taken over by
the government to form state-owned State Bank of India (SBI). RBI had undertaken an
exercise to merge weak banks to strong banks and the total number of banks thus reduced
from 566 in 1951 to 85 in 1969. With the objective of reaching out to masses and meeting
the credit needs of all sections of people, the government nationalised 14 large banks in 1969
followed by another 6 banks in 1980. This period saw enormous growth in the number of
branches and the banks branch network became wide enough to reach the weakest sections
of the society in a vast country like India.

The economic reforms unleashed by the

government in early nineties included banking sector too, to a significant extent. Entry of new
private sector banks was permitted under specific guidelines issued by RBI. A number of
liberalisation and de-regulation measures aimed at consolidation, efficiency, productivity,
asset quality, capital adequacy and profitability have been introduced by the RBI to bring
Indian banks in line with International best practices.
The Current Scenario
Currently there are 222 banks in India operating through 68,681 branches. In the past few
years, the country has seen the advent of a plethora of private and foreign banks in a land
which was once dominated by the public sector banks. This has further intensified
competition in an industry where products are getting harder to differentiate and customer
retention even more difficult.

The present day demands of customers of banks are so ever increasing that bankers are
constantly on the look out for better products and maximising service quality in their
customer outlets. To put it in other words banks are constantly in search of Product
Innovation and Process Innovation to satiate the demands of their clientele and thereby offer
superior customer service.
2. DEFINING CUSTOMER, SERVICE & CUSTOMER SERVICE
Who is a customer?
The word customer has been derived from "custom," meaning, "habit. As per the literal
meaning, a customer is someone who is in the habit of buying or receiving goods or services
from the same business organisation. But in todays world it has much more meaning than the
old one. A customer is someone who makes use of or receives the products or services from
an individual or organization. In a general term a customer is a person who has some regular
commercial dealing.
Incase of banks, a customer is a person who has an account with the bank. As per Section 131
of Negotiable Instruments Act, a bank gets protection when it collects instruments (cheque,
draft etc) for and on account of his customer. And for a person to deposit cheque or
instrument, he has to have an account. Therefore, for a person to be a customer of a bank he
has to have an account relationship with the bank. However, in the present changing scenario
when the extent scope of banking is enlarging, this definition of having an account appears to
be very narrow. Banks provide many services for which account relationship is not at all
required, say for example for purchasing a bankers cheque, demand draft or travelers cheque.
In the modern era, banks are making use of print and other technological media for
advertisement of their products and services. These are the offers to masses for making use of
their multiple products. Therefore, the definition of a customer has widened, and he can be
broadly classified in to three categories.
1. Those who have account relationship with bank.
2. Those who do not have account relationship, but use the services provided by banks.

3. Those who have been motivated to deal with banks by advertisement, personal contacts
etc., they are prospective customers.

What is service?
Service is an activity or benefit that one party offers to another that is essentially intangible
and does not result in the ownership of any thing. It is nothing but selling of satisfaction. It is
a feeling, which a person gets while dealing with an organisation. It can be experienced but
cannot be seen. Services are people based, therefore they are highly variable and inseparable
from the source i.e. employees. It is about people thinking about taking care of people. In
economics and marketing, a service is the non-material equivalent of goods. Service is an
ongoing process.
What is Customer Service?
Customer service is the set of behaviours that a business undertakes during its interaction
with its customers. It is the degree of assistance and courtesy granted to those who patronize
the organization. It is identification of customers needs and expectations and what constitutes
positive customer satisfaction. It also includes the codes of ethics, etiquette, behaviour and
courtesy.The Service Triangle
Organization

Enabling
promises

Making
promises

Providers

Customers
Keeping promises

This service triangle is the part of the service delivery process. It simply shows that every
organization makes promises to its customers. It will be is possible for the providers of an
organization to keep promises only when the organization enables it. i.e. it is the
managements/companys initiative to reach for the highest form of service by making it
possible for the working team/management to fulfill the promises made.

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

day by day. Customers have wider choice of products and services. Expectations of
customers from banks are increasing. The concept of generation to generation banking has
also undergone changes. Customers loyalty is conditioned by the quality of products and its
delivery mechanism i.e. service. All these have necessitated the banks to provide better and
excellent customer service.

3. KEY FACTORS & TRENDS FOR CUSTOMER SERVICE IN BANKS

A. Human Resource Extending the Personal Touch in Customer Service
Quality services can be provided by quality people and quality people can be carved by
quality human resource personnel and the quality human resource personnel are made by the
pro-active human resource management policies/practices. The quality of service determines
the market share. Quality is the watchword in the present day environment. A common man
in India having developed awareness about quality and banking system is no exception. The
new private and foreign banks are laying total emphasis on the quality, innovation and
convenience. As a result of which, they have been able to penetrate into market share of
public sector banks. This has also increased the aspirations and expectations of the bank
customers who expect similar services from all banks. The emotional loyalty has given place
to the convenience and cost of services, which the bank can provide. It is apprehended that if
public sector banks fail to meet the quality standard, they are likely to slip further in terms of
their market share. The quality and cost of services shall be the guiding factor for future
growth. Banking is a service industry and delivers its service across the counter to the
ultimate customer. The activities of banking industry are all about relationship. Hence, human
resource assumes a very important role in the banking industry for providing better services
to the customer with a smile in order to cultivate and maintain long lasting relationship with
their customers. Not-withstanding the level of technology, banking is primarily a labour
intensive service sector. Hence it will not be possible for the banks to sustain effectiveness
unless human resource management is given prime importance because the technology is
only an aid to human-effort and not a substitute thereof. A customer deals with people who
work in the bank premises. He does business only with people. The person dealing with the
customer has therefore to create positive impressions that are memorable and those garners

respect admiration and help in building confidence. Staff members have to realise that every
interaction with customer is an opportunity to make positive impact on him. They have
therefore to understand that "What you do not want done to yourself, do not do to others
Confucius. Once we keep in mind the saying of Confucius it will automatically result in
improvement in the services.
Satisfaction and expectations move together. We cants deny that during the yester decades,
there have been multi-dimensional changes in the business environment which has shown a
major impact on our lifestyles. We find a direct impact of disposable income on the
discretionary income. Here it is essential to make it clear that disposable income is that
portion of the income which is left in our hands after discharging the tax liability and the
discretionary income is that portion of the disposable income which is in our hands after
incurring the essential expenses, specially for managing food, shelter, clothing, basic
educational band medical aids. It is really the discretionary income which affects the banking
business since the income is either spent on luxury items for managing the comfortable living
conditions or invested with the motto of earning interest and dividend. It is against this
background that upward trend in discretionary income creates a sound nexus or a conductive
environment for the development of banking business, specially the mobilization of savings
and deposits.
In the past, the commercial banks did not find any attraction in the Indian economy because
of the meager business prospects-and the low level of income vis--vis the stagnating
economic activities. Of late, we find good auguries and feel that the Indian economy is
moving ahead on the right path which would make the business environment more
conductive. No doubt in it that the national development policy has made possible such a
positive change in the business environment that the intensity of competition is found at its
peak. Just after the beginning of the decade 1990s, we have witnessed a basic change in the
attitude of the policy makers which has compelled almost all the organizations either
producing goods or generating services to innovate their policy decisions. This in a natural
way has necessitated a need more professional excellence so that a stage of fierce competition
is accepted as a challenge and necessary steps are taken to excel competition, increase the
market share and establish leadership.
COMPANY PROFILE
History of Standard Chartered Bank

The Standard Chartered Group was formed in 1969 through a merger of two banks: The
Standard Bank of British South Africa founded in 1863 and the Chartered Bank of India,
Australia and China, founded in 1853.
Both companies were keen to capitalise on the huge expansion of trade and to earn the
handsome profits to be made from financing the movement of goods from Europe to the East
and to Africa.
The Chartered Bank

Founded by James Wilson following the grant of a Royal Charter by Queen Victoria
in 1853.

