RESEARCH REPORT

ON
RECRUITMENT PROCESS OF SBI LIFE

SUBMITTED TO SUBMITTED BY
DR. RAVI SHEKHAR VISHAL HEENA KUMARI
LECTURER BBA-6th SEMESTER
SMS, VARANASI B/12/050
 Declaration

I declare that the study RECRUITEMENT PROCESS OF SBI LIFE is

original and personally done under the guidance of Dr. RAVI SHEKHAR
VISHAL (my mentor). It is submitted in partial fulfillment of the
requirement for the award of BBA
HEENA KUMARI

_______________
( Signature )
 Preface

It is great honour to work on the project assigned to me and to prepare a

report on this.

The topic assigned to me was a very challenging one and after a

great work in collecting the data & analysis, I have reached to the
conclusion, which is very clearly shown in the report presented.

It was not an easy job to work on it and this was possible only with
the great help and guidance of my mentor Dr. RAVI SHEKHAR VISHAL,
who guided me to the right path in each and every problem came in front.
Help of other possible sources has also been taken.

It is request to the respected readers to give their views and

suggestions regarding this project and will be honoured, which will
definitely help me on my next task.

Thanking You.
 Acknowledgement

No gain without pains is a common saying. Gratitude is the hardest of

emotion to express and often does not find adequate words to convey.
Therefore a survey Project Report is not an effort of a single person but it is
a contributory effort of many hands and brains. So, I would like to thanks all
those who have helped me directly or indirectly during my survey project.

With an ineffable sense of gratitude I take this opportunity to express

my deep sense of indebt ness to Prof. P.N.Jha, Director, SMS, Varanasi for
allowing me to carry out this Project work.

I am extremely grateful to Mr. ATISH KHADSE, Coordinator of

BBA, SMS, Varanasi for giving me the opportunity to carry out this project.

I am also thankful to Dr. RAVI SHEKHAR VISHAL (Mentor) for his

keen interest, constructive criticism , persistent encouragement and untiring
guidance throughout the development of the project. It has been my great
privilege to work under his inspiring and provoking guidance.

I would like to thank all my teachers, staff members, Library

members for their valuable advices and guidance and all others who have
helped me directly or indirectly in making this industrial report interesting,
effective and purposeful.

Thank You
\\

TABLE OF CONTENT

Contents pageno.

LIST OF TABLES (i)

LIST OF FIGURES (ii)

CHAPTER 1: INTRODUCTION
OBJECTIVE OF STUDY
SCOPE OF THE STUDY
RESEARCH METHODOLOGY

CHAPTER 2: REVIEW OF LITERATURE

CHAPTER 3: COMPANY PROFILE

CHAPTER 4: CONCLUSION & RECOMMENDATIONS

LIMITATIONOF THE STUDY
CONCLUSION
RECOMMENDATIONS
BIBLIOGRAPHY
 CHAPTER 1: -

INTRODUCTION
OBJECTIVE OF STUDY
SCOPE OF THE STUDY
RESEARCH METHODOLOGY
 OBJECTIVES

The objective of this study is to understand and critically analyze the recruitment and

selection procedure at Icici bank ltd.

1. To know the prospect or recruitment and selection procedure.

 . SCOPE OF STUDY

THE benefits of the study for the researcher is that it helped to gain knowledge and experience

and also provided the opportunity to study and understand the prevalent recruitment and

selection procedures

The key points of my research study are:-

1. To study the facts about the icici bank ltd As a group.

2. To understand and analyze various H.R. factors including recruitment and

selection procedure at icici bank ltd.

3. To suggest any measures / recommendations for the improvement of the

recruitment procedures.
RESEARCH METHODOLOGY
Research refers to a search for knowledge. It is a systematic method of collecting and
recording the facts in the form of numerical data relevant to the formulated problem and
arriving at certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the
conclusions. The problem formulation starts with defining the problem or number of
problems in the functional area. To detect the functional area and locate the exact
problem is most important part of any research as the whole research is based on the
problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.

Research can be defined as the manipulation of things, concepts or symbols for the
purpose of generalizing to extend, correct or verify knowledge, whether that knowledge
aids in construction of theory or in the practice of an art

In short, the search for knowledge through objective and systematic method of
finding solution to a problem is research.

RESEARCH TYPE
The study is descriptive in nature, because of it seeks the relation and fact findings.
Descriptive study was the need of the study as per the objective.

DATA COLLECTION
The data collected for the study was purely secondary in nature. The tools were internet,
WebPages, magazines, newspapers, books.

