RESEARCH REPORT ON A Study to understand the recruitment and selection Process of ICICI bank

In partial fulfillment of the requirement for the award of MBA

Submitted to: Mahamaya Technical University, Noida

Submitted By:
Anshul MBA IV Semester Roll No.:- 1008470010

Under the Supervision of:

Assist. Prof.-Ms. Sakshi Jain Bhagwant Institute of Technology faculty of Management Muzaffarnagar (U.P.)

BHAGWANT INSTITUTE OF TECHNOLOGY MUZAFFARNAGAR

PREFACE
Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy. Recruitment management system is the comprehensive tool to manage the entire recruitment processes of an organization. It is one of the technological tools facilitated by the information management systems to the HR of organizations. Just like performance management, payroll and other systems, Recruitment management system helps to contour the recruitment processes and effectively managing the ROI on recruitment.

ACKNOWLEDGEMENT

I extend my profound gratitude to my project guide Mr. Harjeet Singh for their interest, guidance and suggestions throughout the course of the project. I feel honored and privileged to work under them. They shared vast pool of knowledge with me that helped me steer through all the difficulties with ease. This project would not have been possible without their guidance and I would like to thank my Company Guided Mr. R.K.Singh them for everything they have done for me.

Finally I would like to thank anyone else whom I have not mentioned here but has played a role be it big or small in bringing my project a success.

Declaration

I hereby declare that I have carried out Summer Training on the topic entitled A Study to understand the recruitment and selection Process of ICICI bank
I further declare that this project work is based on my original work and no part of this project has been published or submitted to anybody.

MONIKA MBA IV SEM ROLL NO.1143870035

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TABLE OF CONTENTS
Chapter - 1 Introduction Scope & Importance Chapter 2 Objectives of the research Research Methodology Chapter 3 Recruitment and Selection Chapter 4 Company Profile ICICI Bank Chapter - 5 Data Analysis and Interpretation Chapter 6 Findings Suggestions Limitations Conclusion Bibliography
Questionnaire

(6-9) 7 9 (10-14) 11 12 (15-41) 16 (42-60) 43 (61-82) 62 (82-90) 83 84 85 86 88 89

INTRODUCTION
This report focuses on recruiting and selecting individuals for employment in an organization. The main aim of this project report is to study the HR techniques for the recruitment and selection procedure in ICICI Bank. Recruitment is the process of identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment. Once candidates are identified, an organization can begin the selecting process. This includes collecting, measuring and evaluating\ information about candidates qualifications for specified positions. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs. Recruitment is a process to discover the sources of manpower to meet the requirements of the staking schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Basically there are 2 sources of recruitment Internal and External sources. Transfers and promotion is the category of the internal recruitment internal recruitment promotes greater loyalty and moral among the employees. External recruitment is mainly based on the campus selection process factory gate living is an important source of external recruitment by planning a notice on the notice board of the enterprise specifying the details of the job available. Personal selection and assessment activities are integral parts of organizational life. There is more pressure now on organizations and HR managers to fill vacant positions quickly and with the most appropriate individuals. Decisions about hiring and classifying applicants are based on expectations or predictions about their future work behaviors. When a company needs to recruit new staff or make promotion decisions about employees, there are various methods of assessments at its disposal. Whatever selection procedure is used, it should yield the right type 6

of information and lead to correct decisions being made. HRP helps determine the number and type of people an organization needs. Job analysis and job design specify the tasks and duties of jobs and the qualifications expected from jobholders. The next logical step is to hire the right number of people of the right type to fill the jobs. Hiring involves two broad groups of activities: (i) recruitment and (ii) selection. Recruitment is discussed in this chapter. The next chapter deals with selection. Organizations with effective selection systems appear better able to identify and hire employees with the right skills and motivations to succeed in available positions as well as in the organizations. When employees are successful in their jobs, the organization benefits through increased employee productivity and higher-quality products and services. In addition, when the right employees are hired initially, they are more likely to be satisfied and remain with the company. Thus, by using a good selection system to hire qualified employees, organizations can reduce turnover, increase employee retention and ultimately increase critical business outcomes.

SCOPE & IMPORTANCE

Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants. Meet the organizations legal and social obligations regarding the composition of its workforce. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Attract and encourage more and more candidates to apply in the organisation. Create a talent pool of candidates to enable the selection of best candidates for the organisation. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Begin identifying and preparing potential job applicants who will be appropriate candidates.

Chapter - 2

OBJECTIVES OF THE PROJECT

To identify general practices that organizations use to recruit and select employees. To determine which recruitment and selection practices are most effective. To determine how the recruitment and selection practices affect organizational outcomes. To study the concept of Recruitment process. To find out the awareness of selection procedure of the organization. To study the satisfaction level with the selection procedure.

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RESEARCH METHODOLOGY
DEFINITION OF RESEARCH
Research is defined as human activity based on intellectual application in the investigation of matter. The primary purpose for applied research is discovering, interpreting, and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. Research can use the scientific method, but need not do so.

TYPES OF RESEARCH
Qualitative research:- Qualitative research allows you to explore perceptions, attitudes and motivations and to understand how they are formed. It provides depth of information which can be used in its own right or to determine what attributes will subsequently be measured in quantitative studies.

Quantitative research:- Quantitative research is descriptive and provides hard data on the numbers of people exhibiting certain behaviours, attitudes, etc. It provides information in breadth and allows you to sample large numbers of the population.

It is, however, structured and does not yield the reasons behind behaviour or why people hold certain attitudes. Techniques commonly used in HE/FE include postal surveys (particularly appropriate in the case of student populations where name and address information is available), telephone surveys (appropriate for surveys of employers), on-line or web-based surveys (very cost-effective for reaching audiences where e-mail penetration is high, such as 11

students and university/college staff) and mystery shopping (in this case to test quantifiable aspects of the service).

