PREFACE

Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement, it is taking a long time for public service agencies in many jurisdictions to identify and implement new, effective hiring strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia. Recruitment has acquired immense importance in todays organizations. Organizations have realized the value of human capital and its role in their development. Recruitment is the first step in the process of acquiring and retaining human resources for an organization. In todays rapidly changing business environment, organizations have to respond quickly to requirement for people. So it is important to have a well-defined recruitment policy in places, which can be executed effectively to get the best fit for the vacant position. Recruitment is the process of searching for prospective employees and stimulating them to apply for the jobs in the organization. Effectively recruitment is the process of getting the right kind of people to apply for the vacancies in the organization. The aim of an effective recruitment program in Private Banks (Axis Bank, ICICI Bank & HDFC Bank) is to attract the best people for the job and the recruiter by making a wide choice available. A good job description helps in attracting the right kind of candidates for the job.

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EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity is necessary. It is an important part of an organisation. Human Resource Planning is a vital ingredient for the success of the organisation in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective. The objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation. With reference to this context, this project is been prepared to put a light on Recruitment and Selection process regarding the employees in Banks. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process, Recruitment Tips. Sources of Recruitment through which an Organization gets suitable application. Scientific Recruitment and Selection, which an Organization should follow for, right manpower. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. Approaches to Selection, Scientific Selection Policy, Selection in private banks and problems. Recruitment and Selection are simultaneous process and are incomplete without each other. They are important components of the organization and are different from each other. Since all the aspect needs practical example and explanation this project includes Recruitment and selection Process of Bank Employees (Private Banks).

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1. INTRODUCTION
Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc.are used. In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees Definition: According to EDWIN FLIPPO,Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

1.1 NEED FOR RECRUITMENT

The need for recruitment may be due to the following reasons / situation: a) Vacancies due to promotions, transfer, retirement, termination,

permanent disability, death and labour turnover.

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b) Creation

of

new

vacancies

due

to

the

growth,

expansion

and

diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification. Purpose and importance of Recruitment: 1. Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis

activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job

applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 5. Meet the organizations legal and social obligations regarding the composition of its work force. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection.

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Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones. Unscientific Recruitment and Selection: Previously, the selection of candidates was influenced by

superstitions, beliefs, personal prejudices of managers looking after the recruitment and selection of the staff. The net result of such unscientific recruitment and selection are: (a) Low productivity of labour (b) High turnover (c) Excessive wastage of raw materials (d) More accidents and corresponding loss to the organization (e) Inefficient working of the whole organization and finally (f) Ineffective programs Scientific recruitment and selection The importance of selection recruitment and selection of staff is now accepted in the business world. Selection is important as it has its impact on work performance and employee cost. As result scientific methods of recruitment and selection are extensively for the selection of managers and the supervisory staff. The assistance of experts such as industrial psychologist and management consultants are also taken for the purpose of scientific selection. As a result, the objective of right man for executive of training and management development

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the right job is achieved in many organizations. Moreover, right job is the basic principle in manpower procurement.

1.2 RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages, viz, 1. Planning. 2. Strategy development. 3. Searching. 4. Screening. 5. Evaluation and control. The ideal recruitment programme is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organisation, when offered.

Recruitment programmes can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/over selling the organisation or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work.

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STAGE 1: RECRUITMENT PLANNING: The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into set of objectives or targets that specify the (1) Numbers and (2) Types of applicants to be contacted.

Numbers of contact : Organization, nearly always, plan to attract more applicants than they will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitment Programme is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the qualified people.

Types of contacts: It is basically concerned with the types of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification. STAGE 2: STRATEGY DEVELOPMENT : When it is estimated that what types of recruitment and how many are required then one has concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and selection devices. (3). Geographical distribution of labour markets comprising job seekers. (4). Sources of recruitment. (5). Sequencing the activities in the recruitment process.
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Make or Buy: Organisation must decide whether to hire le skilled employees and invest on training and education programmes, or they can hire skilled labour and professional. Essentially, this is the make or buy decision. Organizations, which hire skilled and professionals shall have to pay more for these employees. Technological Sophistication: The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. Although impersonal, computers have given employers and ob seekers a wider scope of options in the initial screening stage. Where to look: In order to reduce the costs, organisations look in to labour markets most likely to offer the required job seekers. Generally, companies look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for the clerical and blue-collar employees. When to look: An effective recruiting strategy must determine when to look-decide on the timings of events besides knowing where and how to look for job applicants. STAGE 3: SEARCHNG: Once a recruitment plan and strategy are worked out, the search process can begin. Search involves two steps
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A). Source activation and B). Selling. A). SOURCE ACTIVATION: Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until lone managers have verified that vacancy does exist or will exist. If the organisation has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes. The application received must be screened. Those who pass have to be contacted and invited for interview. Unsuccessful applicants must be sent letter of regret.

B). SELLING: A second issue to be addressed in the searching process concerns communications. Here, organisation walks tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On the other hand, they must resist the temptation of overselling their virtues. In selling the organisation, both the message and the media deserve attention. Message refers to the employment advertisement. With regards to media, it may be stated that effectiveness of any recruiting message depends on the media. Media are several-some have low credibility, while others enjoy high credibility. Selection of medium or media needs to be done with a lot of care.

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STEP 4: SCREENING: Screening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. Even the definition on recruitment, we quoted in the beginning of this chapter, excludes screening from its scope. However, we have included screening in recruitment for valid reasons. The selection process will begin after the applications have been scrutinized and short-listed. Hiring of professors in a university is a typical situation. Application received in response to advertisements is screened and only eligible applicants are called for an interview. A selection committee comprising the Vice-chancellor, Registrar and subject experts conducts interview. Here, the recruitment process extends up to screening the applications. The selection process commences only later.

Purpose of screening The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job. Effective screening can save a great deal of time and money. Care must be exercised, however, to assure that potentially good employees are not rejected without justification. In screening, clear job specifications are invaluable. It is both good practice and a legal necessity that applicants qualification is judged on the basis of their knowledge, skills, abilities and interest required to do the job. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interview and application
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blanks may be used to screen walk-ins. Campus recruiters and agency representatives use interviews and resumes. Reference checks are also useful in screening. STAGE 5: EVALUATION AND CONTROL: Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: 1. Salaries for recruiters. 2. Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth. 3. The cost of advertisements or other recruitment methods, that is, agency fees. 4. Recruitment overheads and administrative expenses. 5. Costs of overtime and outsourcing while the vacancies remain unfilled. 6. Cost of recruiting unsuitable candidates for the selection process.

1.3 EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and obtaining applications for job seekers in sufficient number and quality. Keeping this objective in the mind, the evaluation might include: 1. Return rate of application sent out. 2. Number of suitable candidates for selection. 3. Retention and performance of the candidates selected. 4. Cost of the recruitment process 5. Time lapsed data 6. Comments on image projected.

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1.4 SOURCES OF RECRUITMENT

SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES 1) Promotion 2) Transfers 3) Internal notification (Advertisement) 4) Retirement

EXTERNAL SOURCES 1) Campus recruitment 2) Press advertisement 3) Management consultancy service & private employment exchanges 4) Deputation of personnel or transfer from one enterprise to another

5) Recall 6) Former employees 7) Miscellaneous external sources

5) Management training schemes 6) Walk-ins, write-ins, talk-ins

The sources of recruitment can be broadly categorized into internal and external sources(I) Internal Recruitment Internal recruitment seeks applicants for

positions from within the company. The various internal sources include: Promotions and Transfers Promotion is an effective means using job posting and personnel records. Job posting requires notifying vacant positions by posting notices, circulating publications or announcing at staff

meetings and inviting employees to apply. Personnel records help discover employees who are doing jobs below their educational qualifications or skill levels. Promotions has many advantages like it is good public relations, builds morale, encourages competent individuals
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who are ambitious, improves the probability of good selection since information on the individuals performance is readily available, is cheaper than going outside to recruit, those chosen internally are familiar with the organization thus reducing the orientation time and energy and also acts as a training device for developing middle-level and top-level managers. However, promotions restrict the field of selection preventing fresh blood & ideas from entering the

organization. It also leads to inbreeding in the organization. Transfers are also important in providing employees with a broad-based view of the organization, necessary for future promotions.

Employee referralsEmployees can develop good prospects for their families and friends by acquainting them with the advantages of a job with the company, furnishing them with introduction and encouraging them to apply. This is a very effective means as many qualified people can be reached at a very low cost to the company. The other advantages are that the employees would bring only those referrals that they feel would be able to fit in the organization based on their own experience. The organization can be assured of the reliability and the character of the referrals. In this way, the organization can also fulfill social obligations and create goodwill.

Former EmployeesThese include retired employees who are willing to work on a part-time basis, individuals who left work and are willing to come back for higher compensations. Even retrenched employees are taken up
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once again. The advantage here is that the people are already known to the organization and there is no need to find out their past performance and character. Also, there is no need of an orientation programme for them, since they are familiar with the organization.

Dependents of deceased employeesUsually, banks follow this policy. If an employee dies, his / her spouse or son or daughter is recruited in their place. This is usually an effective way to fulfill social obligation and create goodwill.

Recalls : When management faces a problem, which can be solved only by a manager who has proceeded on long leave, it may de decided to recall that persons after the problem is solved, his leave may be extended.

Retirements : -

At times, management may not find suitable candidates in place of the one who had retired, after meritorious service. Under the

circumstances, management may decide to call retired managers with new extension.

Internal notification (advertisement) : -

Sometimes, management issues an internal notification for the benefit of existing employees. Most employees know from their own

experience about the requirement of the job and what sort of person the company is looking for. Often employees have friends or acquaintances

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who meet these requirements. Suitable persons are appointed at the vacant posts.

(II) External Recruitment External recruitment seeks applicants for positions from sources outside the company. They have outnumbered the internal methods. The various external sources include :

Professional or Trade Associations :Many associations provide placement service to its

members. It consists of compiling job seekers lists and providing access to members during regional or national conventions. Also, the publications of these associations carry classified advertisements from employers interested in recruiting their members. These are

particularly useful for attracting highly educated, experienced or skilled personnel. Also, the recruiters can zero on in specific job seekers, especially for hard-to-fill technical posts.