SIGNIFICANCE OF STUDY
This report will present a view about the process of recruitment and selection

CHAPTER 2:

REVIEW OF LITERATURE
 REVIEW OF RECRUITMENT AND SELECTION

Most employers recognize the fact that their staffs are their greatest asset, and the right
recruitment and induction processes are vital in ensuring that the new employee becomes
effective in the shortest time. The success of an organization depends on having the right
number of staff, with the right skills and abilities. Organizations may have a dedicated
personnel/human resource function overseeing this process, or they may devolve these
responsibilities to line managers and supervisors. Many people may be involved, and all
should be aware of the principles of good practice. Even it is essential to involve others in
the task of recruitment and induction.

MANPOWER PLANNING-

Manpower planning means different things to different organizations. To some

companys manpower planning means management development to others. It means

estimating manpower needs, while some other may define manpower planning as

organization planning. Although the term, manpower planning can be defined, as the

process by which an organization ensures that it has the right number of people and the

right kind of people at the right places, at the time doing things for which they are

economically most useful.

Manpower Planning Involves: -

Manpower planning is a continuous process. In operational terms it involves the analysis

of the current and future manpower resources terms and requirement to ensure that such

needs and resources are always kept in proper balance, both in terms of quantity.

Need for Manpower Planning:-

All said and done, it cannot be define that the quality of manpower can be responsible for

significant difference in the short and long run performance among companies. As Ralph

Besse once said, There is nothing we can do about performance of past management or

the qualification of todays management but tomorrows management can be as good as

todays manager care to make it.

Herber H Mayer has emphasized the importance of human assets and their utilization as

under:

The efficient utilization of human resources may very well be the most important

determiner of success in the business world in the coming decade. I think that the

companies that prosper in the future will be those that do the best job in fully utilizing

their human resources.

All organizations are basically human organizations. They need people to carry out the

organizational mission, goals and objectives. Every organization needs to recruit

people .The recruitment policy should, therefore, address itself to the key question; what

are the personnel/human resource requirement of the organization in terms of number,

skills, levels etc to meet present and future needs of production and technical and other

changes planned or anticipated in the next years.

 MEANING OF RECRUITMENT

Recruitment is procedures directed to analyze the need and purpose of a

position, the culture of the institution, and ultimately to select and hire the person
that best fits the position. Recruitment policy should, then, be directed toward
the following objectives:

Hire the right person.

Conduct a wide and extensive search of the potential position candidates.
Recruit staff members who are compatible with the college or university
environment and culture.
Hire individuals by using a model that focuses on student learning and
education of the whole person.
Place individuals in positions with responsibilities that will enhance their
personal development.

Issues in Recruitment
Do not discard applicants who stopped out to provide care for a
child,or for maternity leave.
Consider the dynamics of the interview is the candidate being
interviewed in an environment that is representative of the office
environment.
Understand questions that cannot be asked regarding family,
children, pregnancy, etc.
Provide medical insurance that covers the full range of medical
needs of women employees, including reproductive health care.
Provide paid sick-leave policies for employees illness and illness
of spouses, lifetime partners, dependent children, and elderly
parents.
Provide life insurance, disability and pension programs that are
nondiscriminatory on the basis of gender .
Have clear and vigorously enforced sex, race and sexual
orientation discrimination and sexual harassment policies and
 include a statement about these policies in the advertisement of the
position.

Before attempting to diversify a staff and make it more gender

equitable, you must tackle issues such as, gender stereotyping;
discrimination in hiring, pay, and promotions; family issues; and sexual
orientation discrimination. There are five areas critical to this process:

1. Open communication.
2. A commitment to creating an inclusive Environment.
3. Clear preconceived expectations based on gender
4. A neutral supervisor who can observe different styles
and facilitate communication when a conflict
arises.
5. Training sexual harassment as well as gender
issues training (It is thought that 75-80% of sexual
harassment complaints could be prevented by
understanding gender differences

Recruitment
Recruiters need to keep abreast of changes in the labour market to
ensure that their recruitment efforts are not wasted or directed at too small a
pool of labour. Skill shortages may occur unexpectedly and recruitment and
training processes need to be kept flexible. It is a good idea for any organisation
to plan its labour force requirements, matching available supply against forecast
demand. A skills audit of existing staff will increase knowledge of the skills the
organisation has available and those which are lacking, and thus help pinpoint
areas for future development. A human resource plan need not be highly
complicated. A straightforward plan will help organisations to:

assess future recruitment needs

formulate training programmes
develop promotion and career development policies
anticipate and, where possible, avoid redundancies
develop a flexible workforce to meet changing requirements
control staff costs whilst ensuring salaries remain competitive
 assess future requirements for capital equipment, technology and
premises.