METHODS OF DATA COLLECTION

The information collected should be both accurate and relevant, as per the requirements of the researcher, who has to work out a suitable data collection method. Data collection methods can be broadly classified into

PRIMARY METHODS

Data directly by a researcher is known as primary data. The methods used for collection primary data may be: a. Survey b. Observation

SECONDARY METHODS
Data not originally collected for use in the research project under consideration, but rather for use by some other person or for use some other project is term secondary data. There are several ways by which secondary data can be classified. One of the most useful in by source. Which immediately suggests the classification of internal and external source.

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SAMPLING PLAN
SAMPLE SIZE SAMPLING UNIT SAMPLE PROCEDURE SAMPLING METHOD : : : : 50 Executive of companies Simple Random Sampling Personal Interview

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Chapter - 3

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LITERATURE REVIEW
Recruitment
It is the process of finding and attracting capable applicants for 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 simple terms, recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. A formal definition of recruitment is. Though, theoretically recruitment process is said to end with the receipt of applications, in practice the activity extends to the screening of applications so as to eliminate those who are not qualified for the job. The recruitment industry has four main types of agencies employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews. The general purpose of recruitment is to provide a pool of potentially qualified job candidates, Specifically, the purposes are to: 1. Determine the present and future requirements of the organization in 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, underqualified 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. 15

5. Meet the organisations 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 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 decide 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 effort will result in mediocre ones. High-quality employees cannot be selected when better candidates do not know of job openings, are not intereseted in working for the company, and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiams among the best candidates so that they will apply for the vacant positions. The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost of training and supervision, Furthermore, when recruitments fails to meet organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization., resulting in avoidable consequences. 4 Thus, the effectiveness 16

of the recruitment process can play a major role in determining the resources that must be expended on other HR activities and their ultimate success. According to Edwin B. Flippo, Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are: A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organisation so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy. RECRUITMENT NEEDS ARE OF THREE TYPES PLANNED i.e. the needs arising from changes in organization and retirement policy.

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ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs.

Agency types
The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organisations application process. As a general rule, the agencies are paid by the companies, not the candidates.

Websites
Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a rsum to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very 18

actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or others might see their resumes.

Job search engines

Whilst not an individual type of agency, the more recent trend is a job search engine. The emergence of vertical search engines, allow job-seekers to search across multiple websites. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for provideing a "one-stop shop" for job-seekers. However, there are many other job search engines which index pages solely from employers' websites, choosing to bypass traditional job boards entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites.

Traditional agency
Also known as a employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment Consultants then endeavour to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers. Remuneration for the agency's services usually takes one of two forms: A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% of the candidates starting salary), which usually

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has some form of guarantee, should the candidate fail to perform and is terminated within a set period of time. It may still be legal for an employment agency to charge the candidate instead of the company, but in most places that practice is now illegal, due to past unfair and deceptive practices.

In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing).

Passive Candidate Research Firms

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: These firms provide competitive passive candidate intelligence to support company's recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a per hour fee or by name. Many times this uncovers names that cannot be found with

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other methods and will allow internal recruiters the ability to focus their efforts solely on recruiting.

Process
Job analysis
The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job analysis and job description ensures the recruitment effort starts off on a proper track for success.

Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened (see below).

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Screening and selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through rsums, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. Other resume screening criteria may include length of service, job titles and length of time at a job. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing.

Sources of Recruitment
Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.

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SOURCES OF RECRUITMENT Internal Sources of Recruitment

1. TRANSFERS

The employees are transferred from one department to another according to their efficiency and experience. 2. PROMOTIONS The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to their performance.

4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people. 5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.

Factors Affecting Recruitment

External Factors
Of particular importance is the supply and demand of specific skills in the labour market. If the demand for a particular skill is high relative to the supply, an extraordinary recruiting effort may be needed. For instance, the demand for programmers and financial analysis is likely

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to be higher than their supply, as opposed to the demand-supply relationship for non-technical employees. Labour-market conditions in a local area are of primary importance in recruiting for most non-managerial, supervisory and middle-management positions.5 However, so far as recruitment for executive and professional positions are concered, conditions of all India market are important. When the unemployment rate in a given area is high, the companys recruitment process may be simpler. The number of unsolicited applicants is usually greater, and the increased size of the labour pool provides better opportunities for attracting qualified applicants. On the other hand, as the unemployment rate drops, recruiting efforts must be increased and new sources explored. Another external factor is political and legal considerations. Reservation of jobs for SCs, Sts, minorities and other backwards classes (OBCs) is a political decision. There is a strong case for giving preference to people hailing from less-advantaged sections of the society. Reservation has been accepted as inevitable by all sections of the society. The Supreme Court also has agreed upon 50 per cent reservation of seats and jobs. As was stated we have central and state acts dealing with labour. They cover working conditions, compensation, retirement benefits, and safety and health of employees in industrial establishments. There are acts which deal with recruitment and selection. Child Labour (Prohibition and Regulation) Act, 1986, for instance, prohibits employment of children in certain employments, and seeks to regulate their working conditions in certain employments. Similarly, we have the Employment Exchange (Compulsory Notification of Vacancies) Act, 1959, which mandates that employers (Industrial establishments employing 25 workers each and above) must notify the vacant positions to the employment exchanges. The Apprentices

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Act, 1961, the Inter-State Migrant Workmen (Regulation of Employment and Conditions of Service) Act, 1979, the Factories Act, 1948, and the Mines Act, 1952, also deals with recruitment. Above all these, we have the Constitution, which prohibits discrimination in matters of employment and also provides for protective discrimination to the less-privileged sections of the society. Preferences to sons of the soil is another political factor. Political leaders clamour that preference must be given to the people of their respective states in matters of employment. The companys image also matters in attracting large number of job seekers. Blue chip companies attract large number of applications. Often, it is not the pany that matters in attracting qualified prospective employees.