Advertisements :It is a popular method of seeking recruits, as many recruiters

prefer advertisements because of their wide reach. Want ads describe the job benefits, identify the employer and tell those interested how to apply. Newspaper is the most common medium but for highly specialized recruits, advertisements may be placed in professional or business journals. Advertisements must contain proper information like the job content, working conditions, location of job, compensation including fringe benefits, job specifications, growth aspects, etc. The

advertisement has to sell the idea that the company and job are perfect
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for the candidate. Recruitment advertisements can also serve as corporate advertisements to build company image. It also cost effective.

Employment Exchanges:Employment Exchanges have been set up all over the country in deference to the provision of the Employment Exchanges

(Compulsory Notification of Vacancies) Act, 1959. The Act applies to all industrial establishments having 25 workers or more each. The Act requires all the industrial establishments to notify the vacancies before they are filled. The major functions of the exchanges are to increase the pool of possible applicants and to do the preliminary screening. Thus, employment exchanges act as a link between the employers and the prospective employees. These offices are particularly useful to in recruiting blue-collar, white collar and technical workers. Campus Recruitments:Colleges, universities, research laboratories, sports fields and institutes are fertile ground for recruiters, particularly the

institutes. Campus Recruitment is going global with companies like HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance looking for global markets. Some companies recruit a given number of candidates from these institutes every year. Campus recruitment is so much sought after that each college; university department or institute will have a placement officer to handle recruitment functions.

However, it is often an expensive process, even if recruiting process produces job offers and acceptances eventually. A majority leave the

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organization within the first five years of their employment. Yet, it is a major source of recruitment for prestigious companies. Walk-ins, Write-ins and Talk-insThe most common and least expensive approach for candidates is direct applications, in which job seekers submit

unsolicited application letters or resumes. Direct applications can also provide a pool of potential employees to meet future needs. From employees viewpoint, walk-ins are preferable as they are free from the hassles associated with other methods of recruitment. While direct applications are particularly effective in filling entry- level and

unskilled vacancies, some organizations compile pools of potential employees from direct applications for skilled positions. Write-ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date) for detailed talks. No application is required to be submitted to the recruiter. Contractors:They are used to recruit casual workers. The names of the workers are not entered in the company records and, to this extent; difficulties experienced in maintaining permanent workers are avoided. Consultants:They are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide contacts and lend professionalism to the hiring process. They also keep prospective employer and employee anonymous. However, the cost can be a deterrent factor.
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 Head Hunters:They are useful in specialized and skilled candidate working in a particular company. An agent is sent to represent the recruiting company and offer is made to the candidate. This is a useful source when both the companies involved are in the same field, and the employee is reluctant to take the offer since he fears, that his company is testing his loyalty. Radio, Television and Internet:Radio and television are used to reach certain types of job applicants such as skilled workers. Radio and television are used but sparingly, and that too, by government departments only. Companies in the private sector are hesitant to use the media because of high costs and also because they fear that such advertising will make the companies look desperate and damage their conservative image. However, there is nothing inherently desperate about using radio and television. It depends upon what is said and how it is delivered. Internet is becoming a popular option for recruitment today. There are specialized sites like naukri.com. Also, websites of companies have a separate section wherein; aspirants can submit their resumes and applications. This provides a wider reach. Competitors:This method is popularly known as poaching or raiding which involves identifying the right people in rival companies, offering them better terms and luring them away. For instance, several executives of HMT left to join Titan Watch Company. There are legal and ethical issues involved in raiding rival firms for potential candidates. From the legal point of view, an employee is expected to
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join a new organization only after obtaining a no objection certificate from his/ her present employer. Violating this requirement shall bind the employee to pay a few months salary to his/ her present employer as a punishment. However, there are many ethical issues attached to it. Mergers and Acquisitions:When organizations combine, they have a pool of employees, out of whom some may not be necessary any longer. As a result, the new organization has, in effect, a pool of qualified job applicants. As a result, new jobs may be created. Both new and old jobs may be readily staffed by drawing the best-qualified applicants from this employee pool. This method facilitates the immediate implementation of an organizations strategic plan. It enables an organization to pursue a business plan, However, the need to displace employees and to integrate a large number of them rather quickly into a new organization means that the personnel-planning and selection process becomes critical more than ever. Evaluation of External Recruitment: External sources of recruitment have both merits and demerits. The merits are The organization will have the benefit of new skills, new talents and new experiences, if people are hired from external sources. The management will be able to fulfill reservation requirements in favour of the disadvantaged sections of the society. Scope for resentment, heartburn and jealousy can be avoided by recruiting from outside.

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The demerits are Better motivation and increased morale associated with

promoting own employees re lost to the organization. External recruitment is costly. If recruitment and selection processes are not properly carried out, chances of right candidates being rejected and wrong applicants being selected occur. High training time is associated with external recruitment.

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2. REVIEW OF LITERATURE
As related to the Recruitment of the employee various authors have expressed their views regarding training success and undertaking in and outside the company, few of them listed are: Recruitment is concerned with developing suitable techniques for attracting more and more candidates. Recruitment is the process of searching for prospective employees and stimulating them to apply for the jobs in the organization. When more persons apply for jobs then there will be a scope for recruiting better persons. The job seekers too, on the other hand, are in search of organization offering them employment. Recruitment is a linkage activity bringing together those with jobs and those seeking jobs. Many see recruitment and selection as the most important component of the staffing model. Obviously, the fright persona must be selected to achieve high levels of productivity, but how the selection is made also is important, if for no other reason than to meet legal and ethical requirements of institutional policy such as fundamental fairness and affirmative action. One of the central findings of the literature review conducted by Winston and Creamer (1997, p. 128) was that the most successful student service programs tend to be those where the managers select, hire, and retain competent and caring individuals. Stamatakos, 1981 and Hyman, 1988; Ostroth, 1981 Recruitment and selection literature in student affairs often addresses standards of admission to the profession and entry-level competencies and skills. Hiring particular types of staff members, such as paraprofessionals Winston & Ender, 1988, mid-level managers. Gordon, Borders Strode, & Mann, 1993; Saunders & Cooper, 1999, minorities (Sagaria & Johnsrud, 1991), and executive-level managers (Haro, 1991) also is common in recruitment and selection literature. Sims and Foxley (1980) contribute significantly to this literature by pointing to the role of institutional systems in the process and by
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suggesting that the precepts of the processes should be based on development (the historic foundation of the field). Raetz, 2001 The recruitment and selection process is a complex system of interdependent processes that begins with determining the need and establishing the purpose of the position. This process should include a careful position analysis, a step often assumed but not taken that leads to hiring someone, but maybe not the right person, which is, of course, a key to successful staffing practices. Based on a carefully conducted position analysis, a position description is then prepared that accurately and completely describes position responsibilities, necessary qualifications of candidates, and any unusual or unique aspects of the position or the institution. Winston et al. (2001) Appointing, charging, and empowering the search committee are the next steps, if a search committee is to be used. Winston et al. (2001) reported that 82% of their survey respondents reported that they used search committees to fill all entry-level positions and 93% to fill mid-level positions. The duties of the search committee generally are extensive but may vary depending upon the charge given to the committee by the hiring authority. Normally, these duties include setting the complete application framework, determining the minimum requirements of the position, preparing the position announcement, advertising the position, managing the overall search process, determining the finalists, making arrangements for interviews, making the final decisions (depending upon the charge given to the committee), and making recommendations to the hiring authority. Winston and Creamer (1997) are emphatic about applying appropriate ethical and legal standards to the hiring decision. Selected federal anti-discrimination statues and regulations must be observed, including Title VII of the Civil Rights Act of 1964 (pertains to discrimination based on race, color, or national origin), Title IX of the Education Amendments of 1972 (pertains to discrimination based on sex), Section 504 of the Rehabilitation Act of 1973, (pertains to discrimination against otherwise qualified handicapped persons), Americans with Disabilities Act of 1990 (pertains to discrimination based on a disability).

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Daddona (2001) for discussion of employing persons with disabilities, Equal Pay Act of 1963 (pertains to discrimination based on sex), Age Discrimination in Employment Act as amended in 1986 (pertains to discrimination against person at least 40 years old), Pregnancy Discrimination Act of 1978 (pertains to discrimination on the basis of pregnancy, childbirth, or related illnesses), and Equal Employment Opportunity Commission regulations of 1980 (pertains to sexual harassment). Among recommendations by Winston and Creamer (1997), three stand out. First, student affairs divisions should formalize hiring practices and should promulgate policies and procedures of the division that complement those of the institution. Winston and Creamer note that Too many searches for new staff are based either on ad hoc procedures or on policies of the institution that may only remotely reflect the values and needs of student affairs (p. 156). Second, Winston and Creamer (1997) caution against confusing experience with qualifications. The best candidate, they say, is the best-qualified professional, not necessarily the most experienced one (p. 157). Generally, the most successful staff members over the long haul are those who possess the basic knowledge and skills necessary to fulfill the positions current responsibilities, but who can also grow professionally to take the functional area to the next level. Employment decisions should be based on both demonstrated competencies and assessed potential for continued professional development. Third, achieving a good fit with an institutional culture, even though unquestionably important for success, may also run counter to achievement of other important goals such as increasing diversity. Many professionals in student affairs value both a cohesive unit, normally achieved by hiring persons who fit the culture well, and diversity, normally achieved by hiring persons intentionally different from persons already employed. Winston and Creamer (1997) urge employers to pay special attention to compatibility of values when seeking to resolve this apparent dilemma. New hires need to be fully committed to the historic values of the student affairs profession, such as human dignity, justice, and community, which can enrich a staff by great variation of human attributes. It
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is also essential that candidates understand and subscribe to the basic values of the employing institution.

According to Flippo, Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization.

According to dale S. Beach, Recruitment is the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labor upon whom the organization can depend when it needs additional employees.

Braun, S.A. (1995). Helping managers become effective job interviewers. Industrial Management, 37, 5-8. This article focuses on strategies to conduct effective interviews. It provides a practical step-by-step guide for conducting job interviews. This paper is suitable for readers interested in tips on improving recruitment and selection procedures.