Chartered opened its first branches in Mumbai (Bombay), Calcutta and Shanghai in
1858, followed by Hong Kong and Singapore in 1859.

Traditional business was in cotton from Mumbai (Bombay), indigo and tea from
Calcutta, rice in Burma, sugar from Java, tobacco from Sumatra, hemp in Manila and
silk from Yokohama.

Played a major role in the development of trade with the East which followed the
opening of the Suez Canal in 1869 and the extension of the telegraph to China in
1871.

In 1957 Chartered Bank bought the Eastern Bank together with the Ionian Bank's
Cyprus Branches. This established a presence in the Gulf.

Organizational Structure of Banks in India:

In India banks are classified in various categories according to differ rent criteria. The
following charts indicate the banking structure:

Reserve Bank of

Co-operative Banks

Commercial Banks

Nationalized

Agricultural Credit

Private

Development Banks

Short-term creditLong-term credit

Urban Credit

EXIM

Industrial

Agricultural

Broad Classification of Banks in India:

1) The RBI: The RBI is the supreme monetary and banking authority in the country and
has the responsibility to control the banking system in the country. It keeps the
reserves of all scheduled banks and hence is known as the Reserve Bank.
2) Public Sector Banks:

State Bank of India and its Associates (8)

Nationalized Banks (19)

Regional Rural Banks Sponsored by Public Sector Banks (196)

(3) Private Sector Banks:

Old Generation Private Banks (22)

Foreign New Generation Private Banks (8)

Banks in India (40)

(4) Co-operative Sector Banks:

State Co-operative Banks

Central Co-operative Banks

Primary Agricultural Credit Societies

Land Development Banks

State Land Development Banks

In addition to its traditional central functions, the Reserve bank has certain non-monetary
functions of the nature of supervision of banks and promotion of sound banking in India. The
Reserve Bank Act, 1934, and the Banking Regulation Act, 1949 have given the RBI wide
powers of supervision and control over commercial and cooperative banks, relating to
licensing and establishments, branch expansion, liquidity of their assets, management and
methods of working, amalgamation, reconstruction and liquidation. The RBI is authorized to
carry out periodical inspections of the banks and to call for returns and necessary information
from them. The nationalization of 14 major Indian scheduled banks in July 1969 has imposed

new responsibilities on the RBI for directing the growth of banking and credit policies
towards more rapid development of the economy and realization of certain desired social
objectives. The supervisory functions of the RBI have helped a great deal in improving the
standard of banking in India to develop on sound lines and to improve the methods of their
operation.

INTRODUCTION
TO
COMPANY

INTRODUCTION TO THE COMPANY

ICICI Bank is India's second-largest bank with total assets of about Rs.1,67,659 crore at
March 31, 2005 and profit after tax of Rs. 2,005 crore for the year ended March 31, 2005 (Rs.

1,637 crore in fiscal 2004). ICICI Bank has a network of about 560 branches and extension
counters and over 1,900 ATMs. ICICI Bank offers a wide range of banking products and
financial services to corporate and retail customers through a variety of delivery channels and
through its specialized subsidiaries and affiliates in the areas of investment banking, life and
non-life insurance, venture capital and asset management.
ICICI Bank set up its international banking group in fiscal 2002 to cater to the cross border
needs of clients and leverage on its domestic banking strengths to offer products
internationally. ICICI Bank currently has subsidiaries in the United Kingdom and Canada,
branches in Singapore and Bahrain and representative offices in the United States, China,
United Arab Emirates, Bangladesh and South Africa. ICICI Bank's equity shares are listed in
India on the Stock Exchange, Mumbai and the National Stock Exchange of India Limited and
its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange
(NYSE).
As required by the stock exchanges, ICICI Bank has formulated a Code of Business Conduct
and Ethics for its directors and employees. At April 4, 2005, ICICI Bank, with free float
market capitalization of about Rs. 308.00 billion (US$ 7.00 billion) ranked third amongst all
the companies listed on the Indian stock exchanges.
ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial
institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was
reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering
in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of
Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by
ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at
the initiative of the World Bank, the Government of India and representatives of Indian
industry. The principal objective was to create a development financial institution for
providing medium-term and long-term project financing to Indian businesses. In the 1990s,
ICICI transformed its business from a development financial institution offering only project
finance to a diversified financial services group offering a wide variety of products and
services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In
1999, ICICI become the first Indian company and the first bank or financial institution from
non-Japan Asia to be listed on the NYSE.

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

emerging competitive scenario in the Indian banking industry, and the move towards
universal banking, the managements of ICICI and ICICI Bank formed the view that the
merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities,
and would create the optimal legal structure for the ICICI group's universal banking strategy.
The merger would enhance value for ICICI shareholders through the merged entity's access to
low-cost deposits, greater opportunities for earning fee-based income and the ability to
participate in the payments system and provide transaction-banking services. The merger
would enhance value for ICICI Bank shareholders through a large capital base and scale of
operations, seamless access to ICICI's strong corporate relationships built up over five
decades, entry into new business segments, higher market share in various business segments,
particularly fee-based services, and access to the vast talent pool of ICICI and its subsidiaries.
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of
ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial
Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was
approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of
Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and
the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's
financing and banking operations, both wholesale and retail, have been integrated in a single
entity.

CORPORATE SOCIAL RESPONSIBILITY

SOCIAL INITIATIVES GROUP (SIG):
ICICI Bank's social sector initiatives aim to resolve some of the most fundamental
developmental problems facing India today. Its involvement is primarily in terms of noncommercial support to fill knowledge and practice gaps in specific thematic areas Early
Child Health, Elementary Education and Micro Financial Services.
SIG interactive platform that seeks to:

Bring together participants in the development process to widen and deepen the
discourse informing development practice. Interactive features include discussion
boards and facilities to post papers, articles or other resources.

Publish research related to innovations and significant problems within the identified
thematic areas.

Enable online application for funding.

MISSION STATEMENT OF SIG

The mission statement of the SIG is "to identify and support initiatives designed to improve
the capacities of the poorest of the poor to participate in the larger economy". The SIG
believes that the three fundamental capacities any individual should possess to be able to
participate in the larger economy are in the areas of health, education and access to basic
financial services. Within these broad areas, infant health at birth, elementary education and
micro financial services define the areas in which the SIGs work focuses
At a very basic level, the programmes and projects supported by the SIG are required to cater
to the poorest. They should enable them to become active and informed participants in socioeconomic processes as opposed to passive observers. These initiatives must be output
oriented, with a focus on producing measurable outcomes that meet a minimum quality
requirement. The initiatives also need to be cost-effective. This is in recognition of the fact
that resources are limited and their efficient use is imperative if the maximum number is to
benefit. Cost-effectiveness also facilitates the adoption of the initiative in other contexts.
The initiative must be scalable. Scalability implies the ability to draw upon important
elements of a programme and adapt them to suit the needs of a specific situation. It should be
possible to do so at a national level. Even if the programme itself is not directly scaleable, it
should be possible to take away significant lessons from it in order to enrich work in other
settings.
All supported initiatives should have the potential for both near and long-term impact.
Consequentially, it is important that the impact of these programmes, in the near and long
term, be carefully understood and analyzed in a rigorous manner and not through anecdotes.