Internal Factors
The above are some of the external forces influencing the recruitment function of an organization. I addition to these are certain internal forces which deserve consideration while recruiting personnel. One such internal factor is the recruiting policy of the organization. Most organizations have a policy on recruiting internally (from own employees) or externally (from outside the organization). Generally, the policy is to prefer internal sourcing, as own employees know the company well and can recommend candidates who fit the organisations culture. Another related policy is to have temporary and part-time employees. An organization hiring temporary and part-time employees is in a less advantageous position in attracting sufficient applications.

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in multinational corporations (MNCs), there is the policy relating to the recruitment of local citizens. MNCs operating in our country prefer local citizens as they can understand local language, customs and business practices better. A major internal factor that can determine the success of the recruiting programmes is whether or not the company engages in HRP. In most cases, a company cannot attract prospective employees in sufficient numbers and with required skills overnight. It takes time to examine the alternatives regarding the appropriate sources of recruits and the most productive methods for obtaiing them. Once the best alternatives have been identified, recruiting plans may be made. Effective HRP greatly facilitates the recruiting efforts. Size is another internal factor having its influence on the recruitment process. An organization with one hundred thousand employees will find recruiting less problematic than an organisation with just one hundred employees. Cost of recruiting is yet another internal factor that has to be considered. Recruiting costs are calculated per new hire and the figure is considerable now-a-days. Recruits must, therefore, operate within budgets, Careful HRP and forethought by recruits can minimize recruitment costs. One cost saving measure, for instance, is recruiting for multiple job openings simultaneously. The best solution is to use proactive personnel practices to reduce employee turnover, thus, minimizing the need for recruiting. Evaluation the quality, quantity and costs of recruitment helps ensure that it is efficient and cost-effective.

Recruitment Policy of a Company

In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it 26

is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organisation Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment

A recruitment policy of an organisation should be such that:

It should focus on recruiting the best potential people. 27

To ensure that every applicant and employee is treated equally with dignity and respect. Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organisational needs.

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications

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Recruitment Strategies
Recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organisation depends on the effectiveness of its recruitment function. Organisations have developed and follow recruitment strategies to hire the best talent for their organisation and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organisation. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements:

1. Identifying and prioritizing jobs

Requirements keep arising at various levels in every organisation; it is almost a neverending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first.

2. Candidates to target

The recruitment process can be effective only if the organisation completely understands the requirements of the type of candidates that are required and will be beneficial for the organisation. This covers the following parameters as well:

Performance level required: Different strategies are required for focusing on hiring high performers and average performers. 29

Experience level required: the strategy should be clear as to what is the experience level required by the organisation. The candidates experience can range from being a fresher to experienced senior professionals.

Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

3. Sources of recruitment

The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referral is one of the most effective sources of recruitment.

4. Trained recruiters

The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioural, technical etc.) to focus while interviewing and selecting a candidate.

How to evaluate the candidates

The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

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Selection
In the context of evolution, certain traits or alleles of genes segregating within a population may be subject to selection. Under selection, individuals with advantageous or "adaptive" traits tend to be more successful than their peers reproductivelymeaning they contribute more offspring to the succeeding generation than others do. When these traits have a genetic basis, selection can increase the prevalence of those traits, because offspring will inherit those traits from their parents. When selection is intense and persistent, adaptive traits become universal to the population or species, which may then be said to have evolved. Whether or not selection takes place depends on the conditions in which the individuals of a species find themselves. Adults, juveniles, embryos, and even eggs and sperm may undergo selection. Factors fostering selection include limits on resources (nourishment, habitat space, mates) and the existence of threats (predators, disease, adverse weather). Biologists often refer to such factors as selective pressures. Natural selection is the most familiar type of selection by name. The breeding of dogs, cows and horses, however, represents "artificial selection." Subcategories of natural selection are also sometimes distinguished. These include sexual selection, ecological selection, stabilizing selection, disruptive selection and directional selection (more on these below).

Selection occurs only when the individuals of a population are diverse in their characteristics-or more specifically when the traits of individuals differ with respect to how well they equip them to survive or exploit a particular pressure. In the absence of individual variation, or when variations are selectively neutral, selection does not occur.

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Meanwhile, selection does not guarantee that advantageous traits or alleles will become prevalent within a population. Through genetic drift, such traits may become less common or disappear. In the face of selection even a so-called deleterious allele may become universal to the members of a species. This is a risk primarily in the case of "weak" selection (e.g. an infectious disease with only a low mortality rate) or small populations. Though deleterious alleles may sometimes become established, selection may act "negatively" as well as "positively." Negative selection decreases the prevalence of traits that diminish individuals' capacity to succeed reproductively (i.e. their fitness), while positive selection increases the prevalence of adaptive traits. In biological discussions, traits subject to negative selection are sometimes said to be "selected against," while those under positive selection are said to be "selected for," as in the sentence Desert conditions select for drought tolerance in plants and select against shallow root architectures.

Types and subtypes

Selection is hierachically classified into natural and artificial selection. Natural selection is further subclassified into ecological and sexual selection

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Patterns of selection

Aspects of selection may be divided into effects on a phenotype and their causes. The effects are called patterns of selection, and do not necessarily result from particular causes (mechanisms); in fact each pattern can arise from a number of different mechanisms. Stabilizing selection favors individuals with intermediate characteristics while its opposite, disruptive selection, favors those with extreme characteristics; directional selection occurs when characteristics lie along a phenotypic spectrum and the individuals at one end are more successful; and balancing selection is a pattern in which multiple characteristics may be favored.

Mechanisms of selection
Distinct from patterns of selection are mechanisms of selection; for example, disruptive selection often is the result of disassortative sexual selection, and balancing selection may result from frequency-dependent selection and overdominance.

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SELECTION DECISION
After obtaining information through the preceding steps, selection decision- the most critical of all the steps-must be made. The other stages in the selection process have been used to narrow the number of candidates. The final decision has to be made from the pool of individuals who pass the tests, interviews and reference checks. The views of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.