Management is responsible for producing the human resource plan, senior

management for supporting it. Implementation is likely to be most effective if it
carries the support of the workforce, normally achieved through consultation with
trade union or other employee representatives. Producing a human resource
plan involves:

forecasting staffing requirements against business objectives

assessing the available supply of people to meet those requirements
matching available supply against forecast demand

Factors Affecting Recruitment: -

In recruiting new employees management must consider the nature of labor
market, what sort of potential labor are available and how do look for works.
The factor affecting can be summed up under the following heads:

Labor Market Boundaries:- The knowledge of the boundaries help

management in estimating the available supply of qualified personnel
form, which it might recruit. A labor market consists of a geographical area
in which the forces of demand and supply interact and thus affect the price
of labor.
Available Skills:- Companies must locate the areas where they can find

employees who fit the jobs according to their skills.

Economic Condition: Economic conditions also affect recruitment.

Unemployment worker may swamp a new plan located in a depressed
labor market whereas a firm trying to establish it or to expand in an area
where a few qualified workers are out of wok has quite a different
recruitment problem.
Attractiveness of the Company: The attractiveness of the company in
terms of higher wages, clean work, better fringe benefits and rapid
promotions serves as influencing factor in recruitment.
 Importance of Recruitment

Recruiting people who are wrong for the organisation can lead to increased
labour turnover, increased costs for the organisation, and lowering of morale in
the existing workforce. Such people are likely to be discontented, unlikely to give
of their best, and end up leaving voluntarily or involuntarily when their
unsuitability becomes evident.

They will not offer the flexibility and commitment that many organisations seek.
Managers and supervisors will have to spend extra time on further recruitment
exercises, when what is needed in the first place is a systematic process to
assess the role to be filled, and the type of skills and Most recruitment systems
will be simple, with stages that can be followed as a routine whenever there is a
vacancy to be filled, and which can be monitored and adapted in the light of
experience.

This booklet describes the main features of such systems, and other related
issues.

Systems should be:

efficient - cost effective in methods and sources
effective - producing enough suitable candidates without excess and
ensuring the
identification of the best fitted for the job and the organisation
fair - ensuring that right through the process decisions are made on merit
alone.
 PROCESS OF RECRUITMENT

PLACING
HUMAN RECRUITING SELECTING SELECTED
RESOURCE REQUIRED QUALIFIED PERSONNEL
PLANNING PERSONNEL PERSONNEL ON JOBS

SEARCH FOR
FINDING AND PROSPECTIVE
DEVELOPING EMPLOYEES: EVALUATING
SOURCES OF a). DEVELOPING EFFECTIVENESS
POTENTIAL TECHNIQUES OF
EMPLOYEES b). ATTRACTING RECRUITING
CANDIDATES

TRANSFERRING TO
NEW JOBS
INTERNAL PERSONNEL
SOURCES RESEARCH

JOB POSTING UPGRADING IN

SAME POSITION

EXTERNAL
SOURCES
EXPERIENCE
PROMOTING TO HIGHER
JOBS

EMPLOYEE
REFERRALS

PROVIDING INFORMATION
ADVERTISING

SCOUTING CLARIFYING
DOUBTS
Recruitment Process

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

requirements of the job. This assessment is valid whether it is to fill an existing job or
a
new one. Ask questions such as:
has the function changed?

have work patterns, new technology or new products altered the job?

are there any changes anticipated which will require different, more flexible skills

from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job
and how it fits into the rest of the organisation or department. Exit interviews, or
consultation with the current job-holder and colleagues may well produce good ideas
about useful changes.

Recruitment begins by specifying the human resource recruitment, initiating activities

and action to identify the possible sources form where they can be met,

communicating the information about the jobs, terms and conditions and prospects

they offer, and enthuse the people who meet the recruitment to respond to the

invitation by applying for jobs. Thereafter the selection process begins. The process is

as follows:

Decide on how many people you really need:-

If everything is being done to improve performance and still there is a gap between

what the current performance is and the goals set, then the best way is to recruit more

people.
Analyzing the job:-

Analyzing the job is the process of assembling and studying information relating to

all aspects of a particular post. Analysis is done to find possible details about:

Purpose: Identify the aims and objectives of job and what the employee is

expected to achieve within department and company.

Position: The job title, its position in the hierarchy and for whom it is responsible

ought to be recorded. A sample organization chart may be useful for this purpose.

Main Duties: A list of key tasks may be written out; standards that need to be

reached and maintained must also be maintained. Methods of recording, assessing

and recording the key tasks must be determined.

The work Environment: Study the physical and social environment in which the

work is out because the work environment influences the quantity and quality of

work.

Drafting a job description:-

After job analysis is done, job description is made. Job description describes the job.