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

predetermined goals and in comparison to alternatives. There is little doubt that a complex of
factors, very often beyond the control of the programme/ organization, will influence the
outcome. Yet, serious and regular impact analysis can only make the programme richer and is
essential. The SIG assigns greater value to programmes/ organizations that carefully examine
the short-term and long-term implications of their actions.
In pursuit of its goals in the three focus areas, the SIG tends to support reasonably large-sized
initiatives so that issues such as cost-effectiveness, scalability and impact assessment can be
dealt with more directly. These initiatives not only have the potential to provide key research
inputs to other programmes, but also tend to have a large impact that benefits the
communities they work with. The approach of the SIG may thus be characterized more
broadly as action research, to distinguish it from pure academic research. However, in its
research work and impact assessment, the SIG seeks to adhere to the highest standards of
academic rigour. It often works in partnership with academic institutions such as Institute of
Rural Management Anand, KEM, Massachusetts Institute of Technology, Tata Institute of
Social Sciences, University of California, Berkeley and the University of Southampton.
It is crucial that the programmes supported by SIG be time-bound. This lends clarity to the
aim of the programme and prevents its intent from getting diluted over time.
The SIG works by identifying gaps in knowledge and practice in its focus areas and locating
initiatives that address these gaps in a manner consistent with the SIGs mission. The
identification of research needs is followed by an in-depth analysis of the short-term and
long-term implications of various forms of action. Among other things, this requires taking a
comprehensive overview of work already done in the country and outside. The SIG, thus,
seeks to answer certain fundamental questions in its focus areas through the projects it
supports and, thereby, contribute to findings that help the sector. It should be pointed out that
the SIG does not function as a rollout agency.
An important feature of the SIGs strategy is the belief in strengthening or supplementing
existing systems, rather than investing in parallel structures. Another key element of its
strategy is the building of long-term relationships with suitable partners. As part of this effort,
the SIG works actively to improve the efficacy of these partners and ensure sustained impact.

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

Organisations

(NGOs),

Corporates,

Government

departments,

local

stakeholders and international organisations. It should also be noted that the group believes
modern technologies, particularly Information and Communication Technologies (ICT) can
prove to be important facilitators if used appropriately.

FOCUS AREAS OF SIG

The SIG has three focus areas:

Early Child Health

Elementary Education

Micro Financial Services

Health: Early Child Health

This focus seems to have the potential for maximum long and short-term impact and appears
achievable in the most cost-effective and therefore scaleable manner.ICICI Bank aims to
improve individual capacity by impacting two important indicators of chronic undernutrition
in the first three years at the national level:

Proportion of babies born with a birth weight of less than 2.5 kg at or beyond 37
weeks of gestation (Intra-Uterine Growth retardation, IUGR)

Proportion of children under three years who are stunted.

Education: Elementary Education

Education (and not just literacy) up to the elementary level seems to be almost a necessary
condition for any individual (rich or poor) to be able to participate in any manner in the larger
economy Here the goal is to work towards the universalisation of elementary education all
across India, rural and urban, with a substantial difference being made by 2010. The goal
focuses on retention in school and learning achieved.

Money: Micro Financial ServicesThese services would include basic banking (savings and
cash management), finance (debt and equity), insurance (life and health) and derivatives. The
goal here is to facilitate universal access to these four services by the year 2010.

In addition to its core areas of focus, the SIG, in a limited manner, supports some other
initiatives:
1. Non-governmental Organization (NGO) Capacity Building
This is supported through the GIVE (Giving Impetus to Voluntary Effort) Foundation. It
seeks to provide a variety of services to NGOs listed including facilitating the receipt of
donations online (Give Online), sale of NGO products (Shop Online), volunteering of time
and skills (Volunteer Online) and news (News Online).
2. Modernization of the Indian Financial System
This involves encouraging appropriate research and institution building efforts on a national
basis. It is a virtual non-profit research centre that acts as a platform to address and encourage
debate, and develop a non-partisan opinion on various issues of concern and interest in
financial economics relating to emerging markets. ICICI Bank has supported the
development of various financial institutions such as the National Stock Exchange and the
Bombay Stock Exchange. It has also supported the Institute for Financial Management and
Research, Chennai.
The changed economic climate in India, with a growing emphasis on the market, has
hastened the need for an informed and participatory socio-economic order. As one of the
largest players in the economic landscape of the country, ICICI Bank believes that its
involvement in the commercial sector must be backed by a simultaneous commitment in the
social sector. This is particularly so if any of the larger goals of economic liberalisation in
India, and of its players, is to be brought to fruition. ICICI Bank seeks to perform its role in
the social sector through a dedicated not-for-profit group, the Social Initiatives Group (SIG).
Almost all banks have a wide variety of products to offer to the customers. There are regular
transaction between the customer and the bank and therefore many notifications and records,
that are required by both the bank and the customer for their satisfaction there are many
requests that a customer makes that the bank has to oblige and thus keep records of the same
in order to refer to them when ever required. It therefore goes with out saying that the

banking sector any where in the world has the highest frequency of paper work that needs to
be stored for future references, no doubt that the technology has improved and that various
requests can be sent across through e-mails, however banks require physical possession of the
same and thus it is convenient for the customers but very much the same as far the bank is
concerned.
ICICI Bank has always been looking to make banking comfortable and convenient as far as
possible for its customers, and to manage the tedious paper work it uses the 5 S philosophy
to help its staff retrieve and manage papers in the most efficient and the smartest way.
ICICI Bank was quick to understand that to be a leader it has to satisfy its customer needs, be
it product or service. Simple aspects like a, well organized and systematic work place
increases efficiency and brings about customer satisfaction. The 5 S philosophy helps the
staff to understand the importance of being organized at the work place. 5 S Philosophy
originates from Japan and came into deionization after the World War 2. It is one of the most
powerful tool under the Kaizen umbrella. Kaizen theories originate from Japan and the word
Kiazen basically means change for good, the word Kia means little, ongoing, good and the
word Zen means for the better.
The main aim of the 5 S Philosophy is to eliminate waste, reduce processing time, and add
responsibility to operational staff. The Philosophy believes that small changes results in large
improvements without large investments. The philosophy helps in organizing a work place in
such a manner that efficiency of people & processes is enhanced.
The philosophy identifies the 5 pillars of a managed work place

Sorting

Systematic Arrangement

Spic n Span

Standardization

Self Discipline

SORTING:
The very first step is to identify where the philosophy is to be deployed it could be as small as
a work station or as big as the whole office. A well organized work place motivates people,
both employees as well as others. The philosophy aims to improve safety, work efficiency,
productivity and establish sense of ownership. Sorting basically means to divide the all the
objects at the area where the philosophy is to be deployed into 5 broad categories

1. Needed regularly

(BUCKET 1)

2. Needed but not regularly

(BUCKET 2)

3. Needed regularly but not in excess quantity

(BUCKET 3)

4. Wanted but not needed

(BUCKET 4)

5. Scrap

(BUCKET 5)

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

etc Items Needed but not regularly are

Account opening forms of existing customers, Room freshener, Letter head, etc Need
regularly but nothing excess quantity are loose cheque book leaves, floppies, printer
paper, etc Wanted but not needed are items like cash reports, loan files, locker notice, files
of audit reports etc Scrap items are old brochures, old challans, old files, news papers,
disposable items. etc
SYSTEMATIC ARRANGEMENT:
Systematic Arrangement basically aims at arranging and identifying things in a work area.
Once sorting has been done at a work place and all different items are categorized the
next step is to identify the right place where the needed and wanted items are to be
placed.
The 2nd pillar of the philosophy is also called as PEEP which basically means Place for
Everything and Everything in Place. Every item after the sorting stage must have a place
from where it can be located easily and quickly. Systematic Arrangement thus ensures
that things are easily reachable.