Physical Examination
After the selection decision and before the job offer is made, the candidate is required to under go a physical fitness test. A job offer is, often, contingent upon the candidate being declared fir after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries any infectious diseases. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. Third, the physical examination information may be used to determine if there are certain physical capabilities which differentiate successful and less successful employees. Fourth, medical check-up protects applicants with health defects from undertaking work that could be detrimental to themselves or might otherwise endanger the employers property. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illnesses were present when the employee was hired. 34

JOB OFFER
The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city which means considerable preparation and movement of property. The company may also want the individual to delay the date of reporting on duty. If the new employees first job upon joining the company is to go on training, the organization may request that the individual delays joining the company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances. Decency demands that the rejected applicants be informed about their non-selection. Their applications may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for future references.

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BARRIERS TO EFFECTIVE SELECTION

The main objective of selection is to hire people having competence and commitment. This objective is often defeated because of certain barriers. The impediments which check effectiveness of selection are perception, fairness, validity, reliability and pressure. Perception: Our inability to understand others accurately is probably the most fundamental barrier to selecting the right candidate. Selection demands an individual or a group of people to assess and compare the respective competencies of others, with the aim of choosing the right persons of the jobs. But our views are hightly personalized. We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of people. Fairness : Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women and other lessprivileged sections of the society in middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been very effective. Validity : Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who can perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success.

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Reliability: A reliable method is one which will produce consistent results when repeated in similar situations. Like a validated test, a reliable test may fail to predict job performance with precision. Pressure : Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidates. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sector undertakings generally take place under such pressures. NEW METHODS OF SELECTION In recent years, new methods of selection have been found out by HR specialists. These approaches are deemed to be alternatives to the traditional methods of selection. Two interesting alternatives are participative selection and employee leasing. Participative selection means that subordinates participate in the selection of their co-workers and supervisors. The idea is that such participation will improve quality, increase support for the selected supervisor and co-workers, and improve employee morale. In employee leasing, the client company leases employees from a third party, not on temporary basis, but rather are leased as full-time, long-term help. An interesting feature of this method is that the client company need not perform such personnel activities as hiring, compensation or record keeping. Employees already working elsewhere are leased. They are not directly employed by the company where they are working. The advantages of employee leasing are significant. The client is relieved of many administrative burdens, as well as the need to employ specialized personnel employees. Further, employees not recruited by one client are sent to another client company for employment. 37

Conditions of labour market determine the selection process. As is well known. We have a strange paradox in our country. There is large scale unemployment justaposed with shortage of skilled labour. No vacancy boards are seen along with wanted hung on factory gates everywhere. Unemployment prevails among people who are unemployable-individuals who have acquired university degrees but do not possess any specific skills. Matriculates, B.As, B.Coms and B.Scs fall into this category. All the evils associated with selection-corruption, favouritism and influence- are found in hiring these people. Selection is, obviously, not systematic and influence- are found in hiring these people. Selection is, obviously, not systematic and at times bizarre too, as is evident from the following story. For decades, at least three or four times every year, the muncipal grounds of kothagudem, the bustling mining town in the heart of Andhra Pradesh, has been a witness to a strange event. At the crack of the dawn, a group of men in their late twenties and thirties would line up for a 100-metre dash. The first few to touch the finishing line would be appointed as casual coal fillers in the underground coal mines of Singareni Coal Co. Ltd, for a specific period of time. Selection practices in hiring skilled and managerial personnel are fairly well defined and systematically practiced. Particularly in hiring managerial personnel and executive, a lot of professionalism has come in, thanks to the realization that these individuals are difficult to come by and no effort is too excess to attract them. Specialist agencies are available whose services are retained for hiring technical and managerial personnel. Merrit and not favouritism, objectiveity and not subjectivity will be the criteria for such selections. 38

ORIENTATION
Orientation, also called induction, is designed to provide a new employee with the information he or she needs to function comfortably and effectively in the organization. A formal definition of orientation is .. . is planned introduction of employees to their jobs, their co-workers and the organization." Typically, orientation conveys three types of information- (i) general information about the daily work routine; (ii) a review of the organizations history, founding fathers, objectives, operations and products or services, as well as how the employee's job contributes to the organizations needs; and (iii) a detailed presentation, perhaps, in a brochure, of the organizations policies, work rules and employee benefits. Table 8.1 shows topics covered in orientation programmes.

Purpose of Orientation
Organisations are known to spend a few weeks or even months on orientation programmes. The idea is to make the new employees feel 'at home' in the new environment. It is a well-known fact that employees feel anxious on entering the organization. They worry about how well they will perform on the new jobs. They feel inadequate when they compare themselves with the more experienced employees and they are concerned about how well they will get along with their co-workers.

39

Recruitment Vs Selection
Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

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Chapter - 4

41

COMPANY PROFILE
Overview
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 1,420 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).

42

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 financial institution for providing mediumterm 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 43

system and provide transaction-banking services. The merger would enhance value for ICICI Bank shareholders through a large capital base and scale of operations, seamless access to ICICI's strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly fee-based services, and access to the vast talent pool of ICICI and its subsidiaries. In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002.

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

44

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 Audit Committee Mr. Sridar Iyengar Mr. Narendra Murkumbi Mr. M. K. Sharma Board Governance & Remuneration Committee Mr. N. Vaghul Mr. Anupam Puri Mr. M. K. Sharma Mr. P. M. Sinha Prof. Marti G. Subrahmanyam Customer Service Committee Mr. N. Vaghul Mr. Narendra Murkumbi

45

Mr. M.K. Sharma Mr. P.M. Sinha Mr. K. V. Kamath Credit Committee Mr. N. Vaghul Mr. Narendra Murkumbi Mr. M .K. Sharma Mr. P. M. Sinha Mr. K. V. Kamath Fraud Monitoring Committee Mr. M. K. Sharma Mr. Narendra Murkumbi Mr. K. V. Kamath Ms. Chanda D. Kochhar Mr. V. Vaidyanathan Risk Committee Mr. N. Vaghul Mr. Sridar Iyengar Prof. Marti G. Subrahmanyam Mr. V. Prem Watsa Mr. K. V. Kamath Share Transfer & Shareholders'/ Investors' Grievance Committee

46

Mr. M. K. Sharma Mr. Narendra Murkumbi Ms. Chanda D. Kochhar Asset-Liability Management Committee Ms. Chanda D. Kochhar Mr. Sonjoy Chatterjee Mr. V. Vaidyanathan Committee of Directors Mr. K. V. Kamath Ms. Chanda D. Kochhar Mr. V. Vaidyanathan Mr. Sonjoy Chatterjee Mr. K. Ramkumar

SWOT Analysis Strengths: ICICIs distribution network is a major strength of the company. It has physical presence across 42 cities. It also has a strong network of marketing agents, ATMs and call centers. ICICI offers a wide range of products and services to its corporate and retail customers. This has increased its market share and enabled it to move a step ahead to achieve its vision of being a Universal Bank.