Taylor, P. (1998). Seven staff selection myths. New Zealand Management, 45, 61-65. This article outlines seven commonly held misconceptions about recruitment and selection practices. Areas discussed include the validity of various recruitment and selection measures (e.g., interviewing, reference checks), the conditions necessary to maximise the effectiveness of these practices, and common mistaken perceptions of the interview process. This article is most useful for readers interested in workforce development theory and research.

Breaugh, J.A., and M. Starke. (2000). Research on employee recruitment: So many studies, so many remaining questions. Journal of Management, 26, 405-434.
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This research paper offers a theoretical framework of recruitment. A model linking various stages of recruitment (e.g., recruitment objectives, strategy development, recruitment activities, intervening / process variables) is proposed. In addition, a comprehensive review of available literature examines sources of recruitment, recruiters and realistic job previews. This paper is most useful for readers interested in workforce development theory and research.

Wanous, J.P., and Reichers, A.E. (2000). New employee orientation programs. Human Resource Management Review, 10, 435-451. This research paper discusses the nature of employee orientation programs and presents a new framework for a program designed to minimise employee stress (Realistic Orientation Programs for new Employee Stress (ROPES)). The key principles and steps necessary to successfully achieve this type of program are summarised. In addition, the fit of this program with current research is outlined. This paper is most useful for readers interested in workforce development theory and research.

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3. STATEMENT OF THE PROBLEM

RECRUITMENT: STUDY OF RECRUITMENT OF BANK EMPLOYEES

NEED OF THE STUDY

The first and foremost need of the study is to gain knowledge About the recruitment process of Bank Employees. To know about the recruitment process of Bank Employees.

OBJECTIVES OF THE STUDY.

To study the selection procedure they are following to recruit the employees. To study about planning regarding the strategy and procedure of recruitment. To study the appropriate interview panel adopted to recruit employees. To study the induction process been developed to help new workers settle into
private banks.

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4. COMPANY PROFILES
4.1 AXIS BANK
Axis Bank is a private sector Indian bank. The bank has a net worth of Rs. 2872.19 crores. Public holding of Axis Bank shares stands at 57.60% ending 31st March, 2008. Dr. P.J Nayak is the Chairman and Chief Executive Officer. Axis Bank was the first of the new private banks to have begun operations in 1994, after the Government of India allowed new private banks to be established. The Bank was promoted jointly by the Administrator of the specified undertaking of the Unit Trust of India (UTI - I), Life Insurance Corporation of India (LIC) and General Insurance Corporation of India (GIC) and other four PSU insurance companies, i.e. National Insurance Company Ltd., The New India Assurance Company Ltd., The Oriental Insurance Company Ltd. and United India Insurance Company Ltd. The Bank today is capitalized to the extent of Rs. 358.97 crores with the public holding (other than promoters) at 57.59%. The Bank's Registered Office is at Ahmedabad and its Central Office is located at Mumbai. Presently, the Bank has a very wide network of more than 729 branch offices and Extension Counters. The Bank has a network of over 3171 ATMs providing 24 hrs a day banking convenience to its customers. This is one of the largest ATM networks in the country. The Bank has strengths in both retail and corporate banking and is committed to adopting the best industry practices internationally in order to achieve excellence.

HISTORY Axis Bank started its financial operations in 1994. The bank was set up by a consortium of financial companies that include Life Insurance Corporation of India (LIC), The New India Assurance Company, Administrator of the Specified Undertaking of the Unit Trust
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of India (UTI-I), United India Assurance Limited, and The Oriental Insurance Corporation. Axis Bank of India was previously known as UTI Bank.

A Nationwied Banking Operations

Axis Bank presently has its registered office in Ahmedabad. The Central Office is located in Mumbai. Axis Bank of India currently conducts its operations through more than 700 branches and ancillary extension counters. Day to day banking activities are further supplemented by the presence of 2854 ATMs scattered all over the Indian Republic. Axis Bank possess one of the largest ATM networks in India. Corporate banking is a special forte of Axis Bank. It also has expertise in retail banking. Asset quality of the bank is extremely high. Non Performing Assets (NPAs) of the bank is at a comfortable low- below 1% of of its total loans. The bank also has higher transaction margins compared to comparable peer banks. Axis Bank's higher weightage on corporate banking also leads to diversification of credit risk. The bank provides Internet banking and phone banking facility to its customers. Both Life and non Life insurance services are provided by the bank. Promoters Axis Bank Ltd. has been promoted by the largest and the best Financial Institution of the country, UTI. The Bank was set up with a capital of Rs. 115 crore, with UTI contributing Rs. 100 crore, LIC - Rs. 7.5 crore and GIC and its four subsidiaries contributing Rs. 1.5 crore each.

SUUTI - Shareholding 27.08%

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Erstwhile Unit Trust of India was set up as a body corporate under the UTI Act, 1963, with a view to encourage savings and investment. In December 2002, the UTI Act, 1963 was repealed with the passage of Unit Trust of India (Transfer of Undertaking and Repeal) Act, 2002 by the Parliament, paving the way for the bifurcation of UTI into 2 entities, UTI-I and UTI-II with effect from 1st February 2003. In accordance with the Act, the Undertaking specified as UTI I has been transferred and vested in the Administrator of the Specified Undertaking of the Unit Trust of India (SUUTI), who manages assured return schemes along with 6.75% US-64 Bonds, 6.60% ARS Bonds with a Unit Capital of over Rs. 14167.59 crores. The Government of India has currently appointed Shri K. N. Prithviraj as the Administrator of the Specified undertaking of UTI, to look after and administer the schemes under UTI - I, where Government has continuing obligations and commitments to the investors, which it will uphold.

BOARD OF DIRECTORS The Bank has 10 members on the Board. Dr. P. J. Nayak is the Chairman and CEO of the Bank. The members of the Board are : Dr. P.J. Nayak Shri N.C. Singhal Shri A.T. Pannir Selvam Shri J.R. Varma Dr. R.H. Patil Smt. Rama Bijapurkar Shri R.B.L. Vaish Shri M.V. Subbiah Shri Ramesh Ramanathan Shri K. N. Prithviraj Chairman & CEO Director Director Director Director Director Director Director Director Director
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MISSION AND VALUES Mission

Customer Service and Product Innovation tuned to diverse needs of individual and corporate clientele.

Continuous technology upgradation while maintaining human values. Progressive globalization and achieving international standards.

Efficiency and effectiveness built on ethical practices. Core Values o o o

Customer Satisfaction through Providing quality service effectively and efficiently "Smile, it enhances your face value" is a service quality stressed on Periodic Customer Service Audits Maximisation of Stakeholder value Success through Teamwork, Integrity and People

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4.2 ICICI BANK

ICICI Bank is India's second-largest bank with total assets of Rs. 3,744.10 billion (US$ 77 billion) at December 31, 2008 and profit after tax Rs. 30.14 billion for the nine months ended December 31, 2008. The Bank has a network of 1,416 branches and about 4,644 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 United 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 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
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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 transactionbanking 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.

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Board Members Mr. N. Vaghul, Chairman Mr. Sridar Iyengar Mr. Lakshmi N. Mittal Mr. Narendra Murkumbi Dr. Anup K. Pujari Mr. Anupam Puri 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 Mr. Sonjoy Chatterjee, Executive Director Mr. K. Ramkumar, Executive Director

Board Committees

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Audit Committee

Board Governance & Remuneration Committee

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Mr. Mr.

Sridar Narendra

Iyengar Mr. Murkumbi Mr. Mr. Mr. M. P.

N. Anupam K. M.

Vaghul Puri Sharma Sinha

Mr. M. K. Sharma

Prof. Marti G. Subrahmanyam Customer Service Committee Mr. Mr. Mr. Mr. Mr. K. V. Kamath Fraud Monitoring Committee Mr. Mr. Mr. Ms. M. Narendra K. Chanda V. D. K. N. Narendra M.K. P.M. Credit Committee Vaghul Mr. Murkumbi Mr. Sharma Mr. Sinha Mr. N. Narendra M P. Vaghul Murkumbi .K. M. Sharma Sinha

Mr. K. V. Kamath Risk Committee Sharma Mr. Mr. Prof. Marti V. N. Sridar G. Prem Vaghul Iyengar Subrahmanyam Watsa

Murkumbi Kamath

Kochhar Mr.

Mr. V. Vaidyanathan Share Transfer & Shareholders'/

Mr. K. V. Kamath Asset-Liability Management Committee Chanda D. Kochhar Chatterjee

Investors' Grievance Committee Mr. Mr. M. Narendra K.

Sharma Ms. Murkumbi Mr.

Sonjoy

Ms. Chanda D. Kochhar Committee of Directors

Mr. V. Vaidyanathan

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Mr. Ms. Mr. Mr.

K. Chanda V.

V. D.

Kamath Kochhar

Vaidyanathan Sonjoy Chatterjee

Mr. K. Ramkumar Investor Relations ICICI Bank disseminates information on its operations and initiatives on a regular basis. The ICICI Bank website serves as a key investor awareness facility, allowing stakeholders to access information on ICICI Bank at their convenience. ICICI Bank's dedicated investor relations personnel play a proactive role in disseminating information to both analysts and investors and respond to specific queries.

Controversies At the time of the reverse merger,rumors propped up that ICICI had a large proportion of Non Performing Loans (NPAs) in its books of accounts, primarily in the name of the steel industry. The circumstances that forced this belief was that since 2002, there had been a general revival in Indian industry (particularly in metal based industry). Recently, ICICI Bank has been in news for providing poor customer service. The financial consultants and advisors associated with ICICI Bank have been reportedly giving false information (like exaggerated numbers) about the ICICI Prudential Life Insurance Policy. Moreover, the home loan facility provided by them is not up to their standards. The rapid growth of the bank is being held responsible for causing an inability to ensure goodwill amongst customers.

Success story Today, ICICI Bank,India has the largest market share and value among all banks in retail
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or consumer financing. ICICI Bank is the largest issuer of credit cards in India. It was the first bank to offer a wide network of ATM's and had the largest network of ATM's till 2005, before SBI caught up with it. ICICI bank now is widely seen as a sophisticated bank able to take on many global banks in the Indian market. The bank is expanding in overseas markets. It has operations in the UK, Hong Kong, Singapore and Canada. It acquired a small bank in Russia recently. It has tie-ups with major banks in the US and China. The bank is aggressively targeting the NRI (Non Resident Indian) population for expanding its business.

