Summer Training Project Report On Recruitment & Selection A Executive at Urban Cooperative Bank Ltd.

Bareilly

at

Submitted in Partial fulfillment of Degree of Master of Business Administration M.J.P. Rohilkhand University, Bareilly
Session : 2012-14

Submitted To: Dr. Sanjay Mishra

Submitted By: Mohit Kumar MBA (General)

IInd Year

ACKNOWLEDGEMENT

This says A journey of thousand miles begins with a single step. I could not have dared event to think in my remotest dreams about taking. A single step in this direction had it not been for my guide Anjali Verma, Bank Assit. Urban Co-operative Bank Ltd, Bareilly.

I take this as an opportunity to express my profound gratitude for the over. Whelming support I got from him during the course of my project. My parents & sister was a great propelling factory for the completion of this work. I thank them from the core of my heart for their cooperation. Last but not the least; I thank God for bestowing these benign benedictions and for being with me throughout.

(MOHIT KUMAR) MBA (General)

CONTENTS CHAPTER-1 INTRODUCTION CHAPTER 2 COMPANY PROFILE CHAPTER 3 OBJECTIVES OF THE STUDY CHAPTER 4 RESEARCH METHODOLOGY CHAPTER 5 ANALYSIS AND INTERPREITION OF EXECUTIVE RECRUITMENT CHAPTER -6 CONCLUSION

PREFACE
The Indian industry is making its mark in the world economy with the coming of globalization the export opportunity increase for the industries. For exporting the industry most develop well at the grass level first. It is possible only when the company has good professionals who can guide the company well in the complex business environment. But good professionals can be obtained only when they are trained both theoretically & practically. The students are taught theory in the colleges but practical knowledge can be obtained only by visiting the industries and gaining knowledge by actually seeing them working in the company. The students when trained will help the company to grow. A well trained professional understands the values of team and will make a good team and take the company to its highest prosperity stage. Through this Marketing report I express my sincere gratitude through all those people who helped me in the preparation of this project which really has been a great enlightening and a learning experience for me. This project gives a deep prospective and outlook about the company which has been compiled by handwork, devotion, dedication and deep study of the available.

Mohit Kumar MBA (General)

IInd Year

DECLARATION
I hereby declare that this project report entitled Recruitment & Selection of Executive at Urban Co-operative Bank. Ltd. submitted in the partial fulfillment of the requirement of Department of Business

Administration, Bareilly is based on primary & secondary data found me in various departments, books magazines and websites & collected by me in under guidance of Bank Assit. Mrs. Anjali Verma & Mr. Shripal Kashyap (General Manager)

Date : .............. Mohit Kumar MBA (General) II Year

CHAPTER 1

INTRODUCTIO N

INTRODUCTION

India is a country where 1,027,050,247 inhabitants living in the area of 328.73 million hectares of which 70% of the populations live in rural area. It has 28 status, 7 Union Territories, 267 districts and total of 6,82,862 villages. Agriculture is the predominant sector in the economy which contributes 25% in GDP. Out of 397.22 million total work forces, 58.4% engaged in agriculture. The country categorized under the category of developing countries which are featured by low per capita income, greater dependence on agriculture, large scale of unemployment, low level of productivity, high density of population and suffering of capital deficiency. The per capital income of an Indian was 450 US $ in 1999 and 37% of the population were BPL. It has also 12.5% saving rate which hampers the capital formation and low productivity. The Co-operative Movement in India is the large in the world. There are above 5 lakes co-operative societies network all over the country having membership of above 20.45 corers. At the grass root level there are more than 1, 00,000 primary Agricultural Credit Societies having above 8.74 corers peasant members. Total 98% of the villages of the country are availing different financial services. India is a first developing country in the world which has successfully tried

economic development in both rural and urban areas through cooperative movement. The co-operative movement has become veins and arteries of life blood of social life of Indian people. Growth of Co-operatives Movements in India The growth of Co-operative Movement in India is divided into three parts vesper-independence period, post-independence period and present scenario. Pre-independence Period During the pre-independence period, the Co-operative Credit

Societies Act, 1904 which gives rise to the co-operative movement and also the co-operative Societies Act, 1912 cover the rise of all other co-operative societies in India. The co-operative emerged as a socialistic strong force against the exploitation and promoted and protected the economic interest of the weaker sections. It gives life blood to the labor, the workers, the artisans and the consumers. It gives the loud voice of unity to check the exploitation of poor class people without considering their caste, sub-caste and religion. Thus, it also helped in social justice and quality of man and woman. It built the society for the individual as well as for development of all the members of the society. Thus co-operative movement has played dynamic significant role in the life of Indian poor.

Post- Independence Period The attainment of independence in 1947 and the consequent establishment of National Government in the country came in as a fountain of inspiration for the co-operative movement. Unlike the European countries, the development of co-operative institutes in India was thrust up or by the government. It has taken various steps to organize, reorganize and develop co-operative movement from time to time as per the recommendations of various committees such as: All Indian Rural Credit committee 1951-54 Committee on Co-operative Law, 1956 MIRDHA committee on Co-operative, 1965 Chief ministers and ministers conference for Co-operation , 1968 Committee on Co-operative Law for democratization and professionalization of management in co-operative, 1985. The Co-operative planning committee has stated rightly that The co-operative society has an important role to play as must suitable medium for the democratization of economic planning. it provides the local unit which can fulfill the dual function of educating public opinion favor of a plan and of executing. In fact, cooperative movement is for the basis of planned growth and socioeconomic development of the marginal poor.