47

Weaknesses: The company has a large amount of non-performing loans.

Opportunities: The signs of Indian economy reviving has created a lot of opportunities for the company. The industrial production has gone up by 8% and this is expected to favor the company. The revival in the economy will reduce the NPAs and could result in growth of credit.

Threats: Increased competition from foreign banks which have begun to foray into financial services segment will pose a threat to the companys marketshare and hence its bottomline.

48

PRODUCT RANGE

ICICI Bank offers wide variety of Deposit Products to suit your requirements. Convenience of networked branches/ ATMs and facility of E-channels like Internet and Mobile Banking, Select any of our deposit products and provide your details online and our representative will contact you.

Savings Account

A Savings Account for everyone with a host of convenient features and banking channels to transact through. So now you can bank at your convenience, without the stress of waiting in queues. We service savings accounts with 8 to 8 banking and out of branch banking. For Savings Account details,

Savings Account An ICICI Bank Savings Account offers you a valuable banking experience.

49

Debit-cum-ATM Card With an ICICI Bank Savings Account you will get a debit card that you can use to withdraw cash from any ATM. Charges are applicable if you use a non-ICICI Bank ATM. You may also use your debit card to directly make purchases through a Visa POS (Point of Sale) machine available at most stores! This will help you access your high interest account from anywhere. Money Multiplier Facility Allow us to take care of your idle money by moving it into high interest savings account earning. For details, click here. Internet Banking Banking could not have been more convenient. Just log in with your user ID and password and make banking a hassle-free routine. For details, or for the list of transactions that you can do online. If you have forgotten your Internet Banking password or user ID and wish to access your high interest savings account, please click here. Customer Care Our 24-hour Customer Care is always available to answer any query or take your instructions. For Customer Care numbers, please click here. Mobile Banking Transferring funds or getting to know your balance is as easy as sending an SMS.

50

Standing Instructions

ICICI Bank accepts and supports Standing Instructions. You dont have to worry about the chore of carrying out a routine transaction. Just set up a Standing Instruction and leave it to us to manage. Nomination Facility You may nominate a person as beneficiary to your account proceeds.

Life Plus Senior Citizens Savings Account

We understand that a Savings Account needs to do more after you reach the age of seniority; we understand your concerns for safety and security. We have an ideal Savings Bank Service for those who are 60 years and above. The Senior Citizen Services from ICICI Bank has several advantages that are tailored to bring more convenience and enjoyment in your life. For Life Plus Senior Citizen Savings Account details

Life Plus Senior Citizens Savings Account

51

We understand that a Savings Account needs to do more after you reach the age of seniority; we understand your concerns for safety and security. We have an ideal Savings Bank Service for those who are 60 years and above. The Senior Citizen Services from ICICI Bank has several advantages that are tailored to bring more convenience and enjoyment in your life. For Life Plus Senior Citizen Savings Account.

Young Stars Savings Account

It's really important to help children learn the value of finances and money management at an early age. Banking is a serious business, but we make banking a pleasure and at the same time fun. Children learn how to manage their personal finances. For Young Stars Savings Account.

Young Stars

Banking can be fun!

At Young Stars, we will guide your child through the world of banking - from checking the childs savings account balance to guiding through fun zones and special pages on the Internet Banking channel. It makes banking a pleasure and teaches your child to manage his or her personal finances through a savings account.

52

You can transfer pocket money into your child's account. You can even shop with him / her at Young Stars Shopping Page. You can also open a recurring deposit in your child's name.

Once you are done with your 'banking', you can access your child's account with all the fun links to special zones designed to suit your child's area of interests and also impart knowledge on the current events of the world.

Key Features

Open a Kids Savings Account, Fixed Deposit or a Recurring Deposit. The minimum average balance for a Savings Account Is Rs.2,500 Free personalized Cheque Book Internet Banking Free International Debit Card* Daily withdrawal and spends of up to Rs.2,500 Transfer Funds Facility

Eligibility ICICI Bank Young Stars Account is a banking service for children in the age group of 1 day-18 years. It is essential for the parent/guardian to also hold an account with ICICI Bank. In event of the parent/guardian not holding an ICICI Bank Savings Account, both the accounts (parent's Saving Account and Young Star Account) can be simultaneously opened.

53

Fixed Deposits

Safety, Flexibility, Liquidity and Returns!!!! A combination of unbeatable features of the Fixed Deposit from ICICI Bank. To check our current rates and experience the convenience of an ICICI Bank Fixed Deposit details. Fixed Deposit

Wide range of tenures Choice of investment plans Partial withdrawal permitted Safe custody of fixed deposit receipts Auto renewal possible Loan facility available

Features
You can deposit any amount of money in our Fixed Deposit for as long as you wish between 15 days to 10 years.

All fixed deposits come with a set choice of investment plans. Fixed Rate Deposit accounts also provide Fixed Loans. Re-investment Fixed Deposit rates do not change but work like a Recurring Debit Account transaction. In other words, Re-investment Plans are compounded over traditional deposits and hence are more lucrative over different time periods.