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4.3 HDFC BANK

The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalization of the Indian Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995. HDFC is India's premier housing finance company and enjoys an impeccable track record in India as well as in international markets. Since its inception in 1977, the Corporation has maintained a consistent and healthy growth in its operations to remain the market leader in mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has developed significant expertise in retail mortgage loans to different

market segments and also has a large corporate client base for its housing related credit facilities. With its experience in the financial markets, a strong market reputation, large shareholder base and unique consumer franchise, HDFC was ideally positioned to promote a bank in the Indian environment. HDFC Bank began

operations in 1995 with a simple mission : to be a

" World Class Indian Bank." We realized that only a single minded focus on product quality and service excellence would help us get there. Today, we are proud to say that we are well on our way towards that goal.

As of March 31, 2008, the Bank's distribution network was at 761 Branches and 1977 ATMs in 327 cities as against 684 branches and 1,605 ATMs in 320 cities as of March 31, 2007. Against the regulatory approvals for new branches in hand, the Bank expects to
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further expand the branch network by around 150 branches by June 30, 2008. During the year, the Bank stepped up retail customer acquisition with deposit accounts increasing from 6.2 million to 8.7 million and total cards issued (debit and credit cards) increasing from 7 million to 9.2 million. Whilst credit growth in the banking system slowed down to about 22% for the year ended 2007-08, the Bank's net advances grew by 35.1% with retail advances growing by 38.6% and wholesale advances growing by 30%, implying a higher market share in both segments. The transactional banking business also registered healthy growth With cash management volumes increased by around 80% and trade services volumes by around 40% over the previous year. Portfolio quality as of March 31, 2008 remained healthy with gross nonperforming assets at 1.3% and net non-performing assets at 0.4% of total customer assets. The Bank's provisioning policies for specific loan loss provisions remained higher than regulatory requirements.

DIRECTORS PROFILE

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HDFC BANK PRODUCT AND CUSTOMER SEGMENTS

Table 1:

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1.3 BUSINESS MIX

HDFC Bank is a consistent player in the private sector bank and have a well balanced product and business mix in the Indian as well as overseas markets. Customer segments (retail & wholesale) account for 84% of Net revenues ( FY 2008) Higher retail revenues partly offset by higher operating and credit costs. Equally well positioned to grow both segments.

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BUSINESS STRETEGY
HDFC BANK mission is to be
"a World Class Indian Bank",

benchmarking themselves against international standards and best practices in terms of product offerings, technology, service levels, risk management and audit & compliance. The objective is to build sound customer franchises across distinct businesses so as to be a preferred provider of banking services for target retail and wholesale customer segments, and to achieve a healthy growth in profitability, consistent with the Bank's risk appetite. Bank is committed to do this while ensuring the highest levels of ethical standards, professional integrity, corporate governance and regulatory compliance. Continue to develop new product and technology is the main business strategy of the bank. Maintain good relation with the customers is the main and prime objective of the bank.

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HDFC BANK business strategy emphasizes the following

Increase market share in India's expanding banking and financial services industry

by following a disciplined growth strategy focusing on quality and not on quantity and delivering high quality customer service. Leverage our technology platform and open scaleable systems to deliver more products to more customers and to control operating costs. Maintain current high standards for asset quality through disciplined credit risk management. Develop innovative products and services that attract the targeted customers and address inefficiencies in the Indian financial sector. Continue to develop products and services that reduce bank's cost of funds. Focus on high earnings growth with low volatility.

1.5 HUMAN RESOURCES

The Bank's staffing needs continued to increase during the year particularly in the retail banking businesses in line with the business growth. Total number of employees increased from 14878 as of March31,2006 to 21477 as of March 31, 2007. The Bank continues to focus on training its employees on a continuing basis, both on the job and through training programs conducted by internal and external faculty. The Bank has consistently believed that broader employee ownership of its shares has a positive impact on its performance and employee motivation. The Bank's employee stock option scheme so far covers around 9000 employees.

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5. GUIDELINES ON BEST PRACTICE IN RECRUITMENT & SELECTION FOR PRIVATE BANKS

(AXIS BANK, ICICI BANK & HDFC BANK)

INTRODUCTORY NOTE:
1. FREEDOM OF INFORMATION AND RECRUITMENT & SELECTION 2. THE JOB 3. THE JOB DESCRIPTION/PERSON SPECIFICATION 4. APPLICATION FORM 5. ADVERTISING THE POSITION 6. SELECTION 7. THE SHORT LISTING PROCESS 8. INTERVIEW PLAN 9. THE INTERVIEW PROCESS 10. DECISION MAKING 11. RECORD MANAGEMENT 12. REFEREE REPORTS 13. MAKING THE JOB OFFER 14. ADVISING UNSUCCESSFUL CANDIDATES 15. POST INTERVIEW FEEDBACK

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Process Of Recruitment
Human Resource Planning Identify the human Resource requirement RECRUITMENT PROCESS AT PRIVATE BANKS Surplus Demand Determine the number, levels Collect resume from candidates And criticality of vacancies Short list on the basis of qualification Organizational Policy Choose the resource Representative from & Headquarters Methods of recruitment Final selection Analyze the cost & time Involved Efficient Retrenc h

Not Efficient

Introductory Note

Job analysis

The purpose of this guideline is to provide those Boards who are beneficiaries of

Start implementing the recruitment program programmes that Private Banks (Axis Bank, ICICI Bank & HDFC Bank) manage, with
general information on best practice in the area of the recruitment and selection of staff. This is an information note only and it should not be regarded as a legal interpretation of legislation relating to the recruitment and selection process. Professional advice should always be sought from an appropriately qualified and experienced source in the interpretation and application of recruitment and selection practices.

Select & hire the candidates Evaluate the program

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The Appendices A F contain samples of forms which are intended for indicative purposes only. These should be amended to meet the individual needs of each beneficiary group, as appropriate.

1. RECRUITMENT & SELECTION Private Banks (Axis Bank, ICICI Bank & HDFC Bank) came under the terms of Freedom of Information legislation with effect from 1st November, 2002. The Act, now known as the Freedom of Information Act, 1997 and 2003, confers on individuals a legal right of access to their own personal information held by Private Banks (Axis Bank, ICICI Bank & HDFC Bank) and to their own employment records. It also confers a legal right to have made known to them, in writing, the reasons for decisions made by Private Banks (Axis Bank, ICICI Bank & HDFC Bank) that have materially affected them. The Board of Private Banks (Axis Bank, ICICI Bank & HDFC Bank) have decided, as a matter of policy, that all records relating to an individuals application for a position in Private Banks (Axis Bank, ICICI Bank & HDFC Bank) can be made available to them automatically on written request without the need to go through the Freedom of Information process. The Freedom of Information Act extends to records held by groups relating to any contract that they may have with Private Banks (Axis Bank, ICICI Bank & HDFC Bank). Individuals who are employed under Private Banks (Axis Bank, ICICI Bank & HDFC Bank) funding may make a request to Private Banks (Axis Bank, ICICI Bank & HDFC Bank) for access to their recruitment records in accordance with the terms of the Act. Groups will be required to make these records available to Private Banks (Axis Bank, ICICI Bank & HDFC Bank) for forwarding to the requester. The Board of Private Banks (Axis Bank, ICICI Bank & HDFC Bank) have decided that all groups with whom it has contracts should operate within the spirit of Freedom of Information legislation throughout the recruitment and selection process. This means that groups should operate
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open and transparent processes and make an any individuals recruitment records available to him/her upon written request. These guidelines are primarily designed to assist you in implementing effective and fair recruitment and selection processes, which will contribute to your success in appointing the best candidate to each post. They have also been drafted to assist you in ensuring that proper records are maintained and that decisions are properly documented, in order that you can respond to requests for reasons for decisions on an individual job application. It is important to restate that it is essential that these processes are rigorous, transparent and professionally conducted. All decisions relating to recruitment and selection must be justifiable in relation to the criteria outlined for the post.

2. THE JOB The recruitment and selection process begins with either the creation of a new position or an existing vacant position arising. In relation to a new position, the first task to be performed should be a job analysis, which will identify the following: The key areas of responsibility role and requirements of the post, including how the role may develop into the future The reporting and working relationships of the post The impact the new position will have on existing roles/posts The status/contract duration/grading of the post.

If it is an existing position the following issues need to be considered: Whether the job has changed, and why Whether the job description needs to be changed to accurately reflect the role and responsibilities of the post and how the role will develop into the future.

3. THE JOB DESCRIPTION/PERSON SPECIFICATION

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In addition to recruitment & selection, the job description can be used for a variety of purposes, including: Identifying needs in respect of training and development Ensuring a rational system of job grading exists Ensuring mutual understanding between the employee, the line manager and other co-workers about the allocation of responsibilities and priorities and associated job accountabilities Providing a reference point for reviewing performance and identifying development needs. A clear job description will help you to select the most suitable candidate for the post and provide an opportunity for applicants to inform themselves about what your organisation can offer them.

Writing the Job Description It is the responsibility of the Board/Manager, in consultation with the appropriate staff, to draft the job description. This is essentially a summary of the tasks and responsibilities of the jobholder and it should include the following information The main purpose of the job and the context in which it exists The key areas of responsibility and accountabilities involved The reporting relationships The tasks and skills involved.

In writing a job description, the following broad principles should be borne in mind: The job description describes the job, not the person in it The job description must describe what the job will be and what the post holder will be required to do now and into the future The aim is to describe the principal tasks of the job
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Specific conditions pertaining to the functions of the post should be clearly defined

The job description should allow for flexibility in the allocation of new duties relevant to the core functions of the post. This will avoid potential issues such as demarcation and the like and ensure the required level of flexibility amongst staff exists.

The job description must not be discriminatory or make explicit or implicit reference to the age, gender or any other irrelevant characteristics of the position holder.

Person Specification Once the job description has been written, the person specification outlining the skills, qualifications, knowledge, behavior, competencies and experiences required of the person being sought can be decided. The person specification contains the selection criteria against which applicants will be assessed. The more accurate the criteria, the more likely that the best candidate will be selected for the job. Selection criteria are critical to the recruitment and selection process as they provide: A consistent and objective set of standards for all applicants which can be observed and measured

A structured and rational means for assessment of applicants Selection criteria that can be divided into essential and desirable.