The job description decides upon the exact knowledge, skill and experience needed to

do the job.

Job description must be drafted around these heading:

Job title

Responsible to

Responsible for

Purpose of job
 Duties

Responsibility

Signature and date

Evaluation future needs

For Evaluation future needs manpower is drafting. A manpower plan evolves studying

the make-up of present work force, assessing forthcoming changes and calculating

future workforce, which is required. Manpower planning helps in devising long-term

recruitment plans.

Finding sources of recruitment:

The human resource requirement can be met from internal or external source:

Internal Sources

These refer to persons already employed in the organization. Promoting persons from

lower levels may fill up vacancies at higher levels. Shortage of manpower in one

branch \ factory may be met by transferring surplus staff from another branch \

factory. Promotion means shifting of an employee to higher post caring greater salary,

status and responsibility. On the other hand transfer refer to the shifting an employee

with salary, status and responsibility. Some time ex-employee of the organization may

be re-employed.
Advantages of Internal Sources:

1. Filling vacancies for higher job by promoting employees from with in the

organization helps to motivate and improved the morale of the employees. This

induces loyalty among them.

2. Internal requirement has to minimize labor turnover and absenteeism. People wait

for promotion and the work force is more satisfied.

3. Candidates working in organization do not require induction training. They are

already familiar with organization and with the people working in it.

Disadvantages of Internal Sources:

1. There may be inbreeding, as fresh talent from outside is not obtained. Internal

candidates may not be given a new outlook and fresh ideas to business.

2. Unsuitable candidates may not be promoted to positions of higher responsibility

because the choice is limited.

3. The employees may become lethargic if they are sure of time bound promotion.

There may be infighting among those who aspires for promotion with in the

organization.
4. Internal recruitment cannot be complete method in itself. The enterprise has to

resort to external recruitment at some stage because all vacancies cannot be filled

from with in organization.

External Sources

It refers to recruitment of employees from outside the organization. External sources

provide wide choice of the required number of the employees having the desired

qualification. It also provides the people with new ideas and specialized skills

required to cope with new challenge and to ensure growth of the organization.

Internal competitors have to compete with the outsiders. However, existing

employees resent the policy of filling higher-level vacancies from outsiders.

Moreover it is time consuming and expensive to recruit peoples from outside.

Recruitment from the outside may create frustration among the existing employees

that aspires for promotions. There is no guarantee that the organizations will attract

sufficient number of suitable candidates.

Advantages of External Sources:

1. The entry of fresh talent in to the organization is encouraged. New employees

bring new ideas to the organization.

2. External sources provide wider sources of personnel to choose from.

3. Requisite type of personnel having the required qualifications, training and skill

are available from the external sources.

Disadvantages of External Sources:

1. The enterprise can make the best selection since selection is made from among a

large number of applicants.

2. There is a greater decoration in employer- employee relationship, resulting in

industrial strikes, unrest, and lockouts.

3. The personnels selected from outside may suffer from the danger of adjustment

to the new work environment.

Monitoring effectiveness of recruitment

As with any work activity it is recommended that the recruitment and induction
process be reviewed for its effectiveness. If any stage of the recruitment process
failed to produce the expected result, eg if the advertising method has produced too
many candidates, you may want to examine what happened and why in order to make
it more efficient in the future. Future recruitment exercises may require modifications
to the methods used - a successful recruitment for one job does not automatically
mean the same method will be as successful again. This is particularly true if the
labour market changes, with, for instance, fewer school leavers but more mature
workers being available.Recruitment and induction may be a continuous process in
your organisation, necessitating more or less constant monitoring.Monitoring
regularly will also ensure equal opportunity policies are being actively pursued, and
that internal candidates are receiving the same consideration as external candidates.
 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(filter), 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, eg 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 (eg 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.
 METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories:

a) Direct method

b) Indirect method

c) Third-party method

a) Direct Method:

These include the campus interview and keeping a live register of job seekers. Usually

under this method, information about jobs and profile of persons available for jobs is

exchanged and preliminary screening is done. The short listed candidates are then subjected

to the remainder of the selection process. Some organization maintains live registers or

record of applicants and refers to them as and when the need arises.

b) Indirect Method:

They cover advertising in newspapers, on the radio, in trade and professional

journals, technical journals and brochures.

When qualified and experienced persons are not available through other sources,

advertising in newspapers and professional and technical journals in made. Whereas

all types of advertisements can be made in newspapers and magazines, only particular

types of posts should be advertised in the professional and technical journals.