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

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

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

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

BUCKET 5- Scrap- Disposed of immediately

Work station is the smallest unit of a work place or an office. To organize the overall work
space, every work station therefore must be systematically organized. This stage includes
proper placement of items in a clearly identified easy to understand and systematic manner.
Before putting things in the right place it is important that a lay out is made, a layout is a
detailed drawing of a space that indicates the relative positioning of the elements in that
space, the layout of a work place ensures that the exact location of the items are known not
only to the owner but also to the visitors.
Work station layout must be displayed at every individual work station, while a department or
floor layout must be displayed at a common place on the floor, the layout of the common
storage area is to be displayed at the entrance of the same.
Layouts must be made of both the front view as well as the top view
The top view allows people to know who is sitting where and also where all the materials are
located it is basically a bird eyes view it gives a clear idea of the exact location
The front view indicates the storage area in a work place

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

Drawer

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

unwanted stationery items are in this drawer

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

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

All storage areas, cabinets, shelves, drawers etc must be labeled and indexed properly.
Alphabetical indexation must be prepared. Index must be labeled for frequently used
manuals, brochures, books etc it helps to retrieve the items quickly and easily. A master index
must be prepared for the workplace, which contains the address of each item in the
workplace. A soft copy of the same must also be kept.
Thus systematic arrangement is not only putting everything in the proper place and setting up
a system so that it is easy to place each item in its proper place but also good labeling
practices so that files and documents are easily identified and proper storage locations are
clearly known.
The stage also analyses as to why getting things out and putting them away takes so long.
Study of issue such as who are the people who use the items frequently and occasionally is
also done.
Store room require extra care if they are not arranged properly retrieving things would
become highly impossible and a pain taking process. The very first step in order to arrange
the store room systematically is to make a lay out of it, both again of the front view and the
top view that would help to understand the area available where all items that have been
sorted out will be placed except for scrap which will be disposed immediately.
It would be important to designate the right areas for the right things and avoid rework. Files
must be stored in terms of usage or in sequence of routine priority every day. Files,
Documents, Folders required often (BUCKET 1) must be kept at place closest and easily
retrievable and must be nearest to the entrance of the store-room.
BUCKET 2 items are farther than the regular needed items. Items in BUCKET 3 that is
Needed regularly but not in excess quantity will be divided into 2, firstly items of optimum
quantity should be placed at the work place and the second would be excess inventory that
will be placed in the 5 S common area. Bucket 4 items wanted but not needed will also be
kept in the 5 S common area.

Again high emphasis needs to be given on labeling the files and items before they are moved
into the store-room. The labels should be in standard formats and should include Names of
files, Start date and end date of files, Retention time, Owner of the file, Department to which
it belongs, File number. Files of different departments should be stored in the store room and
must have different color binding. There needs to be a segmented index for the store room
that would help to indicate what items are stored where and in which shelf of the rack in the
store room. The index needs to be in alphabetically ordered. The index will be pasted inside
the store room at the workplace. It must be clearly visible in the store room. All items in the
store room are a part of the Master Index, a copy of the master index must be placed in the
store room.
The layout of the store room and the Index will allow easy access and easy retrieval of files
and documents without having to search for them as layout and the index pin point exactly
what is lying where. For documents that need to have regular inventory levels a KANBAN
card is used that allows the staff members to know exactly how much of inventory level is
required and after what level there need to be an order and of how much and also the contact
details of the person responsible for providing the same. The KANBAN card is placed over
the documents so that it is visible to everyone who is using them the card also states the
owner who is responsible to manage the inventory level.

PROBLEMS OF THE ORGANIZATION

PROBLEMS OF THE ORGANIZATION

This research intends to investigate the relationship between high-commitment HRM
practices and affective commitment through the mediating mechanism of employees
perceptions of high-commitment HRM practices. With respect to data collection. For
example, if an organization conducted a training program in the workplace, it would be
reasonable to assume that such implementation could enhance workers knowledge, skills and

abilities, and thus foster superior employee affective commitment due to satisfied experience
with the organization; nevertheless, such analogy may sometimes be deceiving or unreliable.
Although some employees may consider this training as helpful and acknowledge the
implementation of organizational HRM practices, but conversely, other workers may perceive
the program as non-effective and regard it as a burden that impede their routine work
schedule, hence brought down their satisfaction with the organization and degraded their
commitment. For that reason, employees individual perception plays as a critical mediator in
the relationship between organizational HRM practices and the actual revelation of
employees attitudes and behaviors. Consequently, from this perspective, we reason that
HRM practices in its influential process to employee affective commitment, will first impinge
on its members perception of organizational HRM practices and subsequently further modify
or change their affective commitment towards the organization. Hence, via the
implementation of high-commitment HRM practices, e.g. intensive training and
development, socialization, promotion from within, high level of compensation, it will make
the employees be convinced that the organizations intention conforms with their perceptions,
and then, they will reciprocate with higher commitment and stronger submission to devote
and contribute for the organization

COMPETITION INFORMATION

COMPETITION INFORMATION
List of Public Sector Banks in India is as follows:

Allahabad Bank

Andhra Bank

Bank of Baroda

Bank of India

Bank of Maharashtra

Canara Bank

Central Bank of India

Corporation Bank

Dena Bank

Indian Bank

Indian Overseas Bank

Oriental Bank of Commerce

Punjab and Sind Bank

Punjab National Bank

State Bank of Bikaner & Jaipur

State Bank of Hyderabad

State Bank of India (SBI)

State Bank of Indore

State Bank of Mysore

State Bank of Patiala

State Bank of Saurashtra

State Bank of Travancore

Syndicate Bank

UCO Bank

Union Bank of India

United Bank of India s

Vijaya Bank

SWOT ANALYSIS

SWOT ANALYSIS
STRENGTH

Leadership position

WEAKNESS

Low flexibility: it does not have high

customization available

Consumer centric brand

Decline in digital entertainment market

Software service

Strong after sales service

Design strategy: looks cost strategy

OPPORTUNITY

THREAT

PC business

Pricing pressure

Service industry: bought worlds No

Component pricing

Slow revenue growth

2
Service provider EDS

CHAPTER 2 - OBJECTIVE & METHODOLOGY

RESEARCH METHODOLOGY
Significance
It is the process to discover sources of manpower to meet the requirement of staffing schedule
and to employ effective measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient working force. recruitment of candidates is the
function preceding the selection, which helps create a pool of prospective employees for the
organization so that the management can select the right candidate for the right job from this
pool. the main objective of the recruitment process is to expedite the selection process.
Commonwealth games network offers an exciting and challenging career in the media
industry.
MANAGERIAL USEFULNESS OF THE STUDY
Since The Recruitment and Attrition Rate Is Immense in hired candidate for the game
because of the 2 year of contract employee have fear what happen after an year when the
game is over.
OBJECTIVE

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

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

SCOPE OF THE STUDY

The main objective of my research project is to study the recruitment and selection process at
commonwealth games. The project has been divided into parts, part one included a detailed
study of the process of recruitment and identifying the loopholes, analyzing the various
sources of recruitment and suggesting an optimum one. The data used for this objective is
secondary in nature, as it has been taken from the records of commonwealth games. The data
used is only limited to the recruitment department of commonwealth games,. The data that
has been used is of the last six months

METHODOLOGY
Data has been collected through one to one interaction and discussion with various people
who are involved in the business of insurance as Sales manager, Life Advisors, Marketing
Manager Customers and others. Newspapers, Internet, Magazines and Journals would
provide ample material about latest trends and practices in insurance industry. Kotak
organizes various outdoor activities to boost its business and brand. Interaction with
customers during such outdoor activities would enable to understand the success ratio of such
kind of outdoor activities. Various products of the company would be discussed with respect
to their benefits and advantages. Various insurance players would be compared with respect
to their market share and products that they offer.
Primary Data has been collected through discussions and observation of various people
involved in the business whereas Secondary Data through annual reports of the company,
newspaper, magazines, journals and internet.
The data collected is Primary data and Secondary data which is both quantitative and
qualitative data, which was further analyzed in order to draw conclusions and suggestions.

PRIMARY DATA: I will collect the primary data through the questionnaire which is
close and open ended both.

SECONDARY DATA: Internet, Book and Journal.