Essential Criteria are those that are critical for the satisfactory performance of the job. All applicants must meet all essential criteria to be considered for the next stage of the recruitment and selection process.

Desirable Criteria are those, which enhance a person's capacity to do the job. They are
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usually not listed as essential because it is expected that they can be acquired once in employment. For instance, while specific knowledge about your programmes may be of benefit, it can also be learned.

Conditions Of Employment

The job details should include the following: Salary Working Hours Location where the job will be based Pension Annual Leave Expenses Duration of the contract

Selection Process

Details of the selection process should be included in the job description e.g. short-listing and structured interviews.
Final Draft

The Board/ Manager should ensure that the job description conforms to current HR Policies and relevant legislation and the agreed format, as appropriate to the organisation.

4. APPLICATION FORM You may decide to use an application form to aid the process. The application form should only contain questions relating to the requirements of the job i.e. questions on the skills and the experiences required for the position. Questions on marital status, numbers of children, date of birth, medical history or any other of the nine grounds listed in the Employment Equality Act, 1998 and 2004 should not be included in the application form.
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5. ADVERTISING THE POSITION Having regard to the potential vacancy to be filled, a decision should be made on the most appropriate method of advertising which will result in sufficient levels of interest from suitable candidates. This might include advertising the vacancy internally within the workplace or externally using national press, local press, website, recruitment agencies, FS etc.

Draft Advertisement The advertisement (internal or external) should be carefully drafted with specific regard to the job description and person specification. The advertisement should conform to current HR Policies and relevant legislation, particularly equality legislation, and the agreed organisational format. details: The job title The level of the position/ remuneration The key duties and responsibilities of the position The location/base of the post The essential and desirable selection criteria (taken from the job description) The closing date for receipt of applications The availability of full job details, Tel/Fax No, email and website address Company logo and NDP logo and EU logo, if appropriate. The draft advertisement should include the following

6. SELECTION It is vitally important to remember that all documentation throughout the selection process is submitted in confidence. All parties involved in the recruitment process must respect candidates right to privacy and confidentiality. Discussions regarding individual
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candidates must not be engaged in by members of the interview board or staff involved in the management or administration of the process, outside the process. The names of candidates who have applied for a position(s) should never be disclosed to any party who is not involved in that process. The most common method of selection is by means of a formal structured interview, supplemented in some cases by other assessment techniques such as presentations and second interview. In relation to the Interview Board it is recommended that every Interview Board will: In most cases comprise of a minimum of 3 persons (including chairperson). In the case of short term appointments or more junior positions, an Interview Board may comprise of a minimum of 2 persons Be of a composition appropriate to the post being filled Have gender representation where possible Where appropriate, include a member of the Board Be given a copy of the recruitment and selection guidelines Receive appropriate interviewing training, including equality training.

Conflict of interest There can be times when a member of an Interview Board has a family relationship, wellknown friendship or other form of relationship, positive or negative, with one or more of the applicants for a position. In these circumstances, if a member of the Interview Board feels that he/she may have a conflict of interest, they can opt to withdraw from the selection process. Alternatively, s/he should inform the Chairperson and other Interview Board members prior to commencement of the short listing and interview processes. If the interview member feels, that his/ her participation may compromise the application of fair process, then the Interview Board should decide whether it is appropriate for him/her to be part of the selection process.

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7. THE SHORT LISTING PROCESS Short listing is the process whereby candidates are assessed by at least two members of the Interview Board against agreed criteria, on the basis of information provided in the application documentation, in order to eliminate unsuitable candidates and identify those candidates who most closely meet the criteria for further assessment. At least two members of the Interview Board must assess the applications, to shortlist who will be invited to interview. This helps bring objectivity to the process and can minimize allegations of bias. Once the application deadline has closed, all members of the short listing board will be given a full and complete set of the following job description person specification advertisement a list of all applicants and their complete application documentation.

The Short-listing board should agree the shortlist criteria in advance of the shortlist process. The shortlist criteria should be based on the specific requirements of the job as outlined in the job description and person specification. These criteria and a rating

system should be agreed in advance of the short-listing meeting and should be applied consistently in respect of all applicants. Each Member of the Short-listing Board should:

Agree on a set of criteria for short listing (See Template assessment sheet/Sample rating system at Appendix A)

In the first instance, shortlist all applicants who possess the essential criteria stated in the advertisement or information package

Shortlist further by rating remaining applicants against the essential and desirable selection criteria only

Note briefly the reasons for not short-listing each unsuccessful applicant.

At the commencement of the process, a meeting of the short-listing board should be arranged, and a Chairperson agreed. This person should be fully briefed and equipped to
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properly discharge this role, having due regard to the requirements of Private Banks (Axis Bank, ICICI Bank & HDFC Bank) under Freedom of Information legislation. Ideally, all members of the short-listing board should then attend a short-listing meeting arranged by the Chairperson. Where this is not possible he/she should forward their draft shortlist, together with the applicant ratings to the Chairperson in advance of the shortlisting meeting. The Chairperson should consult with them before the final shortlist is agreed. Once this exercise has been completed they should:

Agree on and record a final shortlist of candidates that have been assessed as being competitive in the format outlined in Appendix B

Include in the shortlist those applicants about whom there is dispute if unanimity cannot be achieved

Consider re-advertising the position if no applicants meet all the essential criteria

When short-listing, board members should never: Recommend for interview any applicant, whether internal or external, who does not meet the essential criteria Make negative assumptions or decisions on the basis of perceived overqualification Exclude candidates from further consideration for reasons that are not related to the selection criteria such as personal bias, age, disability, gender, race or any other of the nine grounds listed in the Employment Equality Act, 1998 and 2004.

At the end of the short-listing process the Chairperson of the short-listing board should return a copy of the shortlist report signed by all members of the short-listing board together with a signed copy of the shortlist assessment sheet to a person nominated by the Board. The shortlist assessment sheet should include a brief comment as to why a candidate has not been short-listed.

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A person nominated by the Board should be designated to notify unsuccessful candidates by letter as soon as possible after the short-listing process has been completed. Unsuccessful candidates should be advised that written feedback on the short-listing process is available by written request. This feedback will only relate to the individual applicant. No reference should be made to the performance of another individual applicant. 8. INTERVIEW PLAN The Interview Board should meet in good time prior to the interview and draft an interview plan with specific areas of questioning for each interview board member. In preparing questions, Interview Board members will need to:

Base the questions on selection criteria as specified in the Job Description, see interview assessment sheet at Appendix C

Focus on the knowledge, skills, attainments, competencies and behavior required for the job

Ensure questions are sufficiently rigorous and searching to assess ability and differentiate between candidates

Ensure that questions are well structured, relevant and probing.

The questions asked at selection interviews must be wholly relevant to the specific job. The Chairperson should ensure that questions asked are relevant to the position, are aimed at assessing the candidates in relation to the agreed criteria and will elicit information to assist in selecting the best candidate for the job. Interview Boards should be mindful at all times of not asking questions which could be construed as potentially discriminatory under the nine areas covered by the Employment Equality Act, 1998 and 2004 i.e. 1. Gender 2. Marital status 3. Family status
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4. Sexual orientation 5. Religion 6. Age 7. Disability 8. Race 9. Membership of the Traveller Community Other forms of assessment For some posts it may be necessary to supplement the interview with other forms of assessment. Short listed candidates should be advised in advance of any alternative forms of assessment. Such additional forms of assessment may include: Giving a brief presentation on a particular subject; Completing an assessment of computing skills, for example word processing, spreadsheet or desktop publishing skills; Testing report writing

9. THE INTERVIEW PROCESS At the start of each interview, the Chairperson should introduce each applicant to the Interview Board and explain their roles. They should explain the purpose, expected duration and structure of the interview to the applicant and indicate that notes will be taken by Interview Board members. The applicant should be put at ease so that he/she can answer questions to the best of their ability. This may involve asking an early 'icebreaking' question. The Interview Board should question all applicants against the same selection criteria and only questions relevant to evaluating an applicant's ability to fulfill the requirements of the job should be asked. The Interview Board should ask all applicants the same core questions to ensure a consistent and fair approach. Supplementary questions, may be asked if required to clarify issues, obtain further information or to explore areas that arise in the interview
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The Interview Board should actively listen and actively seek clarification Members of the Interview Board should obtain sufficient information from applicants to make accurate decisions. Assumptions should not be made about an applicant's capabilities to perform various aspects of the position under consideration

Applicants should be asked if they wish to discuss matters that may not have emerged in response to questions raised during the interview, to add any information, or to ask any questions

Applicants should be advised about the timing of decision-making and notification of the outcome of the process.

All Interview Board members should be present for all interviews. If, in exceptional circumstances, a Board member cannot be present for all interviews he/she should withdraw from the Board. In exceptional circumstances where a Board member has to withdraw, a substitute may be invited to participate on the Board in order to cover a particular area of expertise. This substitute should receive all necessary documentation and should be properly briefed to satisfactorily complete their role. The substitution should be clearly noted in interview files/papers.