A well thought-out and planned advertisement for appointments reduces the

possibility of unqualified people applying. If the advertisement is clear and to the

point, candidates can assess their abilities and suitability for the position and only

those who possess the requisite qualifications will apply

c) Third Party Method:

Various agencies are used for recruitment under these methods. These include commercial

and private employment agencies, state agencies, and placement offices of schools,

colleges and professional associations, recruiting firms, management consulting firms,

indoctrination seminars for college professors, friends and relatives.

Employment Agencies:

They are specializing in specific occupation like general office help, salesman,

technical workers, accountants, computer staff, engineers and executives and suitable

persons available for a job. Because of their specialization, they can interpret the

needs of their clients and seek out particular types of persons.

State or Public Employment Agencies:

They also knew as Employment or Labor Exchanges, are the main agencies for public

employment. They also provide a wide range of services, like counseling, assistance

in getting jobs, information about the labor market, labor and wage rates, etc.
 Executive Research Agencies:

They maintain a complete information records about employed executives and

recommend persons of high caliber for managerial, marketing and production

engineers posts. These agencies are looked upon as head hunters, raiders, and

pirates.

Trade Unions:

The employers to supply whatever additional employees may be needed often call on

Trade Unions. Unions may be asked for recommendations largely as a matter of

courtesy and an evidence of goodwill and cooperation

Professional Societies:

They may provide leads and clues in providing promising candidates for engineering,

technical and management positions. Some of these maintain mail order placement

services.

SELECTION
Whatever form the applications take, there may be a need to sift them before moving on
to the interview stage. Such a sift 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 sifting should be undertaken by two or more
people, and it should involve the direct line manager/supervisor as well as personnel. The
sifting stage can also help the organisation 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 organisation. 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.
If your organisation believes that pre-employment health screening is necessary, you
must make sure it is carried out in a non-discriminatory way: for instance, do not
single out disabled people for medical assessment. If a report from any individual's

doctor is sought, then permission must be given by the individual, and they have the
right to see the report (Access to Medical Reports Act 1988).
The candidates who best match the specifications may then be invited for interview.
The invitation letter should tell candidates that they should advise the organisation 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 organisation will pay the
candidate's reasonable travel expenses for the interview.

A formal definition of selection is as following:

It is the process of differentiating between applicants in order to identify (and hire)

those with a greater likelihood of success in a job.

Selection process assumes and rightly so, that there are more number of

candidate actually selected candidates are made available through recruitment

process.

BARRIERS TO EFFECTIVE SELECTION

The main objectives of selection are to hire people having competence and

commitment. This objective is often defeated because of certain barriers. The

impediments, which check effectiveness of selection, are perception, fairness,

validity, reliability and pressure.

 Fairness: Fairness is selection requires that no individual should be discriminated

against on the basis of religion, region, race or gender. But the low numbers of

women and other less-privileged sections of the society in middle and senior

management positions and open discrimination on the basis of age in job

advertisements and in the selection process would suggest that all the efforts to

minimize inequity have not been very effective.

Reliability: A reliable method is one that will produce consistent results when

repeated in similar situations. Like a validated test, a reliable test may fail to predict

job performance with precision.

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

friends and peers to select particular candidates. Candidates selected because of

compulsions are obviously not the rights ones. Appointments to public sector

undertakings generally take place under such pressures.

SELECTION PROCEDURE

The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps and stages. The objective of

selection process is to determine whether an applicant needs the qualification for a

specific job and to choose the applicant who is most likely to perform in that job.
The hiring procedures not a single acts but it is essentially a series of methods or steps or

stages by which additional information is secured about the applicant. At each stage, facts

may come to light, which lead to the rejection of the applicant. A procedure may be

considered to a series of successive hurdles or barriers, which an applicant must cross.

These are indented as screens and they are designed to eliminate an unqualified applicant

at any point in this process. That technique is known as the successive hurdle technique.

Not all selection process includes all these hurdles. The complexity of process usually

increases with the level and responsibility of the position to be fulfilled.

A well-organized selection procedure should be designed to select sustainable

candidates for various jobs. Each step in the selection process should help in getting more

and more information about the candidate. There is no idle selection procedure

appropriate for all cases.

Steps in the selection process:

Preliminary Screening

Application Blank

Employment Tests

Selection Interview

Medical or Physical Examination

Checking Reference

Final Approval

Preliminary Screening:
This is essentially to check whether the candidate fulfills the minimum qualification. The

preliminary interview is generally quite brief. Its aim is to eliminate the unsuitable

candidate. The job seekers are received at the reception counter of the company. The

receptionists or other official interviews the candidates to determine whether he is

worthwhile or the candidate to fill up the application blank. Candidates processing the

minimum qualification and having some chances of being selected are given the

prescribed application form known as application blank.