54

Recurring Deposits

When expenses are high, you may not have adequate funds to make big investments. An ICICI Bank Recurring Deposit lets you invest small amounts of money every month that ends up with a large saving on maturity. So you enjoy twin advantages- affordability and higher earnings. For Recurring Deposits details

Recurring Deposit
ICICI Bank Recurring Deposits are an ideal way to invest small amounts of money every month and end up with a large kitty on maturity.

High recurring billing and recurring payments can be a drain on your finances and hence large investments may seem a plan away.

Let us help you in processing your recurring payment through our recurring billing software that keeps track of your investments with us. This can be easily availed of through a recurring account online that comes with letting us serve you through Internet banking. You may even transfer funds through Internet banking into your recurring account. A recurring account transfer gets done in seconds through Internet banking.

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Easy Receive Savings Account

Easy receive account is a unique savings account that caters to domestic banking needs, while offering additional benefits for remittances received in the account from abroad.

Introduction:

Easy receive account is a unique account that caters to the domestic banking needs while offering additional benefits for remittances received in the account.

Features

1. Minimum Balance: Nil (if at least one inward remittance, of any amount is received every quarter). In case no inward remittance is received during any quarter, the account should have a minimum average balance of Rs 5,000 otherwise standard QAB charges (Rs. 750/-) will be levied. 2. Mobile alerts to the account holder for remittances received, if the account holder has enrolled for it (free of charge) 3. Higher daily limit of Rs 50,000 for cash withdrawal at any Visa affiliated ATM 4. FREE cash withdrawals at correspondent Banks ATMs (up to 3 withdrawals per month) 5. Dedicated Remittance help-line 6. Money Multiplier Facility

56

7. Internet Banking is offered free of cost. 8. Anywhere Banking - This facility entitles the account holder to withdraw or deposit cash upto a limit of Rs.50,000 across all ICICI Bank branches. 9. You can give us various types of standing instructions like transferring to fixed deposit accounts at regular intervals. 10. Nomination facility is available. 11. Free health check-up voucher worth Rs.250 at select diagnostic laboratories.

CARDS
ICICI Bank offers a variety of cards to suit your different transactional needs. Our range includes Credit Cards, Debit Cards and Prepaid cards. These cards offer you convenience for your financial transactions like cash withdrawal, shopping and travel. These cards are widely accepted both in India and abroad. Read on for details and features of each.

Credit Cards

Credit Cards give you a smart way to shop, and offer you flexibility and convenience in managing your finances. ICICI Bank credit cards provide a host of exciting offers and benefits such as low interest rates, rewards programs, and a high credit and cash limit. We offer different types of credit card to suit the different needs and requirements for added features

57

Travel Cards

Presenting ICICI Bank Travel Card. The Hassle Free way to Travel the world. Traveling with US Dollar, Euro, Pound Sterling or Swiss Francs; Looking for security and convenience; take ICICI Bank Travel Card. Issued in duplicate. Offers the Pin based security. Has the convenience of usage of Credit or Debit card.

Debit Card

The ICICI Bank Debit Card is a revolutionary form of cash that allows customers to access their bank account around the clock, around the world. The ICICI Bank Debit Card can be used for shopping at more than 3.5 Lakh merchants in India and 24 million merchants worldwide.

Commercial Cards

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ICICI Bank Commercial Cards have been designed as payment solutions for large & mid-sized organizations. A widely accepted concept internationally, Commercial Cards help to better streamline payment processes & thus increase efficiencies.

Merchant Services

Give your customer quick and convenient ways to make payments. with ICICI bank's two payment acceptance solution, enjoy business like never before. POS Machine at your retail establishment will assist you to accept cards. Payseal, online payment gateway will make ecommerce more convenient, easy and secure on internet... your business can only get even bigger and better.

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Chapter - 5

60

ANALYSIS AND INTERPRETATION

Q.1. Does human resources planning plays an important role to determine the number and types of people for an organization needs? Table No. 1 S. No. a. b. c. Yes No Cant say Options Percentage 60% 20% 20%

20%

Yes No 20% 60% Cant say

INTERPRETATION:-

As the graph show 60% respondents say yes that human resources planning plays an important role to determine the number and types of people for an organization needs, 20% respondents say no and remaining 20% respondents are unable to say anything.

61

Q.2. Does findings right people and putting them a right job the most important challenge for the organization? Table No. 2 S. No. a. b. c. Yes No Cant say Options Percentage 70% 20% 10% Graph No. 2

10%

20%

Yes No Cant say 70%

INTERPRETATION:-

As the graph show 70% respondents say yes that findings right people and putting them a right job the most important challenge for the organization, 20% respondents say no and remaining 10% respondents are unable to say anything.

62

Q.3. Do you understand the real concept of recruitment and selection? Table No. 3 S. No. a. b. c. Yes No Cant say Options Percentage 80% 10% 10%

Graph No. 3

10% 10% Yes No Cant say

80%

INTERPRETATION:-

As the graph show 80% respondents say yes that they understand the real concept of recruitment and selection, 10% respondents say no and remaining 10% respondents are unable to say anything. 63

Q.4. Does the recruitment system able to attract highly qualified and competent people? Table No. 4 S. No. a. b. c. Yes No Cant say Options Percentage 65% 20% 15%

Graph No. 4

15%

Yes 20% 65% No Cant say

INTERPRETATION:-

As the graph show 65% respondents say yes that the recruitment system able to attract highly qualified and competent people, 20% respondents say no and remaining 15% respondents are unable to say anything. 64

Q.5. Does selection the process of differentiating between applicants in order to identity? Table No. 5 S. No. a. b. c. Yes No Cant say Options Percentage 50% 30% 20%

Graph No. 5

20%

Yes 50% No Cant say 30%

INTERPRETATION:-

As the graph show 50% respondents say yes that selection is the process of differentiating between applicants in order to identity, 30% respondents say no and remaining 20% respondents are unable to say anything. 65

Q.6. How did you come to know about the organization? Table No. 6 S. No. a. b. c. d. Options Newspaper Magazines Consultancies Websites Percentage 20% 30% 20% 30%

Graph No. 6

20% 30% Newspaper Magazines Consultancies Websites 30% 20%

INTERPRETATION:-

As the graph show 20% respondents say that they come to know about the organization by newspaper, 30% respondents say by magazines, 20% respondents say by consultancies and remaining 30% respondents say by websites.