Tool Used: Bar Graph , Pie Diagram

Sampling Method: Random Sampling chosen by the gathering of data

Sample Size: 100

CONCEPTUAL DISCUSSION

CONCEPTUAL DISCUSSION
Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job. Retention means ensuring that once the best person has
been recruited, they stay with the business and are not poached by rival companies.
Undertaking this process is one of the main objectives of management. Indeed, the success of
any business depends to a large extent on the quality of its staff. Recruiting employees with
the correct skills can add value to a business and recruiting workers at a wage or salary that
the business can afford, will reduce costs. Employees should therefore be carefully selected,
managed and retained, just like any other resource
The recruitment process
A vacancy presents an opportunity to consider restructuring, or to reassess the requirements
of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask
questions such as:

has
have

work

the
patterns,

new

function
technology or

new

changed?
products

altered

the

job?

are there any changes anticipated which will require different, more flexible skills from the
jobholder?
Answers to these questions should help to clarify the actual requirements of the job and how
it fits into the rest of the organization or department. Exit interviews, or consultation with the
current job-holder and colleagues may well produce good ideas about useful changes.
Writing a good job description or job specification helps in the process of analyzing the needs
of the job.
Job description/job specification
This should detail the purpose, tasks and responsibilities of the job. A good job description
should include:
main purpose of the job - try to describe this in one sentence

 main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating',
instead of vaguer terms like 'dealing with', 'in charge of'
scope of the job - expanding on the main tasks and the importance of the job. Job
importance can be indicated by giving information such as the number of people to be
supervised, the degree of precision required and the value of any materials and equipment
used.
A good job description is useful for all jobs. It can help with induction and training. It
provides the basis for drawing up a person specification - a profile of the skills and aptitudes
considered essential and desirable in the job-holder. It enables prospective applicants to
assess themselves for the job and provides a benchmark for judging achievements.
Person specification
Drawing up the person specification allows the organization to profile the ideal person to fill
the job. It is very important that the skills, aptitudes and knowledge included in the
specification are related precisely to the needs of the job; if they are inflated beyond those
necessary for effective job performance, the risk is that someone will be employed on the
basis of false hopes and aspirations, and both the employer and employee will end up
disappointed in each other
Another good reason not to set unnecessary requirements is to avoid any possibility of
discrimination against particular groups of potential applicants. The very process of writing a
job and person specification should help the employer to develop and implement a policy of
equal opportunity in the recruitment and selection of employees.
Factors to consider when drawing up the specification include:
Skills, knowledge, aptitudes directly related to the job
The length and type of experience necessary
The competencies necessary
Education and training but only so far as is necessary for satisfactory job performance,
unless the person is being recruited on the basis of future potential (e.g. graduate trainees),
when a higher level of education may be specified
Any criteria relating to personal qualities or circumstances which must be essential and
directly related to the job, and must be applied equally to all groups irrespective of age, sex,
race, nationality, creed, disability, membership or non-membership of a trade union. To do
otherwise is potentially discriminatory .

For instance, a clause requiring the successful candidate to move their place of work should
be included only when absolutely necessary, as it is likely to discourage applicants with
family care commitments. Whilst age discrimination is not presently unlawful, to impose age
barriers will reduce the number of high quality applicants attracted by the vacancy. Since
December 2003 it has been unlawful to discriminate against people at work in respect of
religion or belief or sexual orientation. The Government plans to introduce similar protection
in respect of age by 2006.
The person specification helps the selection and subsequent interview to operate in a
systematic way, as bias-free as possible. The use of competency-based approaches can help
by focusing on the 'match' between candidate and role, but they are best used where they are
an integral part of the continuing assessment and development of staff.
Pay
After setting the job and the person specifications, consideration should be given to pay rates.
Factors such as scales, grades and negotiated agreements, as well as market rates and skills
shortages, may affect the wage or salary, and organizations should be aware of the
requirements of equal pay and discrimination legislation. Unless there is a formal system for
increments or length of service, paying the new employee a different rate from that paid to
the preceding post holder may contravene the relevant legislation. Employers must also
comply with the provisions of the National Minimum Wage Act 1998.
Attracting applicants
The search for suitable candidates now begins. The process of marketing needs to be
undertaken carefully so as to ensure the best response at the least cost. The object is to get a
good selection of good quality candidates. Possible methods to consider are:
Internal Recruitment - This method can have the advantage of building on existing staff's
skills and training, and provides opportunities for development and promotion. It is a good
way to retain valuable employees whose skills can be further enhanced. Other advantages
include the opportunity for staff to extend their competencies and skills to the benefit of both
the organization and the individual, and the enhancement of individual motivation. Use of a
consistent, clear, procedure, agreed jointly between employer and employees, has many
advantages and avoids suspicion of favoritism
Jobcentres of the Department for Work and Pensions - will display employers' vacancies
and refer potential recruits. They also administer some of the Government training programs.
The Disability Service Team staff at Jobcentres can help address the specific requirements of
attracting disabled people

 Learning and Skills Council - may well have trained workers available through their
recruitment service, and can tailor training to an employer's requirements
Commercial Recruitment Agencies - often specialize in particular types of work, eg
secretarial, office work, industrial, computing, and may already have potential applicants
registered with them
Executive Search Organizations - usually working in the higher management/specialist
fields, will seek out suitable candidates working in other companies by direct approach, or via
specialist advertising
National Newspapers - advertising in the national press is expensive, but likely to produce
a good response for particular, specialist vacancies. Remember too there are national ethnic
group newspapers which will reach a wide audience
Specialist and Professional Journals - less expensive than the national press, these
journals can guarantee to reach the precise group of potential applicants for specialist and
professional vacancies
Internet - is beginning to emerge as a recruitment medium. It is mainly used for graduatelevel and technical jobs because it tends to target a self-selected group who are computer
literate and have access to the web at their place of study or work. Its use is likely to grow
Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular
local area, advertisements in the local media may produce a good response
Local Schools, Colleges and the Careers Service - maintaining contact with schools,
colleges and careers advisers will ensure that the organizations needs for school/college
leavers with particular skills and abilities are known. It can be particularly useful to offer
students the opportunity to spend some time at the company, on work experience, or
'shadowing'
Word of Mouth - introduction via existing employees or through an employers' network.
Whilst this may be economical, it is likely to lead to a much smaller pool of suitable
applicants and does not normally satisfy equal opportunities requirements because any
imbalance in the workforce may be perpetuated.
Once the recruitment channel or channels are decided, the next step is to consider:
The design and content of any advertisement used
How applicants are to respond - by application form, fax, telephone, in person at the
organization or agency, by letter, by email on the internet or by tape

 who is to be responsible for sifting the applications? What is the selection process going to
be?
If interviews are to be held, when will they be and will everyone who needs to be involved
be available?
Are selection tests to be used? Is there the expertise to administer them and ensure they are
non-discriminatory and appropriate?
Are references/medicals to be requested?
Are arrangements in hand to give prompt acknowledgement of applications received?
The advertisement
Any advertisement needs to be designed and presented effectively to ensure the right
candidates are attracted. Look through national, local or professional papers and see what
advertisements catch the eye. The newspaper office will often advise on suitable formats.
Advertisements must be tailored to the level of the target audience, and should always be
clear and easily understood. They must be non-discriminatory, and should avoid any gender
or culturally specific language. To support this, the organization should include in the advert
its statement of commitment to equal opportunities, which will underline the organization as
one

that

will

welcome

applications

from

all

sections

of

the

community.