10. DECISION MAKING When making a decision on the most suitable applicant candidates should be ranked suitable or unsuitable for appointment based on their performance at interview(s) and the quality of their written application. The Chairperson should seek to facilitate the interview board in jointly completing the Interview Assessment Form. This will detail an assessment of the candidate against the core competencies, knowledge skills, attainments & behavior required to carry out the particular role. Effort should be made to reach a unanimous decision, however if this is not reached a majority decision is acceptable. Where the Interview Board vote is tied, the Chairperson has the casting vote.
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The Chairperson should prepare a final report which will include the Interview Board's recommendation naming the candidate recommended for appointment, or in the case of multiple posts the recommended candidates in order of merit. Where possible, reserve candidates should be named by the Interview Board and should be listed on a panel in order of merit. It is imperative that only those candidates deemed suitable to perform the job should be placed on the panel. The Chairperson should ensure the following is completed and returned to a person assigned by the Board:

The Interview Board report is signed by all members of the Interview Board in the format outlined in (Appendix E)

The assessment sheet is signed by all members of the Interview Board and includes a brief comment on the following: - The reasons why a candidate has not been found suitable for the appointment - The relative merit of the recommended applicant(s) on the basis of the selection

criteria only. Clear and detailed reporting will assist if post-interview feedback is requested, if an appeal is lodged or if a challenge is made by an unsuccessful candidate. Interview Board members should be aware that any notes that they make about any of the candidates may be discoverable under freedom of information legislation. The Chairperson should collect all documents relating to the interview process and return them to a person designated by the Board. 11. RECORD MANAGEMENT Recruitment and selection procedures are subject to the provisions of the Freedom of Information Act, 1997 and 2003. It is therefore important that the decision making process is clearly documented and that all documents relating to the recruitment and selection process are returned to a person designated by the Board. At the end of the interview process the Chairman should ensure that all documentation held by all members of the Board is returned to a person nominated to take responsibility for the
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recruitment process. One copy of the following documents relating to the process should be retained for a period of eighteen months in the event of challenge: Job description/person specification Advertisement Application forms/Curriculum Vitas Signed shortlist assessment form Rating Criteria Signed Shortlist Board report Signed Interview assessment form Rating Criteria Signed Interview Board report.

All other documentation should be destroyed. It is recommended that any rough notes made by Interview Board members should not be retained after the selection process but should be returned for disposal.

12. REFEREE REPORTS Referee reports provide an additional source of information about the candidate(s). They should be seen a further part of the selection process. In general, references should be requested in respect of the candidate recommended, by the interview Board. Oral

references should be requested by the Board, or an individual nominated by the Board by phone, or in writing, in accordance with an agreed pro-forma. Referees should be provided with information about the position and be requested to address the selection criteria, whether in a written report or by phone. A note confirming that satisfactory references were received, should be placed on the Interview file. If unsatisfactory references are received, the person giving the reference should be asked, if they are prepared to stand over the reference and if so, the reasons why the references
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were unsatisfactory should be documented and placed on the recruitment file. Referees, in fairness to them, should be made aware that the comments made by them may be assessable to the person under Freedom of Information legislation. 13. MAKING THE JOB OFFER Interview Board members should never commit the organisation to an appointment or to a specified salary at the time of interview. Candidates should be told only that salary will be within the advertised range, although notation may be made on the report of any comment an applicant wishes to make in regard to salary. Interview Board members should never contact the successful applicant until after an offer has been made by a person nominated by the Board. 14. ADVISING UNSUCCESSFUL CANDIDATES A person should be designated by the Interview Board to promptly advise unsuccessful applicants as soon as possible after receipt of the Interview Board's Report. Interview Board Members should not contact the unsuccessful applicants after the interview process unless specifically agreed by the Company Board.

15. POST INTERVIEW FEEDBACK Post -interview feedback in writing may be provided by a person nominated by the Board on receipt of a written request by applicants. The feedback will only relate to the individual applicant. No reference should be made to the performance of any other individual candidates.

6. RESEARCH METHODOLOGY
Research in common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic.

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The word research has been derived from French word Researcher means to search. FRANCIES RUMMER defined Research: It is a careful inquiry or examination to discover new information or relationship and to expand or verify existing knowledge. Research is the solution of the problem, whether created or already generated. When research is done, some new out come, so that the problem (created or generated) to be solved.

RESEARCH DESIGN: Research Design is the conceptual structure within which research is conducted. It constitutes the blueprint for collection, measurement and analysis of data. The design used for carrying out this research is Exploratory. DATA TYPE: In this research the type of data collection is Primary data Secondary data

DATA SOURCE: The sources of collection of secondary data are: Questionnaire Books Websites Magazine Brochure

SAMPLING PLAN:

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It is very difficult to collect information from every member of a population .As time and costs are the major limitation that the researcher faces. A sample of 100 was taken the sample size of 100 employees were selected on the basis of convenient sampling technique. The individuals were selected in the random manner to form sample and data were collected from them for the research study.

SAMPLE UNIT:

35 Employees from HDFC, 35 Employees from ICICI & 30 Employee from AXIS. Total 100 Employees

SAMPLE UNIT:

Private Banks (HDFC Bank, ICICI Bank, Axis Bank)

SAMPLE AREA:

Patiala

ANALYSIS AND INTERPRETATION: Data collection through questionnaire and personnel interview resulted in availability of the desired information but these were useless until there were analyzed. Various steps required for this purpose were editing, coding and tabulating. Tabulating refers to bringing together similar data and compiling them in an accurate and meaningful manner. The data collected by questionnaire was analyzed, interpreted with the help of table, bar chart and pie chart.

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7. DATA INTERPRETATION AND ANALYSIS

1. Have applicants been provided with a clear, accurate and up-to-date job description prior to the interview? Table: 1 HDFC ICICI AXIS Have the job requirements (e.g., specific tasks, activities) been outlined Have applicant requirements (e.g., knowledge, skills and abilities) been spelt out Are the essential requirements of applicants (e.g., skills, knowledge and abilities) stated? Does the job description contain realistic details on the pros and cons of the job? Graph: 1 32 35 37 10 29 32 33 9 21 29 27 6

Interpretation: According to 35 HDFC bank employees 32 of them say that they have the job requirements (e.g., specific tasks, activities? been outlined, 35 of them say that they have applicant requirements (e.g., knowledge, skills and abilities) been spelt out, 37 of them say that they have the essential requirements of applicants (eg. Skills, knowledge

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and abilities) stated, and rest 10 of them say that they does the job description contains realistic details on the pros and cons of the job. According to 35 ICICI bank employees 29 of them say that they have the job requirements (e.g., specific tasks, activities? been outlined, 32 of them say that they have applicant requirements (e.g., knowledge, skills and abilities) been spelt out, 33 of them say that they have the essential requirements of applicants (eg. Skills, knowledge and abilities) stated, and rest 9 of them say that they does the job description contains realistic details on the pros and cons of the job. According to 30 AXIS bank employees 21 of them say that they have the job requirements (e.g., specific tasks, activities? been outlined, 29 of them say that they have applicant requirements (e.g., knowledge, skills and abilities) been spelt out, 27 of them say that they have the essential requirements of applicants (eg. Skills, knowledge and abilities) stated, and rest 6 of them say that they does the job description contains realistic details on the pros and cons of the job.

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2. Has the recruitment strategy (e.g., advertising) been carefully planned? Table: 2 HDFC Yes No Graph: 2 36 5 ICICI 29 4 AXIS 22 4

Interpretation: According to HDFC bank employees 36 of them say Yes the recruitment strategy been carefully planned, and rest 5 of them say No the recruitment strategy had been not carefully planned. According to ICICI bank employees 29 of them say Yes the recruitment strategy been carefully planned, and rest 4 of them say No the recruitment strategy had been not carefully planned.

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According to HDFC bank employees 22 of them say Yes the recruitment strategy been carefully planned, and rest 4 of them say No the recruitment strategy had been not carefully planned.

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3. Has an appropriate recruiter (e.g., supervisor, coworker) been enlisted to help with recruitment? Table: 3 HDFC Does he / she have knowledge / experience of the role? Is he / she familiar with the organization? Can he / she give candidates realistic and accurate information? Graph: 3 28 30 23 ICICI 27 36 21 AXIS 24 27 20

Interpretation: According to HDFC bank employees 28 of them say that he/she have knowledge / experience of the role, 30 of them say that he/she are familiar with the organization, and rest 23 of them say that he /she give candidate realistic and accurate information.

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According to ICICI bank employees 21 of them say that he/she have knowledge / experience of the role, 36 of them say that he/she are familiar with the organization, and rest 27 of them say that he /she give candidate realistic and accurate information. According to AXIS bank employees 20 of them say that he/she have knowledge / experience of the role, 27 of them say that he/she are familiar with the organization, and rest 24 of them say that he /she give candidate realistic and accurate information.

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4. What attracted you the most initially (tick all that apply)? Table: 4 HDFC Content of Job Hours of Work Promotion Opportunity Salary Size/Structure of Organization Location Graph: 4 27 21 21 23 34 15 ICICI 25 18 29 24 31 18 AXIS 23 14 19 31 27 24

Interpretation: According to HDFC bank employees 27 of them say initially content of the job attracted, 21 of them say initially hours of work attracted, 21 of them say initially promotion opportunity, 23 of them say initially salary attracted, 34 of them say initially size/structure or organization rest 15 of them say initially location attraction. According to ICICI bank employees 25 of them say initially content of the job attracted, 18 of them say initially hours of work attracted, 29 of them say initially
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promotion opportunity, 24 of them say initially salary attracted, 31 of them say initially size/structure or organization rest 18 of them say initially location attraction. According to AXIS bank employees 23 of them say initially content of the job attracted, 14 of them say initially hours of work attracted, 19 of them say initially promotion opportunity, 31 of them say initially salary attracted, 27 of them say initially size/structure or organization rest 24 of them say initially location attraction.

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5. Is a procedure in place to evaluate the recruitment strategy? Ensuring evidence-based best practice techniques are employed in selection Table: 5 HDFC Yes No Graph: 5 24 7 ICICI 25 9 AXIS 30 5

Interpretation: According to HDFC bank employees 24 of them say yes the procedure is in place to evaluate is the recruitment strategy , and rest 7 of them say no the procedure is in place to evaluate is not in the recruitment strategy. According to ICICI bank employees 25 of them say yes the procedure is in place to evaluate is the recruitment strategy , and rest 9 of them say no the procedure is in place to evaluate is not in the recruitment strategy.
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According to AXIS bank employees 30 of them say yes the procedure is in place to evaluate is the recruitment strategy , and rest 5 of them say no the procedure is in place to evaluate is not in the recruitment strategy.

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6. Have curriculum vitaes (CVs) and written applications been reviewed? Table: 6 HDFC ICICI Has all important information been verifying ed (e.g., checked with referees)? Have any unexplained gaps in the CV been clarify ed with the applicant? Graph: 6 29 17 27 19 AXIS 31 15

Interpretation: According to HDFC bank employees 29 of them say that all important information been verify (e.g, checked with reference) and rest 17 of them say that unexplained gaps in the CV been clarified with the applicant.