Application Blank:

The candidates are required to give full information about their age, qualification,

experience, family background, aptitude and interests act in the application blank. The

application blank provides a written record about the candidate. The application form

should be designed to obtain all relevant information about the candidates. All

applications received from the candidates are carefully scrutinized. After the scrutiny

more suitable candidates among the applicants are short-listed for written tests and others

are rejected.

Employment Tests:

Candidates are asked to appear for written or other tests. Tests have become popular

screening devices. These tests are based on the assumption that human traits and work

behaviors can be predicted by sampling, however tests are not fully reliable and they also

involve time and money. Test is more useful in identifying and eliminating unsuitable
candidates therefore should be used only as supplements rather than an independent

technique of selection. The main types of tests are:

Intelligence tests

Aptitude Test

Interest Test

Personality Test

Selection Interview:

It involves a face-to-face conversation between the employer and the candidate; the

selector asks a job related and general questions. The way in which a candidate responds

to the question is evaluated. The objectives of the interview are as following:

To find out the candidates overall suitability for the job.

To cross-check the information obtained through application blank and tests, and

To give an accurate picture of the job and the company.

Interview is the most widely used step in employee selection. However, interview suffers

from several drawbacks:

Firstly, it is a time consuming and expensive device. Secondly, it can test only the

personality of the candidate and not his skill for the job. Thirdly, the interviewer may not

be an expert and may fill to extract all relevant information from the candidate. Fourthly,

the personal judgment or bias of the interviewer may make the result of the interviews

inaccurate.
Interview should be properly conducted in a proper physical environment. The interview

room should be free from noise and interruptions. The environment should be confident

and quite. People generally talk freely and frankly when there is privacy and comfort.

Therefore, candidates should be put at ease. The interviewer should pay full attention to

what the candidates have to say.

Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical examination. A

Panel of doctors to insure that they are healthy and physically fit for the job does a

medical check-up of such candidates. A proper medical examination will also ensure that

the candidates selected do not suffer from any serious desirous which may create

problems in future.

Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical examination. A

Panel of doctors to insure that they are healthy and physically fit for the job does a

medical check-up of such candidates. A proper medical examination will also ensure that

the candidates selected do not suffer from any serious desirous which may create

problems in future.
Checking Reference:

Generally, every candidate if required to state in the application form, the name and

address of at least two responsible persons who know him. The reference may not give

their Frank opinion unless promises made that in all information will be kept strictly

confidential. Moreover the information given by them may be biased in the form of

candidate.

Final Approval:

The candidates who are found suitable after the medical check-up and background

investigation are formally appointed by issuing appointment letter to them. They are

asked to join duty by the specified date. No selection procedure is foolproof and the best

way judge a person is by observing him working on the job. Candidate who gives

satisfactory during the probationary period are made permanent.

SUCCESSIVE HURDLES IN THE SELECTION PROCESS

SELECTION PROCESS OF ICICI BANK
 At ICICI Bank, the selection process aims at getting applicants who are likely to succeed
at various roles in the Bank. The endeavour is to select people who have a high service
orientation, are passionate about their career goals, and who display integrity and ethics in
all engagements.
Depending on the level of recruitment, the selection process consists of following
combinations:
Aptitude Tests
Group Discussion
Psychometric Profiling

Personal Interview
Aptitude Tests:
Designed for entry level jobs in the Bank, the aptitude test aims to assess basic aptitude of
applicants including Numerical, Verbal comprehension, logical reasoning and basic
checking abilities.

Group Discussion:
Based on case studies, the group discussions are mainly conducted to judge applicants on
their analytical thinking, approach to hypothetical business situations and the ability to
break down complex problems to arrive at simple solutions.
Psychometric Profiling:
A questionnaire - based psychometric tool that assesses the typical or preferred behaviour
of individuals in work settings. Applicants are required to complete the questionnaire
before they appear for the interview. This tool gives us a better understanding of the
applicant and is not used for elimination of applicants.
Personal Interview:
All applicants are expected to go through the interview round, which is the final step in
the selection process.
 CHAPTER 3:
COMPANY PROFILE
 BANK PROFILE

OVERVIEW

ICICI Bank is India's second-largest bank with total assets of Rs. 3,997.95 billion (US$
100 billion) at March 31, 2008 and profit after tax of Rs. 41.58 billion for the year ended
March 31, 2008. ICICI Bank is second amongst all the companies listed on the Indian
stock exchanges in terms of free float market capitalisation*. The Bank has a network of
about 1,308 branches and 3,950 ATMs in India and presence in 18 countries. 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 specialised subsidiaries
and affiliates in the areas of investment banking, life and non-life insurance, venture
capital and asset management. The Bank currently has subsidiaries in the United
Kingdom, Russia and Canada, branches in Unites States, Singapore, Bahrain, Hong
Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices
in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and
Indonesia. Our UK subsidiary has established branches in Belgium and Germany.
ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the

National Stock Exchange of India Limited and its American Depositary Receipts
(ADRs) are listed on the New York Stock Exchange (NYSE).