Consider the following factors in the advertisement:

If the organization is well known, does it have a logo that could feature prominently in the
advertisement? Make the advertisement consistent with the company image
should the job title be the most prominent feature?
Keep the text short and simple while giving the main aspects of the job, pay, career
prospects, location, contract length
Mention specific details - such as pay, qualifications and experience required - be given in a
way which will reduce the number of unsuitable applications?
Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate
qualifications' which may discourage valid applications?
Is the form of reply and the closing date for applications clear? Is there a contact name and
phone number for further information and enquiries?
All advertisements should carry the same information, whether for internal or external use.
Application forms

Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be realistic
and straightforward, appropriate to the level of the job. Using application forms has the
following advantages:
Comparing like with like is easier. CVs can be time-consuming and may not provide the
information required
They provide the basis for an initial sift, and then for the interview
The standard of completion can be a guide to the candidate's suitability, if writing and
presentation skills are essential to the job; however, be aware of the possibility of disability
discrimination
They provide a record of qualifications, abilities and experience as stated by the applicant.
Care also needs to be taken over some less positive aspects of application forms:
There is a temptation to use application forms to try to extract too much information, e.g.
motives, values and personality characteristics. The form should concentrate on the
experience, knowledge and competencies needed for the job
some people may dislike filling in forms and so be put off applying for the job. Some very
experienced people may find the form inadequate, whilst those with little in the way of
qualifications or experience may be intimidated by large empty spaces on the form
Application forms add another stage, and therefore more time, to the recruitment process.
Some candidates may be lost if they can obtain work elsewhere more quickly
Application forms may inadvertently be discriminatory. For instance, to require a form to be
filled out 'in your own handwriting', where written English is not relevant to the job, may
discriminate against those for whom English is not their first language, or who may not have
well-developed literacy skills.
Any information such as title (marital status), ethnic origin or date of birth requested for
monitoring purposes (e.g. for compliance with the legal requirements and codes of practice
on race, sex, disability and age discrimination) should be clearly shown to be for this purpose
only, and should be on a separate sheet or tear-off section. Such information need only be
provided on a voluntary basis. Medical information should also be obtained separately and
kept separate from the application form.
All applications should be promptly acknowledged.
Selecting the best candidate
Whatever form the applications take, there may be a need to separate them before moving on
to the interview stage. Such a separation serves to match the applicants as closely as possible

to the job and person specification and to produce a shortlist of people to interview. To avoid
any possibility of bias, such saperation should be undertaken by two or more people, and it
should involve the direct line manager/supervisor as well as personnel. The separating stage
can also help the organization by providing feedback on the advertising process and the
suitability of the application form. It can also identify people who might be useful elsewhere
in the organization. If references or medicals are to be taken up before the invitation to
interview stage, it should be made clear on the application form/information pack sent to the
applicant.
Some jobs require medicals to be given at the commencement of employment, and employers
may seek preliminary information on a separate medical questionnaire at the time of
recruitment. This applies mainly in driving work and industries where there is an exposure to
certain chemicals.
If your organization believes that pre-employment health screening is necessary, you must
make sure it is carried out in a non-discriminatory way: for instance, do not single out
disabled people for medical assessment. If a report from any individuals doctor is sought,
then permission must be given by the individual, and they have the right to see the report
The candidates who best match the specifications may then be invited for interview. The
invitation letter should tell candidates that they should advise the organization in advance if
any particular arrangements need to be made to accommodate them on arrival or during the
interview; for instance, ramp access or lighting levels. The invitation letter should also clearly
state whether the organization will pay the candidates reasonable travel expenses for the
interview.
Who makes the decision?
In some companies there will be a personnel or human resource specialist who will undertake
most of the separating and short listing. It is very important that the line manager/supervisor
for the job also be involved, both at the job and person specification stage and at the
interview stage. The final selection will thus normally be a joint decision, except in those
very small companies where only a line manager/supervisor is available to do the recruitment
of staff. Gaining the commitment of the immediate manager/supervisor by involving them in
the selection process can be vital to ensuring that the new employee is settled successfully
into the organization. It may be useful both for the candidates to see the environment in

which they would be working, and, if they are to be part of a team, for the current team
members to meet the candidate.
Selection techniques
There is a variety of methods available to help in the selection process - including interviews,
tests (practical or psychometric), assessment centers, role plays and team exercises, to name a
few. Usually a range of methods will be used by the organization depending on the type of
job to be filled, the skills of the recruiter and the budget for recruitment.
Interviews
Most jobs are filled through interviews. The interview has two main purposes - to find out if
the candidate is suitable for the job, and to give the candidate information about the job and
the organization. Every candidate should be offered the same opportunities to give the best
presentation of themselves, to demonstrate their suitability and to ask questions of the
interviewer.
A structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match between job
and candidate. It also means that there is a consistent form to the interviews, particularly
important if there are a number of candidates to be seen.
Unstructured interviews are very poor for recruiting the right person. The structured
interview is most likely to be effective in obtaining specific information against a set of
clearly defined criteria. However, not every manager is skilled at interviewing, and may not
be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers
should receive training, including the equal opportunities aspects of recruitment and the
relevant legislation.
Interviews need not be formal. The length and style of the interview will relate to the job and
the organization. Some vacancies may call for a formal interview panel, some for a less
formal, one-to-one interview. The interviewer(s) should consider the job and the candidates
when deciding on the nature of the interview.
All interviews, whether formal or informal, need careful preparation if they are to be
successful. Each candidate should leave with a sense of being treated well and fairly and
having had the opportunity to give of their best.
Preparing the interview
The interviewer should prepare by:

 Reading the application form, job and person specifications to identify areas which need
further exploration or clarification Planning the questions. In some interviews it is
appropriate to ask only one or two questions to encourage the candidate to talk at length on
certain subjects. In others it may be better to ask a series of short questions on several
different areas. If there is more than one interviewer, different people can cover different
topics, e.g. job knowledge, training, qualifications. Do not ask for personal information or
views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you
planning to have children in the next few years?'
* being ready for the candidates' questions, and trying to anticipate what additional
nformation they may seek.
Conducting the interview
Conduct the interview in an environment that will allow candidates to give of their best.
Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and
show them cloakroom facilities, etc.
If possible, let the candidate have a brief tour of the place of work. This is particularly useful
in the case of people new to the job market (school-leavers, returning men and women), who
may have little or no experience of what to expect in a workplace. It may also prove valuable
in offering an additional opportunity to assess the candidates interaction with possible
colleagues.
Consider whether any adjustments need to be made to accommodate an interviewee who has
indicated a disability on the application form - it is easy to overlook simple adjustments that
may be reasonable to make:
Candidates with hearing impairment may not only need to be able to clearly see the
interviewer as they are talking, but may need communication support if they are not to be
placed at a disadvantage
Is there an alternative to steps for access to the building? Can the interview take place
elsewhere, where access might be easier for someone with a physical disability?
It is common that both interviewer and candidate are nervous. Thorough preparation will help
both of you. Be careful not to fill silences by talking too much - the aim of the interview is to
draw information from the candidate to decide if they would suit the job. The candidate
should do most of the talking.
Nevertheless, the interviewer will want to encourage candidates to relax and give of their best
in what is, after all, a somewhat unnatural setting. It is important to keep the conversation

flowing, and the introductions and initial 'scene-setting' can help all parties settle to the
interview.
The following pointers may be helpful in conducting the interview:
Introduce yourself (and other interviewers if present); this also gives the candidate time to
settle down
Give some background information about the organization and the job - this helps everyone
to focus on the objective
Structure the questions to cover all the relevant areas, and don't ask too many 'closed'
questions. Open-ended questions (i.e. ones that cant be answered just by a yes or no answer)
will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'
Avoid leading questions
Listen, and make brief notes as necessary on salient points
Have a time frame and keep to it, allowing sufficient time for candidates to ask any
questions they might have
Make sure the candidate is familiar with the terms and conditions of the job, and they are
acceptable. If not, and the candidate is the best one for the job, then some negotiation may be
necessary
*Be careful to avoid inadvertent discrimination
Tell the candidate what will happen next and when to expect to hear from the organization.
Practical tests
If the job involves practical skills, it may be appropriate to test for ability before or at the
time of interview. This is generally acceptable for manual and word processing skills, but less
useful for clerical and administrative posts. Telephone skills are increasingly in demand, and
candidates for telesales/call centre work will almost invariably be asked to undertake a
practical test. Any tests must, however, be free of bias and related to the necessary
requirements of the job. Consideration in giving any tests must include the objectives of such
a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the
costs and benefits of such method.
Psychometric and psychological tests, including bio-data
There are numerous tests commercially available which can assist in measuring aspects of
personality and intelligence such as reasoning, problem solving, decision making,
interpersonal skills and confidence. Although many large organizations have used them for a
number of years, they are not widely used, and some tests are considered controversial - for
instance, those that assess personality. Any organization considering the use of psychometric

or psychological tests should refer to the guides available, and make sure they have the need,
skills and resources necessary.
Tests should never be used in isolation, or as the sole selection technique. Where a decision is
made solely on the automatic processing of personal data, an applicant may require that the
organization must reconsider any rejection or make a new decision on another basis.
Bio-data (short for biographical data), is a questionnaire format with multiple choice answers.
The questions are of a biographical nature and answers are scored according to the scoring
key developed by the employer. In general bio-data is successfully used only by really large
employers, who have a large throughput of applicants. Use of bio-data, like other tests, needs
careful control to avoid any possibility of discrimination or invasion of privacy.
Think carefully before using any test - is it actually necessary for the requirements of the job?
Is the test relevant to the person/job specification? What is the company policy about using
tests, storing results and giving feedback to the candidate? Marking criteria must be
objective, and the record sheets should be retained for Data Protection.