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According to ICICI bank employees 27 of them say that all important information been verify (e.g, checked with reference) and rest 19 of them say that unexplained gaps in the CV been clarified with the applicant. According to AXIS bank employees 31 of them say that all important information been verify (e.g, checked with reference) and rest 15 of them say that unexplained gaps in the CV been clarified with the applicant.

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7. Have appropriate procedures been adopted for the interview? Table: 7 ICIC HDFC I Is a structured interview format employed? Is each candidate asked the same set of questions? Are all questions and assessment criteria based on accurate and up-todate job descriptions? Are questions structured appropriately (e.g., situation or experiencebased questions)? Graph: 7 24 17 6 28 25 19 27 30 AXIS 22 16 26 25

Interpretation: According to HDFC bank employees 24 of them say that the structure of interview format employed, 17 of them say that each candidate asked the same set of questions, 26 of them say that al questions and assessment criteria based on accurate and up-to-date job description and rest 28 of them say that questions structure appropriately According to ICICI bank employees 25 of them say that the structure of

interview format employed, 19 of them say that each candidate asked the same set of questions, 27 of them say that al questions and assessment criteria based on accurate and up-to-date job description and rest 30 of them say that questions structure appropriately
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According to AXIS bank employees 22 of them say that the structure

of

interview format employed, 16 of them say that each candidate asked the same set of questions, 26 of them say that al questions and assessment criteria based on accurate and up-to-date job description and rest 25 of them say that questions structure appropriately

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8. Are appropriate pre-determined criteria being used to score applicants responses in the interview? Table: 8

HDFC Yes No Graph: 8 23 11

ICICI 25 14

AXIS 24 13

Interpretation: According to HDFC bank employees 23 of them say Yes appropriate pre-determined criteria being used to score applicants responses in the interview and rest 11 of them say that No appropriate pre-determined criteria being used to score applicants responses in the interview. According to ICICI bank employees 25 of them say Yes appropriate predetermined criteria being used to score applicants responses in the interview and rest 14
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of them say that No appropriate pre-determined criteria being used to score applicants responses in the interview. According to AXIS bank employees 24 of them say Yes appropriate predetermined criteria being used to score applicants responses in the interview and rest 13 of them say that No appropriate pre-determined criteria being used to score applicants responses in the interview.

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9. Has an appropriate interview panel been selected? Table: 9 HDFC Are there multiple interviewers? Are genders represented equally on the panel? Are professions represented equally on the panel? Are frontline workers or team members included on the panel? Graph: 9 19 16 21 21 ICICI 22 19 24 23 AXIS 21 21 29 20

Interpretation: According to HDFC bank employees 19 of them ask that are there multiple interviewers?, 16 of them ask that are genders represented equally on the panel?, 21 of them ask that are professions represented equally on the panel?, and rest 21 of them ask that are frontline workers or team workers or team members included on the panel? According to ICICI bank employees 22 of them ask that are there multiple interviewers?, 19 of them ask that are genders represented equally on the panel?, 24 of
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them ask that are professions represented equally on the panel?, and rest 23 of them ask that are frontline workers or team workers or team members included on the panel? According to AXIS bank employees 21 of them ask that are there multiple interviewers?, 21 of them ask that are genders represented equally on the panel?, 29 of them ask that are professions represented equally on the panel?, and rest 20 of them ask that are frontline workers or team workers or team members included on the panel?

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10. Has a reference check been conducted? Table: 10 HDFC ICICI The applicants educational history The applicants work history (e.g., work roles, responsibilities and achievements). Graph: 10 17 19 15 22 AXIS 22 28

Interpretation: According to HDFC bank employees 17 of them say that the applicant educational history has been checked and rest 19 of them say that the applicants work history has been checked According to ICICI bank employees 15 of them say that the applicant educational history has been checked and rest 22 of them say that the applicants work history has been checked

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According to AXIS bank employees 22 of them say that the applicant educational history has been checked and rest 28 of them say that the applicants work history has been checked

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11. Has an induction process been developed to help new workers settle into your organization? Table: 11 HDFC Has an induction manual been developed? Has a mentoring or buddy system been organized for new workers? Graph: 11 23 17 ICICI 25 19 AXIS 24 21

Interpretation: According to HDFC bank employees 23 of them say that they had induction manual been developed and rest 17 of them say that they had a mentoring or buddy system been organized for new workers. According to ICICI bank employees 25 of them say that they had induction manual been developed and rest 19 of them say that they had a mentoring or buddy system been organized for new workers According to AXIS bank employees 24 of them say that they had induction manual been developed and rest 21 of them say that they had a mentoring or buddy system been organized for new workers
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8. FINDINGS
According to 35 HDFC bank employees 32 of them say that they have the job requirements (e.g., specific tasks, activities? been outlined, 35 of them say that they have applicant requirements (e.g., knowledge, skills and abilities) been spelt out, 37 of them say that they have the essential requirements of applicants (eg. Skills, knowledge and abilities) stated, and rest 10 of them say that they does the job description contains realistic details on the pros and cons of the job. o According to 35 ICICI bank employees 29 of them say that they have the job requirements (e.g., specific tasks, activities? been outlined, 32 of them say that they have applicant requirements (e.g., knowledge, skills and abilities) been spelt out, 33 of them say that they have the essential requirements of applicants (eg. Skills, knowledge and abilities) stated, and rest 9 of them say that they does the job description contains realistic details on the pros and cons of the job.
o

According to 30 AXIS bank employees 21 of them say that they have the job requirements (e.g., specific tasks, activities? been outlined, 29 of them say that they have applicant requirements (e.g., knowledge, skills and abilities) been spelt out, 27 of them say that they have the essential requirements of applicants (eg. Skills, knowledge and abilities) stated, and rest 6 of them say that they does the job description contains realistic details on the pros and cons of the job.

According to HDFC bank employees 36 of them say Yes the recruitment strategy been carefully planned, and rest 5 of them say No the recruitment strategy had been not carefully planned. o According to ICICI bank employees 29 of them say Yes the recruitment strategy been carefully planned, and rest 4 of them say No the recruitment strategy had been not carefully planned.
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o According to HDFC bank employees 22 of them say Yes the recruitment strategy been carefully planned, and rest 4 of them say No the recruitment strategy had been not carefully planned. According to HDFC bank employees 28 of them say that he/she have knowledge / experience of the role, 30 of them say that he/she are familiar with the organization, and rest 23 of them say that he /she give candidate realistic and accurate information. o According to ICICI bank employees 21 of them say that he/she have knowledge / experience of the role, 36 of them say that he/she are familiar with the organization, and rest 27 of them say that he /she give candidate realistic and accurate information. o According to AXIS bank employees 20 of them say that he/she have knowledge / experience of the role, 27 of them say that he/she are familiar with the organization, and rest 24 of them say that he /she give candidate realistic and accurate information According to HDFC bank employees 27 of them say initially content of the job attracted, 21 of them say initially hours of work attracted, 21 of them say initially promotion opportunity, 23 of them say initially salary attracted, 34 of them say initially size/structure or organization rest 15 of them say initially location attraction. o According to ICICI bank employees 25 of them say initially content of the job attracted, 18 of them say initially hours of work attracted, 29 of them say initially promotion opportunity, 24 of them say initially salary attracted, 31 of them say initially size/structure or organization rest 18 of them say initially location attraction. o According to AXIS bank employees 23 of them say initially content of the job attracted, 14 of them say initially hours of work attracted, 19 of them
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say initially promotion opportunity, 31 of them say initially salary attracted, 27 of them say initially size/structure or organization rest 24 of them say initially location attraction.

According to HDFC bank employees 24 of them say yes the procedure is in place to evaluate is the recruitment strategy , and rest 7 of them say no the procedure is in place to evaluate is not in the recruitment strategy. o According to ICICI bank employees 25 of them say yes the procedure is in place to evaluate is the recruitment strategy , and rest 9 of them say no the procedure is in place to evaluate is not in the recruitment strategy. o According to AXIS bank employees 30 of them say yes the procedure is in place to evaluate is the recruitment strategy , and rest 5 of them say no the procedure is in place to evaluate is not in the recruitment strategy.

According to HDFC bank employees 29 of them say that all important information been verify (e.g, checked with reference) and rest 17 of them say that unexplained gaps in the CV been clarified with the applicant. o According to ICICI bank employees 27 of them say that all important information been verify (e.g, checked with reference) and rest 19 of them say that unexplained gaps in the CV been clarified with the applicant. o According to AXIS bank employees 31 of them say that all important information been verify (e.g, checked with reference) and rest 15 of them say that unexplained gaps in the CV been clarified with the applicant.

According to HDFC bank employees 24 of them say that the structure

of

interview format employed, 17 of them say that each candidate asked the same set of questions, 26 of them say that al questions and assessment criteria based on accurate and up-to-date job description and rest 28 of them say that questions structure appropriately

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o According to ICICI bank employees 25 of them say that the structure of interview format employed, 19 of them say that each candidate asked the same set of questions, 27 of them say that al questions and assessment criteria based on accurate and up-to-date job description and rest 30 of them say that questions structure appropriately o According to AXIS bank employees 22 of them say that the structure of interview format employed, 16 of them say that each candidate asked the same set of questions, 26 of them say that al questions and assessment criteria based on accurate and up-to-date job description and rest 25 of them say that questions structure appropriately According to HDFC bank employees 23 of them say Yes appropriate predetermined criteria being used to score applicants responses in the interview and rest 11 of them say that No appropriate pre-determined criteria being used to score applicants responses in the interview. o According to ICICI bank employees 25 of them say Yes appropriate predetermined criteria being used to score applicants responses in the interview and rest 14 of them say that No appropriate pre-determined criteria being used to score applicants responses in the interview. o According to AXIS bank employees 24 of them say Yes appropriate predetermined criteria being used to score applicants responses in the interview and rest 13 of them say that No appropriate pre-determined criteria being used to score applicants responses in the interview. According to HDFC bank employees 19 of them ask that are there multiple interviewers?, 16 of them ask that are genders represented equally on the panel?, 21 of them ask that are professions represented equally on the panel?, and rest 21 of them ask that are frontline workers or team workers or team members included on the panel?
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o According to ICICI bank employees 22 of them ask that are there multiple interviewers?, 19 of them ask that are genders represented equally on the panel?, 24 of them ask that are professions represented equally on the panel?, and rest 23 of them ask that are frontline workers or team workers or team members included on the panel? o According to AXIS bank employees 21 of them ask that are there multiple interviewers?, 21 of them ask that are genders represented equally on the panel?, 29 of them ask that are professions represented equally on the panel?, and rest 20 of them ask that are frontline workers or team workers or team members included on the panel? According to HDFC bank employees 17 of them say that the applicant educational history has been checked and rest 19 of them say that the applicants work history has been checked o According to ICICI bank employees 15 of them say that the applicant educational history has been checked and rest 22 of them say that the applicants work history has been checked o According to AXIS bank employees 22 of them say that the applicant educational history has been checked and rest 28 of them say that the applicants work history has been checked According to HDFC bank employees 23 of them say that they had induction manual been developed and rest 17 of them say that they had a mentoring or buddy system been organized for new workers o According to ICICI bank employees 25 of them say that they had induction manual been developed and rest 19 of them say that they had a mentoring or buddy system been organized for new workers

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o According to AXIS bank employees 24 of them say that they had induction manual been developed and rest 21 of them say that they had a mentoring or buddy system been organized for new workers

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CONCLUSION

Most of the HDFC bank employees say that they have the essential requirements of applicants (eg. Skills, knowledge and abilities) stated.
o

Most of the ICICI bank employees say that they have the essential requirements of applicants (eg. Skills, knowledge and abilities) stated.