HISTORY OF THE BANK

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.

Basic Things:
ICICI Group expects all its employees, officers and directors to act in accordance

with high professional and ethical standards. You must be, and be seen to be,

committed to integrity in all aspects of your activities and comply with all

applicable laws, regulations and internal polices.

In accepting a position with ICICI Group or any of its subsidiaries, each of you

become accountable for compliance with the law, with the ICICI Group code of

conduct(the Code), and with policies of your respective business units.

The standards of the Code are not necessarily prescribed by the regulators - they

aresomething, which a well respected institution must have in place and adhere to

on an ongoing basis. We therefore expect a high level of ethical conduct.

You must conduct your duties according to the language and spirit of this Code

and seek to avoid even the appearance of improper behaviour. You should be

aware that even well intentioned actions that violate the law or this Code may
 result in negative consequences for ICICI Group and for the individuals involved.

While covering a wide range of business practices and procedures, these standards

cannot and do not cover every issue that may arise, or every situation where

ethical decisions must be made, but rather set forth key guiding principles that

represent ICICI Groups policy.

ICICI Group
 SERVICES PROVIDED BY BANK

A B C D E
PERSONAL Deposits Loans Cards Investment/Ins Demat
BANKING urance service/Onl-ine
service
NRI Money Bank Investm-ent Property Insura-
BANKING transfer Accounts Solutions nce/Loan
BUSINESS Corporate net Cash Trade Online taxes SME services
BANKING banking Managemen services
t
PREVIOUS YEAR PERFORMANCES
 Workplace Responsibilities

Fair Employment Practices and Diversity:

ICICI Group is committed to adoption of fair employment practices. It ensures

diversity of workplace through efforts to recruit, develop and retain the most talented

people from a diverse candidate pool. It upholds the principle that advancement is

based on talent and performance and there is a commitment to equal opportunity.

As a fair employment practice, we expect that you shall not (during the course of

your service or upon cessation of your service for a period of six months from the

date of cessation) directly or indirectly on your own accord or on behalf or in

conjunction with any other person, convey or solicit or attempt to induce any

employeeor business associate to leave their current employment with the ICICI

Group and jointhe service of the new employer or any competitor.

Fair Competition:

Although it is common to gather information about the general marketplace,

including competitors' products and services, the Company wants to compete fairly

Drug Free Workplace.

You should ensure that your workplace is healthy and productive and free from drugs

Discrimination and Harassment and Intimidation.

ICICI Group is committed to prohibition of harassment and intimidation of

employeesin the workplace. The ICICI Group discourages conduct that implies

granting or withholding favours or opportunities as a basis for decisions affecting an

individual, in return for that individuals compliance. Such harassment is the easier
 form of harassment to identify because it takes the form of either a threat or a

promise, whether explicitor implied.

ICICI Group has a Gender Neutral Policy that prohibits unwelcome advances,

requests for sexual favours, or other verbal or physical conduct where such conduct

has the purpose or effect of unreasonably interfering with an individuals work

performance or creating an intimidating, hostile or offensive working environment.

Safety in the Workplace.

ICICI Group considers safety of employees as the primary concern. The ICICI Group

is committed to safety of employees and expects its businesses and employees to

comply fully with appropriate laws and internal regulations.

ICICI Group encourages responsible behaviour of its employees and colleagues that

result in the best possible accident prevention measures. This applies both to the

technical planning of workplaces, equipment, and processes and to safety

management and personal behaviour in everyday workplace.

 Awards & Recognitions

ICICI Bank
ICICI Bank wins Finance Asia Country Awards for Achievement 2008 for
Best Trade Finance Bank
Best Foreign Exchange Bank
Best Private Bank

ICICI Bank wins the 'Excellence in Remittance Business 2007' award by The
Asian Banker

Ms. Madhabi Puri Buch, ED, ICICI Bank wins FICCI's "Young Women
Achievers" Award

Mr. K. V. Kamath, MD & CEO, ICICI Bank wins "The Asian Banker Leadership
Achievement Award" for the Asia Pacific and Gulf Region 2007

EuroWeek award for Most Improved Market Profile

The award is designed to recognise the institution that has been most
successful in building its own niche in Asia's competitive syndicated loan
market