Assessment centres, role plays and team exercises

Assessment centres are often used by large organizations making senior management or 'faststream' graduate appointments. Exercises, sole and group, may take place over a few days,
normally in a residential setting. The individual may also be required to make presentations
and to take part in role-plays or team events.
Making the decision
Decide whom to employ as soon as possible after the interview/test/assessment. Use of a
structured scoring system helps here, particularly one that is based on the applicants'
competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and
'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to oneself
in the candidate). Structured scoring allows the organization to weight some elements or
competencies if desired, and to compare a candidate's score with the job specification 'ideal'
score - although care must be taken when considering the results that a high overall score
doesnt mask a low score in a crucial area.
Write up notes immediately after the interview - recording relevant answers and detail. This
is not only for the decision-making process but also to provide feedback to the candidate if
requested. which will enable the candidate to ask to see interview notes where they form part

of a 'set' of information about the candidate - for instance, the application form, references
received and so on, or the full personnel file if the candidate is already working for the
organization..
Inform all the applicants of the outcome as soon as possible, whether successful or
unsuccessful. Keep in touch if the decision is delayed.
Try to give positive feedback to unsuccessful candidates on any aspects they could
reasonably improve for future success. It is sensible to maintain a favorable view of the
organization among the applicants - there may be future job vacancies for which they would
be suitable and for which you would wish them to apply. Failure to get one job does not
necessarily mean unsuitability for other jobs with the organization. You may want to keep
CVs or applications on file for future matching. Also bear in mind that applicants and their
families may be your customers as well as potential employees, so it makes business sense to
treat them fairly and courteously.
References and checking
State on the application form when any references will be sought, and do not approach a
current employer unless the candidate has given express permission. If references are sought,
they will be most effective if you include a job description with the request, with structured,
relevant questions that will enable you to gain accurate further information about the
candidate's abilities. Do not ask for personal information about the applicant. Remember too
that completing a reference takes time and proper consideration, so only seek such references
if you believe they are necessary and appropriate. A simple form confirming dates of
employment, capacity and particular skills may be satisfactory.
The holding of particular qualifications, training or licenses may be important to the job, and
it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it
is good employment practice to make sure the applicant knows, and that copies of any
relevant documents will be held on their personnel file.
The timing of reference and qualification checks is variable. It is often the case that
references are taken up at shortlist or offer stage, and the candidate may be asked to bring
documentary evidence of qualifications to the interview. Job offers are sometimes made
'subject to satisfactory references being received', but this is not advisable. The referee may
simply fail to provide any kind of reference. There is no legal requirement to do so. Or a
referee may wrongly indicate the applicant is unsuitable, in which case if the offer is
withdrawn on those grounds, the organization could face legal action by the applicant. The

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

reference - an initial 'probationary' period might be an acceptable way of proceeding.
The offer
Once the successful candidate is identified, and any necessary references and checks
completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter
enables the specifics of the job to be re-stated, with the terms and conditions, any preconditions (e.g. subject to exam success), or post-conditions (e.g. subject to a satisfactory
probation period).
Remember that the employment contract is a legal one, and exists even before the candidate
has commenced employment. The offer letter should set out the following points:
The job title and the offer of that job
Any conditions (pre or post) that apply to the offer
The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement,
place of employment, etc
The date of starting, and any probationary period
What action the candidate needs to take, e.g. returning a signed acceptance of the offer,
agreement to references, any date constraints on acceptance
If the letter is to form part of the contract of employment, it should say so. Alternatively it
could form the main terms and conditions of employment - a written statement required by
law to be issued to employees within two months of them starting work.
Preparing for the new employee
Once the candidate has accepted the job, the organization must then prepare for the new
employee's arrival and induction. Failure to attend to this can create a poor impression and
undo much of the positive view the candidate has gained throughout the recruitment and
selection process. A good induction program reinforces positive first impressions and makes
new employees feel welcome and ready to contribute fully.

DATA ANALYSIS

DATA ANALYSIS
1 ) According to you and Manpower Programme of ICICI BANK should be designed to
(Select only one)
Reduce anxiety

Promote two-way communication

Promote a positive employee attitude

Assimilate the employees in the organization.

Programme should be
designed to

Reduce anxiety

Promote two-way
communication
30%

40%

10%

20%

Promote a positive
employee attitude
Assimilate the
employees in the
organization

Interpretation: This question gives us insight in the ICICI BANK Manpower programmed
that out of our sample size of 50 employees. 40% i.e. 20 employee feels that the Manpower
programmed is Assimilate the employees in the organization. While 30% people out of our
sample size given their views that Manpower program me reduce anxiety.

1) Which section of the Manpower process do you feel is most important for meeting the
needs of your job in ICICI BANK ?
Organizational issues

employee and organization benefits

introductions

job duties

Interpretation: This question will asked for the ICICI BANK s group 50 employees which
gives and fair idea what employee think about the Manpower program me in a company and
what they perceive which function is most important for the Manpower program me. I gather
the data and above the pie chart depicted 52% people think Job Manpower organized in
ICICI BANK due to make them clear to understand JOB duties and there day by day routine
work. Also 24% people think that it is important with the Organizational Point of view where
in Manpower employees are learned how to go about the organization. And their vision and
mission . Also 16% employee shown their interest for Manpower program me beneficial
because according to his/her that is doing as a practice in ICICI BANK due to of employee
and organizational benefits.

What special things should the organization provide to make new employees feel
comfortable, welcome and secure?)

Desk

work

area

equipment

special instructions

Interpretation: From this question some interesting facts I got from ICICI BANK
employees. I asked 50 employees to according to him/her what special things the
organization should provide to make new employees feel comfortable, welcome and secure.
I gathered the data and plot the Pie chart I got very interesting result of it out of 50 employees
40% employee are special instruction given by the HR person would gave him/her feel
comfortable, welcome and secure. Same 34% employees answered that if they has a better
work area then they have more comfortable and feel secure.

4) What things according to you would new employees need to know about the work
environment that would make them comfortable?
Names and titles of key executives

company

history

product / services offered

policy

of

and

the

rules

company

Interpretation: We would asked this question to the 50 employees in ICICI BANK Delhi
office to just understand What things according to employee would need to know about the
work environment that would make them comfortable.That comfort zone is very much
required because every company tried pull there employee advantage from the first day.
According to my survey 46 % employee think that company policy and rules should be
familiar with in a Manpower program me make him more comfortable than other given
option. Also 13 employee out of 50 given their answer in favor of names and titles need to
known for the new employees to make him/ her more comfortable.