Most of the AXIS bank employees say that they have applicant requirements (e.g., knowledge, skills and abilities) been spelt out.

Most of the HDFC bank employees say Yes the recruitment strategy been carefully planned
o

Most of the ICICI bank employees say Yes the recruitment strategy been carefully planned.

Most of the HDFC bank employees say Yes the recruitment strategy been carefully planned.

Most of the HDFC bank employees say that he/she are familiar with the organization.
o

Most of the ICICI bank employees say that he/she are familiar with the organization.

Most of the AXIS bank employees say that he/she are familiar with the organization

Most of the HDFC bank employees say initially size/structure or organization.

Most of the ICICI bank employees say initially size/structure or organization.

Most of the AXIS bank employees say initially salary attracted.

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Most of the HDFC bank employees say yes the procedure is in place to evaluate is the recruitment strategy.
o

Most of the ICICI bank employees say yes the procedure is in place to evaluate is the recruitment strategy.

Most of the AXIS bank employees say yes the procedure is in place to evaluate is the recruitment strategy.

Most of the HDFC bank employees say that all important information been verify (e.g, checked with reference).
o

Most of the ICICI bank employees say that all important information been verify (e.g, checked with reference).

Most of the AXIS bank employees say that all important information been verify (e.g, checked with reference).

Most of the HDFC bank employees say that questions structure appropriately
o

Most of the ICICI bank employees say that questions structure appropriately

Most of the AXIS bank employees say that al questions and assessment criteria based on accurate and up-to-date job description

Most of the HDFC bank employees say Yes appropriate pre-determined criteria being used to score applicants responses in the interview.
o

Most of the ICICI bank employees say Yes appropriate pre-determined criteria being used to score applicants responses in the interview.

Most of the AXIS bank employees say Yes appropriate pre-determined criteria being used to score applicants responses in the interview.

Most of the HDFC bank employees ask that are professions represented equally on the panel?, and ask that are frontline workers or team workers or team members included on the panel?
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Most of the ICICI bank employees ask that are professions represented equally on the panel?

Most of the AXIS bank employees ask that are professions represented equally on the panel?

Most of the HDFC bank employees say that the applicants work history has been checked
o

Most of the ICICI bank employees say that the applicants work history has been checked

Most of the AXIS bank employees say that the applicants work history has been checked

Most of the HDFC bank employees say that they had induction manual been developed
o

Most of the ICICI bank employees say that they had induction manual been developed

Most of the AXIS bank employees say that they had induction manual been developed

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SUGGESTIONS AND RECOMMENDATIONS

Banks have to reform their policies and understand the working conditions of the employee.

They have to relate their work in the manner that employees dont get frustrated with the stress and over burdened of the work.

Facilities like food and transportation to be provided free, company has to provide more growth opportunities to the workers.

Time to time Performance Appraisal and job incentives has to be provided. Health and yoga camps to provide on regular basis to make their workers get rid of stress of work load.

Social responsibility should have to increase at professional level. The policies have to be in the manner that employees efficiency with the repetitive nature of work wont get affected.

It is to be in the mind of the employee that with the impact of the work time his/her moral dont get affected and also the efficiency with the work.

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LIMITATIONS OF STUDY
1. 2. 3. 4. The information provided by the employees is not definitely true. The samples of employees are not representative of the total workforce. The workers hesitate disclosing the true facts in order to secure their job. There is no measure to check out whether the information provided by the

employees is correct or not. 5. The behaviour of the organisation is not co-operative while giving

information, so it is very time consuming.

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BIBLIOGRAPHY
BOOKS AND JOURNALS
Braun, S.A. (1995). Helping managers become effective job interviewers.

Industrial Management, 37, 5-8.

Breaugh, J.A., and M. Starke. (2000). Research on employee recruitment: So

many studies, so many remaining questions. Journal of Management, 26, 405434. Doddona, M. F. (2001). Hiring student affairs staff with disabilities. College Student Affairs Journal, 21(1), 73-81. Gordon, S. E., Borders Strode, C., & Mann, B. A. (1993). The mid-manager in student affairs: What are CSAOs looking for? NASPA Journal, 30, 290-297. Haro, R. P. (1991). Selecting a dean of student services in the far west: When right may be wrong. NASPA Journal, 28, 149-155. Hyman, R. E. (1988). Graduate preparation for professional practice: A difference of perceptions. NASPA Journal, 26, 143-150. L. Cooper & E. A. Locke (Eds.), Industrial and organizational psychology: Linking theory with practice (pp. 304-334). Oxford: Blackwell. Ostroth, D. D. (1981). Competencies for entry-level professionals: What do employers look for when hiring new staff? Journal of College Student Personnel, 22, 5-11. Phillips, J. M. (1998). Effects of realistic job previews on multiple organizational outcomes: A meta-analysis. Academy of Management Journal, 41, 673-690. Raetz, T. (2001). Conducting job analyses and creating position descriptions for student affairs professionals. College Student Affairs Journal, 21(1), 26-34. Sagaria, M. A., & Johnsrud, L. K. (1991). Recruiting, advancing, and retaining minorities in student affairs: Moving from rhetoric to results. NASPA Journal, 28, 105-120. Saunders, S. A., & Cooper, D. L. (1999). The doctorate in student affairs: Essential skills and competencies for mid-management. Journal of College Student Development, 40, 185-191.
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 Sims, J. M., & Foxley, C. H. (1980). Job analysis, job descriptions, and performance appraisal systems. In C. H. Foxley (Ed.), Applying management techniques. New Directions for Student Services, No. 9. San Francisco: JosseyBass. Stamatakos, L. C. (1981). Student affairs progress toward professionalism: Recommendations for action, parts 1 and 2. Journal of College Student Personnel, 22, 105-113, 197-207. Taylor, M. S., & Collins, C. J. (2000). Organizational recruitment: Enhancing the intersection of research and practice. In C. Winston, R. B., Jr., & Creamer, D. G. (1997). Improving staffing practices in student affairs. San Francisco: Jossey-Bass. Winston, R. B., Jr., & Ender, S. C. (1988). Use of student paraprofessionals in divisions of college student affairs. Journal of Counseling and Development, 66, 466-473. Winston, R. B., Jr., Torres, V., Carpenter, D. S., McIntire, D. D., & Petersen, B. (2001). Staffing in student affairs: A survey of practices. College Student Affairs Journal, 21(1), 7-25.
Wanous, J.P., and Reichers, A.E. (2000). New employee orientation programs.

Human Resource Management Review, 10, 435-451.

WEB SITE
www.google.com www.yahoo.com

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ANNEXURE
QUESTIONNAIRE
I Narinderpal Singh, student of MBA-CC 4th Semester from SMS, Punjabi University survey on title Recruitment Study of Recruitment of Bank Employees. Please fill the questionnaire fro the appropriate results. 1. Have applicants been provided with a clear, accurate and up-to-date job description prior to the interview? Have the job requirements (e.g., specific tasks, activities) been outlined? Have applicant requirements (e.g., knowledge, skills and abilities) been spelt out? Are the essential requirements of applicants (e.g., skills, knowledge and abilities) stated? Does the job description contain realistic details on the pros and cons of the job? 2. Has the recruitment strategy (e.g., advertising) been carefully planned? Yes No

3. Has an appropriate recruiter (e.g., supervisor, coworker) been enlisted to help with recruitment? Does he / she have knowledge / experience of the role? Is he / she familiar with the organisation? Can he / she give candidates realistic and accurate information? 4. What attracted you the most initially (tick all that apply)? Content of Job Hours of Work Promotion Opportunity Salary Size/Structure of Organization
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Location

5. Is a procedure in place to evaluate the recruitment strategy? Ensuring evidence-based best practice techniques are employed in selection Yes No

6. Have curriculum vitaes (CVs) and written applications been reviewed? Has all important information been verifying ed (e.g., checked with referees)? Have any unexplained gaps in the CV been clarify ed with the applicant? 7. Have appropriate procedures been adopted for the interview? Is a structured interview format employed? Is each candidate asked the same set of questions? Are all questions and assessment criteria based on accurate and up-to-date job descriptions? Are questions structured appropriately (e.g., situation or experience-based questions)? 8. Are appropriate pre-determined criteria being used to score applicants responses in the interview? Yes No

9. Has an appropriate interview panel been selected? Are there multiple interviewers? Are genders represented equally on the panel? Are professions represented equally on the panel? Are frontline workers or team members included on the panel? 10. Has a reference check been conducted? These should be used as a secondary reference to confirm: The applicants educational history
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 The applicants work history (e.g., work roles, responsibilities and achievements).

11. Has an induction process been developed to help new workers settle into your organization? Has an induction manual been developed? Has a mentoring or buddy system been organized for new workers?

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