The Asset Triple A Transaction Banking Awards, 2008

Best Trade Finance Bank in India
Best Transaction Bank in India
Best Cash Management Bank in India
Best Domestic Custodian in India

Global Finance Award for:

Best "Trade Finance Bank and Provider" in India

ICICI Bank wins the Gold Shield for " Excellence in Financial Reporting" by
Institute of Chartered Accountant of India (ICAI) for the Year ended March 31,
2007

Mr. K. V. Kamath, MD & CEO, ICICI Bank awarded the "Padma Bhushan"
 BOARD OF DIRECTORS

Mr. N. Vaghul, Chairman

Mr. Sridar Iyengar
Mr. Lakshmi N. Mittal
Mr. Narendra Murkumbi
Mr. Anupam Puri
Mr. Arun Ramanathan
Mr. M.K. Sharma
Mr. P.M. Sinha
Prof. Marti G. Subrahmanyam
Mr. T.S. Vijayan
Mr. V. Prem Watsa
Mr. K.V. Kamath, Managing Director & CEO
Ms. Chanda Kochhar, Joint Managing Director & Chief
Financial Officer
Mr. V. Vaidyanathan, Executive Director
Ms. Madhabi Puri-Buch, Executive Director
Mr. Sonjoy Chatterjee, Executive Director
 CHAPTER5:

. CONCLUSION AND RECOMMENDATIONS

LIMITATIONOF THE STUDY

BIBLIOGRAPHY
 CONCLUSION AND RECOMMENDATION

1. During the selection process not only the experienced candidates but also the fresh

candidate should be selected so as to avail the innovation and enthusiasm of new

candidates.

2. .Candidates should be kept on the job for some time period; if suitable they should be

recruited. During the selection process, the candidates should be made relaxed and at

ease.

3. Company should follow all the steps of recruitment and selection for the selection of

the candidates.

4. Selection process should be less time consuming.

5. The interview should not be boring, monotonous. It should be made interesting. There

must be proper communication between the Interviewer and the Interviewee any the

time of interview.

6. Evaluation and control of recruitment and selection should be done fair judgment.

7. Methods used for selection of candidates should be done carefully and systematically

8. The attainment of goals and objective of any organization depend on the type and

quality of its manpower. To have right type of men at right job and at right time, the

recruitment and selection procedure should be fair and impartial.

9. This is indeed an important suggestion and authorities concerned should immediately

look into it and try to implement it.

 CONCLUSIONS

The organization follows the rules and regulation involved in their Recruitment and

Selection Procedure of the organization. However, there is some scope for improvement

with regard to following:

1. The managers are fully satisfied with the existing Recruitment and Selection

procedure.

2. The recruitment and Selection procedure should not be lengthy.

3. To some extent a clear picture of required candidates should be made in order to

search for appropriate candidates.

4. The Recruitment and Selection procedure should be impartial.

 LIMITATIONS OF STUDY

The project has inherent limitations due to its potential scope

1) Less importance to long term operational benefits.

2) Expenses for HR Departments are not viewed as investments.

Since Bank is a large organization with its strongly set business practices, so extensive efforts

and change in organization thinking will be necessary in order HR Department.

 BIBLIOGRAPHY

Personnel management by K.V Mishra, Aditya publishing house Madras, 1992.

CHHABRA T.N, Principles & practices of management, Dhanpat Rai and co. (p)

Ltd, Delhi, 2000.

Practice of Human Resource by Danny Shield.

Manuals from the Bank.

www.icicibank.com.
 Selection Process
At ICICI Bank, the selection process aims at getting applicants who are likely to succeed at various
roles in the Bank. The endeavour is to select people who have a high service orientation, are
passionate about their career goals, and who display integrity and ethics in all engagements.
Depending on the level of recruitment, the selection process consists of following combinations:
Aptitude Tests
Group Discussion
Psychometric Profiling

Personal Interview

Aptitude Tests:
Designed for entry level jobs in the Bank, the aptitude test aims to assess basic aptitude of
applicants including Numerical, Verbal comprehension, logical reasoning and basic checking
abilities.
Click here to see a sample test.
Group Discussion:
Based on case studies, the group discussions are mainly conducted to judge applicants on their
analytical thinking, approach to hypothetical business situations and the ability to break down
complex problems to arrive at simple solutions.
Psychometric Profiling:
A questionnaire - based psychometric tool that assesses the typical or preferred behaviour of
individuals in work settings. Applicants are required to complete the questionnaire before they
appear for the interview. This tool gives us a better understanding of the applicant and is not used
for elimination of applicants.
Personal Interview:
All applicants are expected to go through the interview round, which is the final step in the
selection process.