5 WORKING PERIOD OF EMPLOYEES IN THE COMPANY

WORKING PERIOD OF EMPLOYEES IN THE COMPANY

8%

19%

37%

<1
1-2 YRS
2-3 YRS
3-5 YRS

36%

The above chart depicts that most of the employees are doing service. As per the survey of 36
employees most of the employees are young in the organizations, they dont have the past
experience of any change in recruitment and selection.
On a survey of 36 employees done, it has been shown that employees completed 1 year of
service comprised 37%. Similarly employees 1-2 years of service comprise 36%. But there is
only less number of employees there about between 2-3 years comprised 19%. The rest i.e.
8% comprised of the group of people who have been in the organization for 3-5 year.

6. Employees are actively involved in planning.

(1) Strongly Agree

(2) Agree

(3) Disagree

(4) Strongly Disagree

Involvment of Employee

Strongly Disagree; 13%

Strongly Agree; 28%
Disagree; 20%

Agree; 39%

This question brief us about the employees of ICICI BANK are actively involved in planning
and implementing so this we determine how employee contributed to the ICICI BANK with
their mindset
And what is their involvement to formulation of any s in their organization. According to our
survey result out of 100 people which is our sample size said 28% people are strongly agree
with this views that ICICI BANK are actively involved in planning and implementing and
people thought they involved in the s that happened. And 39% people agreed with this views
that ICICI BANK are actively involved in planning and implementing and people thought
they involved in the s that happened But 20 % people said they disagree with a views of
ICICI BANK didnt want him/his actively involved in planning and implementing and
people thought they involved in the s that happened adding of this the 13% people as our
respondent are strongly disagree with the statement that ICICI BANK didnt want him/his
actively involved in planning and implementing and people thought they Recommendation
for ICICI BANK would be they may continue with this management thought because more
than 68% respondent is has strong believed that ICICI BANK are actively involved in
planning and implementing and people thought they involved in the s that happened but
ICICI BANK need to focus on 33% of the respondent which says no ICICI BANK doesnt s
in organization because ICICI BANK leadership team is not open for different ideas and
opinions issues for different level of employees
7. This organization rewards innovation and creativity on Manpower Planning.

(1) Strongly Agree

(2) Agree

(3) Disagree

(4) Strongly Disagree

Rewards Innovation

Strongly Disagree; 18%

Strongly Agree; 29%
Disagree; 13%

Agree; 40%

This question brief us about the Manpower Planningat in ICICI BANK is an organization
rewards innovation and creativity. we determine what is employee perception about the
organisation. According to our survey result out of 100 people which is our sample size said
29% people are strongly agree with this views that ICICI BANK rewards innovation and
creativity. And 40% people agreed with this views that ICICI BANK rewards innovation and
creativity But 13 % people said they disagree with a views of Manpower Planningat in ICICI
BANK rewards innovation and creativity adding on this 18% people as our respondent are
strongly disagree with the statement that ICICI BANK rewards innovation and creativity ,
Recommendation for ICICI BANK would be company continue with this management
thought because more than 69% respondent is has strong believed that ICICI BANK rewards
innovation and creativity rest of 31% respondent which says ICICI BANK doesnt rewards
innovation and creativity which is very bad impression for any organization and particular
HR to find out the solution of this Disagreement.

8. Analysis based on the reasons given by the candidates for back out
This analysis is based on the responses received after speaking to people who backed out
during the last three months. The following reasons were identified after analyzing the
responses collected from 30 respondents. The percentages have been calculated from the
total number of people contacted.

Reasons for back out

others; 27%
higher salary; 38%
lenghty interview process; 5%
brand issues; 13%
delay in feedback; 17%

This pie chart depicts that the maximum number of people are backing out as they have better
offers in hand, followed by 19% who backed out due to delay in giving feedback. 13 % of
them backed out as they were not happy to get associated with a Growing brand. Lengthy
Interview process contributed to 5% of the back outs and the remaining 26% had other
reasons to back out.

9 Which are the parameters on which candidates are evaluated?

Patterned
Stress

Depth

60%

50%

40%
Patterned

Stress

Depth

30%

20%

10%

0%

Inter
pretation
60% of the employees said that for evaluating a candidate experience is taken into
consideration.
20% of the employees said that for evaluating a candidate skill is taken into
consideration.

 20% of the employees said that for evaluating a candidate training experience is taken
into consideration.

10 Principle of right man on the right job is strictly followed.

Strongly agree
Moderately agree
Strongly disagree
Moderately disagree
Cant say

60%

50%

40%
Strongly agree

30%

Moderately agree

Strongly disagree

Moderately disagree

Cant say

20%

10%

0%

Interpretation
15% of the employees are strongly agreed that principle of right man on the right job is
strictly followed.
60% of the employees are moderately agreed that principle of right man on the right job is
strictly followed.
10% of the employees are strongly disagreed that principle of right man on the right job is
strictly followed.
15% of the employees are moderately disagreed that principle of right man on the right
job is strictly followed.

RECOMMENDATION
1. Manpower power planning for each unit is prepared in consulting with their respective
head officers and finally the corporate officer.
2. Manpower planning is done for 2 years and 2 years preparation of manpower planning
results in ;
-Accurate data
-Inflated and deflated requirements are met.
Revision of data can be done time and again to maintain accuracy.
3. Manpower planning being done very systematically and manpower budgeting is raised as
per the requirements.
Managers are still asking upon manpower budgeting which is a clear indictor that all
actions are checked, revised and all is kept under control.
4. Surplus executives are identified in many disciplines like quality control, human resource,
finance etc.
5. Job specification and job description are well defined to all employees and they know
what is expected of them. Everything is properly documented and gives in blank and
white.
6. There is a relaxation for departmental candidates. They need not get first class or 60%
marks or aggregate. They need not to pay application. Fees but they just have to clear the
final interview. This is a good method for employees which motivate them.

CONLCUSION
Recruitment management system is the comprehensive tool to manage the entire recruitment
processes of an organization. It is one of the technological tools facilitated by the information
management systems to the HR of organizations. Just like performance management, payroll
and other systems, Recruitment management system helps to contour the recruitment
processes and effectively managing the ROI on recruitment.

Recruitment refers to the

process of screening, and selecting qualifed people for a job at an organization or firm, or for
a vacancy in a volunteer-based organization or community group. While generalist managers
or administrators can undertake some components of the recruitment process, mid- and largesize organizations and companies often retain professional recruiters or outsource some of the
process to recruitment agencies. External recruitment is the process of attracting and selecting
employees from outside the organization

BIBLIOGRAPHY
Books
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organizational justice and work outcomes: test of a social exchange model, Journal of
Organizational Behavior, 23(3): 267-285.
Bae, J. & Lawler, J. J. (2000). Organizational and HRM strategies in Korea: Impact of firm
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Journals
Harvard Business Review

c. Magazines
Business India
Business World
Gloom

d. Internet
i. Sites:

www.blonnet.com
www.superbrandsindia.com
ii. Search Engines
http://www.google.com

1) According to you and Manpower Programme of ICICI BANK

should be

designed to

(Select only one)

Reduce anxiety

Promote two-way communication

Promote a positive employee attitude

Assimilate the employees in the organization.

2) Which section of the Manpower process do you feel is most important for
meeting the needs of your job in ICICI BANK ?

Organizational issues

employee and organization benefits

introductions

job duties

3) What special things should the organization provide to make new employees
feel comfortable, welcome and secure?)

Desk

work area

equipment

special instructions

5) What things according to you would new employees need to know about the work
environment that would make them comfortable?
Names and titles of key executives

company policy and rules

history of the company

product / services offered

6. Employees are actively involved in planning.

(1) Strongly Agree
(3) Disagree

(2) Agree
(4) Strongly Disagree

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

(1) Strongly Agree

(2) Agree

(3) Disagree

(4) Strongly Disagree

8. Analysis based on the reasons given by the candidates for back out

9 Which are the parameters on which candidates are evaluated?

Patterned
Stress
Depth

10 Principle of right man on the right job is strictly followed.

Strongly agree
Moderately agree
Strongly disagree
Moderately disagree
Cant say