66

Q.7. During interview, what was the main emphasis on the interview was on? Table No. 7 S. No. a. b. c. d. Options Working efficiency Working knowledge Personality Above all Percentage 40% 20% 20% 20%

Graph No. 7

20% 40% Working efficiency Working knowledge Personality 20% Above all

20%

INTERPRETATION:-

As the graph show 40% respondents say that the main emphasis on the interview was on working efficiency, 20% respondents say on working knowledge, 20% respondents say on personality and remaining 20% respondents say on above all. 67

Q.8. Are you satisfied by the selection procedure of your company? Table No. 8 S. No. a. b. c. Yes No Cant say Options Percentage 75% 10% 15%

Graph No. 8

15%

10%

Yes No Cant say 75%

INTERPRETATION:-

As the graph show 75% respondents say yes that they are satisfied by the selection procedure of your company, 10% respondents say no and remaining 15% respondents are unable to say anything. 68

Q.9. What is your experience about the behavior of the people involved in selection procedure? Table No. 9 S. No. a. b. c. d. Options Excellent Very good Good Bad Percentage 30% 30% 20% 20%

Graph No. 9

20% 30% Excellent Very good Good 20% Bad

30%

INTERPRETATION:-

As the graph show 30% respondents say yes that their experience about the behavior of the people involved in selection procedure are excellent, 30% respondents say are very good, 20% respondents say are good and remaining 15% respondents say are bad. 69

Q.10. Does the company have proper job description and job specification for recruiting the employees? Table No. 10 S. No. a. b. c. Yes No Cant say Options Percentage 50% 20% 30%

Graph No. 10

30% Yes 50% No Cant say

20%

INTERPRETATION:-

As the graph show 50% respondents say yes that the company has proper job description and job specification for recruiting the employees, 20% respondents say no and remaining 30% respondents are unable to say anything.

70

Q.11. Does the recruiting programme able to generate an adequate no. of reasonably qualified applicants? Table No. 11 S. No. a. b. c. Yes No Cant say Options Percentage 60% 30% 10%

Graph No. 11

10%

Yes 30% 60% No Cant say

INTERPRETATION:-

As the graph show 60% respondents say yes that the recruiting programme able to generate an adequate no. of reasonably qualified applicants, 30% respondents say no and remaining 10% respondents are unable to say anything. 71

Q.12. Which type of interview is conducted by the company? Table No. 12 S. No. a. b. c. d. Options One-to-one interview Sequential interview Panel interview No Response Percentage 25% 30% 20% 25%

Graph No. 12

25%

25% One-to-one interview Sequential interview Panel interview

20% 30%

No Response

INTERPRETATION:-

As the graph show 25% respondents say yes that the type of interview is conducted by the company is One-to-one interview, 30% respondents say is Sequential interview, 20% respondents say is Panel interview and remaining 25% respondents are unable to say anything. 72

Q.13. Do interviewers posses the appropriate knowledge and skills to select the employees? Table No. 13 S. No. a. b. c. Yes No No Response Options Percentage 55% 20% 25%

Graph No. 13

25% Yes No 55% 20% No Response

INTERPRETATION:-

As the graph show 55% respondents say yes that the interviewers posses the appropriate knowledge and skills to select the employees, 20% respondents say no and remaining 25% respondents are unable to say anything. 73

Q.14. When you submitted your application in the company, what factors did attract you towards the company? Table No. 14 S. No. a. b. c. d. Options Companys Image Remuneration Others No Response Percentage 30% 25% 20% 25%

Graph No. 14

25%

30%

Companys Image Remuneration Others

20% 25%

No Response

INTERPRETATION:-

As the graph show 30% respondents say yes that the factor which attracts him towards the company is company image, 25% respondents say remuneration, 20% respondents say others and remaining 25% respondents are unable to say anything.

74

Q.15. Does employee retention, a business management term referring to efforts by employers to retains current employees in their workforce? Table No. 15 S. No. a. b. c. Yes No Cant say Options Percentage 70% 10% 20%

Graph No. 15

20% Yes 10% 70% No Cant say

INTERPRETATION:-

As the graph show 70% respondents say yes that the employee retention, a business management term referring to efforts by employers to retains current employees in their workforce, 10% respondents say no and remaining 20% respondents are unable to say anything. 75

Q.16. Does your organization adopt all employee retention strategies? Table No. 16 S. No. a. b. c. Yes No No response Options Percentage 80% 10% 10%

Graph No. 16

10% 10% Yes No No response 80%

INTERPRETATION:-

As the graph show 80% respondents say yes that their organization adopt all employee retention strategies, 10% respondents say no and remaining 10% respondents are unable to say anything.

76

Q.17. Which is the most effective strategies for retaining the employees? Table No. 17 S. No. a. b. c. d. Options The Working Workshop Consultation Coaching for retention Communicating Retention initiatives Percentage 20% 40% 20% 20%

Graph No. 17

The Working Workshop 20% 20% Consultation Coaching for retention 40% Communicating Retention initiatives

20%

INTERPRETATION:-

As the graph show 20% respondents say yes that the most effective strategies for retaining the employees is the Working Workshop, 40% respondents say is Consultation, 20% respondents say is Coaching for retention and remaining 20 respondents say is Communicating Retention initiatives.

77

Q.18. After selection do they conduct the orientation programme for the familiarity of the job and the company? Table No. 18 S. No. a. b. c. Yes No No Response Options Percentage 85% 5% 10%

Graph No. 18

5%

10%

Yes No No Response 85%

INTERPRETATION:-

As the graph show 85% respondents say yes that they conduct the orientation programme for the familiarity of the job and the company, 5% respondents say no and remaining 10% respondents are unable to say anything.

78

Q.19. Does the recruiting programme able to make sure that there is match between cost and benefits? Table No. 19 S. No. a. b. c. Yes No No Response Options Percentage 65% 15% 20%

Graph No. 19

20% Yes 15% 65% No No Response

INTERPRETATION:-

As the graph show 65% respondents say yes that the recruiting programme able to make sure that there is match between cost and benefits, 15% respondents say no and remaining 20% respondents are unable to say anything.

79

Q.20. Does the recruiting programme able to help the firm create more culturally diverse workforce? Table No. 20 S. No. a. b. c. Yes No No Response Options Percentage 60% 10% 30%

Graph No. 20

30% Yes No 60% 10% No Response

INTERPRETATION:-

As the graph show 60% respondents say yes that the recruiting programme able to help the firm create more culturally diverse work-force, 10% respondents say no and remaining 30% respondents are unable to say anything. 80

Chapter - 6

81

FINDINGS
Maximum numbers of respondents that the human resources planning play an important role to determine the number and types of people for an organization needs. Findings right people and putting them a right job the most important challenge for the organization. Maximum number of respondents understands the real concept of recruitment and selection. The recruitment system able to attract highly qualified and competent people. Selection is the process of differentiating between applicants in order to identity. During interview, the main emphasis on the interview was on working efficiency. Maximum numbers of respondents are satisfied by the selection procedure of your company. The experience about the behavior of the people involved in selection procedure is excellent. The company has proper job description and job specification for recruiting the employees. The recruiting programme able to generate an adequate no. of reasonably qualified applicants. The type of interview is conducted by the company is Sequential interview. Interviewers posses the appropriate knowledge and skills to select the employees. Employee retention is a business management term referring to efforts by employers to retain current employees in their workforce. The most effective strategies for retaining the employees is consultation. After selection do they conduct the orientation programme for the familiarity of the job and the company. 82

SUGGESTIONS
The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioural, technical etc.) to focus while interviewing and selecting a candidate. The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referral is one of the most effective sources of recruitment Requirements keep arising at various levels in every organization; it is almost a neverending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

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LIMITATIONS
Most of the respondents were not ready to open the company information. Many respondents were not ready to cooperate with us. Most of the respondents were not ready to fill the respondents profile or personal profile. Some of the respondents were not ready to fill the questionnaire due to lack of time. It had become difficult for us to make the project report along with daily studies in the college. The time was too short with us for preparing the project report.

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CONCLUSION
Todays tight labor market is making it more difficult for organizations to find, recruit and select talented people. The competition for talent is intensifying, as there are fewer qualified applicants available. The shortage of applicants makes it all the more important for organizations to be able to effectively attract, select and retain quality candidates. Once organizations have successfully recruited candidates, they must select the best once for the positions under consideration. Organizations use various tools to help them select individuals. Results from the study indicate that selection tools designed to obtain behavioral and motivational information about candidates contribute to effective selection systems. In the future even more organizations plan to use this and similar tools more extensively to select employees. Organizations realize that having an effective, legally sound system in place is crucial to helping them select the right people for the right jobs; to do so, many organizations are planning to increase their use of various tools and devote more money to the process. Finally, better recruitment and selection strategies result in improved organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees. In addition, the effectiveness of an organizations selection system can influence bottom-line business outcomes, such as productivity and financial performance. Hence investing in the development of a comprehensive and valid selection system is money well spent. Potential job candidates consider many factors when choosing an employer. The quality of an organizations offering (e.g. salary, benefits, package, reputation) affects its ability to attract job candidates. Organizations with effective selection systems appear better able to identify and hire employees with the right skills and motivations to succeed in available positions as well as in the organization. When employees are successful in 85

their jobs, the organization benefits through increased employee productivity and higherquality products and services. In addition, when the right employees are hired initially, they are more likely to be satisfied and remain with the company. Thus, by using a good selection system to hire qualified employees, organization can reduce turnover, increase employee retention and ultimately increase critical business outcomes.

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BIBLIOGRAPHY
Aswathappa, K (2002) Human Resource and Personnel Management, 3rd edition, Tata McGraw-Hill Publication Pvt. Limited, New Delhi. Dessler, Human Resource Management, Prentice-Hall, 9th edition. Kothari C.R., Research Methodology- Methods and techniques, new age international publishers, 2007, 2nd edition.

WEBLIOGRAPHY:-

www.icicibank.com

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QUESTIONNAIRE
Q.1. Does human resources planning plays an important role to determine the number and types of people for an organization needs? a. Yes b. No c. Can't say

Q.2. Does findings right people and putting them a right job the most important challenge for the organization? a. Yes b. No c. Can't say

Q.3. Do you understand the real concept of recruitment and selection? a. Yes b. No c. Can't say

Q.4. Does the recruitment system able to attract highly qualified and competent people? (a). Yes (b). No c. Can't say

Q.5. Does selection the process of differentiating between applicants in order to identity? a. Yes b. No c. Can't say

Q.6. How did you come to know about the organization? a. Newspaper c. Consultancies b. Magazines d. Websites

Q.7. During interview, what was the main emphasis on the interview was on? a. Working efficiency d. Personality b. Working knowledge d. Above all

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Q.8. Are you satisfied by the selection procedure of your company? a. Yes b. No c. Can't say

Q.9. What is your experience about the behavior of the people involved in selection procedure? a. Excellent c. Good b. Very good d. Bad

Q.10. Does the company have proper job description and job specification for recruiting the employees? a. Yes b. No c. Can't say

Q.11. Does the recruiting programme able to generate an adequate no. of reasonably qualified applicants? a. Yes b. No c. Can't say

Q.12. Which type of interview is conducted by the company? (a). One-to-one interview (c). Panel interview (b). Sequential interview (d). No Response

Q.13. Do interviewers posses the appropriate knowledge and skills to select the employees? (a). Yes (b). No (c). No Response

Q.14. When you submitted your application in the company, what factors did attract you towards the company? (a). Companys Image (c). Others (b). Remuneration (d). No Response

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