In this period number of societies with different objectives of economic activities was started functioning. There are two main trends one is attached to the rural sector and the other is attached to the urban sector. The rural trend includes rural credit, supply of Agriculture inputs such as seeds, fertilizers, pesticides and insecticides and services supportive for agricultures and insecticides and services supportive for agriculture; agro-based cottage and small scale industries, processing storage, cold storage and marketing units of agricultural produce, dairy, animals husbandry labor construction, public distribution systems. The growth of co-operative movement has given birth to diversification of activities such as the co-operative has also entered in manufacture of fertilizers; pesticides and insecticides to fulfill the needs of the farmers, consumers, workers and laborers. It has helped to economic the rural development unemployed and also provided The dairy employment people.

development like the Anand and their most popular brand Amul has provided the socio-economic development of the rural poor of Indian farmers is possible through co-operative movement at large scale. The must developed part of co-operatives is credit co-operatives and it has risen to core competency of Indian co-operative movement. The financing structure is based on three tier systemApex Co-operative bank at the state level, primary agriculture credit societies and urban credit societies at the primary grass root

level and the central co-operatives banks at the district level at the middle level and act as the intermediaries also. The land development bank also has three tier operating structure. In some states, these land development banks have unitary structure and their branches are spread all over the states. Present Scenario

The all India co-operative week is celebrated each year during the third week of November coinciding with the birthday of late pundit Jawaharlal Nehru on 14 t h November. This year India co-operative movement was celebrated on 54 t h all India co-operative week from 14-20 November, 2007. The main theme of the co-operative week is green revolution and socio-Economic programmers through cooperative. Co-operative has been the part of the system, since man learnt to share. In concrete form, co-operatives have been part of the economic system for more than 100 years now. Significant role and theoretically there is no better organizational form than the cooperatives. They have been recognized as a balancing factor between the public and the privet sectors. In the present context of market economy, co-operative are much more relevant than in the Past. In the globalize world, when the policies are more focused on Global market and everything is viewed in the context of wider socioeconomic system, the vulnerable section of the society are left out.

Co-operative at present time is ideal instructional device for the growth of vulnerable and marginalized sections of the society. They can enable these groups to seize opportunity thrown open in the globalize economy. The National bank of Agriculture and Rural development

(NABARD),is the supervisory authority for rural co-operative, NABARD was set up in 1982 under the aegis of the RBI for supervision and refinance of Rural co-operatives.

CHAPTER 2

BANK PROFILE

PROFILE OF THE URBAN CO-OPERATIVE BANK LTD. , BAREILLY

A. PROFILE OF THE DISTRICT

Bareilly is a B a class city. It is developed district among

the 70 districts of Uttar Pradesh State. the district has an area of 4120 sq. Km. Its neighboring districts are Rampur, Badaun, Shahjahanpur, Pilibhit and Udhamsingh Nagar in the direction of North to South and East to West respectively. There are 15 blocks and 2070 villages in the district. It has also a population of 36, 18,599 of which 24,27, 140 living in rural villages and 11, 91, 450 are living in towns and one city. Some profile of the Bareilly District has given below: (i) i. ii. iii. Infrastructure and Others : Area (Km2.) No. of Towns No. of Inhabited Villages 6 2070 4120

(2) i.

Human Resource Pattern (2001) total Population (a) Male (b) Female (c) Rural (d) Urban 19,34,120 16,84,470 24,27,140 11,91,450 878

ii. iii.

Population / sq. km. No. of families under BPL Category as per 2001 Census Rural Urban Hospitals Ayurvedic

1,07,320 71,940 52

Homeopathic Unani Samudaik Swasth Kendra P. M.C (Prime Medical Centers)

25 9 5 61

IV. I. II. III. IV.

Irrigation source(area in hectares) Private canals Tankers Wells Others Total 1360 6532 89 105406 113387 120 32

V. Banking infrastructure (No. of offices of which : i. ii. VI. National Banks Other public sector Banks Other Cooperative Banks of Which a. b. c. d. e. f. g. No. of PACs No. of DCBs State Coo. Agril and Sugar Cane Societies Urban Cooperative Banks Milk Federations Primary Industrial Societies 142 22 22 6 1 433 69

PROFILE OF THE URBAN CO-OPERATIVE BANK LTD. In furtherance to the development of the cooperative movement in the district, the need for establishment of separate machinery for the distribution of finance in the rural Urban areas was felt vigorously and hence the Urban Cooperative Bank Ltd. Came into existence as a Central Finance Agency to meet the financial requirement of the various cooperative in the district. The Urban Cooperative Bank came into existence on March 2, 1995 working started on Nov. 5, 1996, which was the first centrally computerized & fully A/C Bank of Bareilly City. The Bank first chairman was Mr. Santosh Gangwar. The area of operation of the bank is in Bareilly district. Despite the fact that there is stiff competition from the Nationalized and district co-operative Banks, which have fairly large network in the district, but the bank has maintained its business share in the district and even industry level. Since last 12 years the banks rendering remarkable services in its members and depositors. As a financing Agency in the district, the Urban co-operatives Bank LTD platform on which the co-operative societies in the district use to maintain their reserve fund deposit and others, besides which the SLR investments in the form of deposits are being Kept with the Zila Sahakari Banks by the Urban cooperative Banks.

A Urban co-operative Bank LTD is a federal society of all primary societies in the district. This bank provides financial accommodation to village primaries which require finance for providing it further to their members. The Urban co-operative Bank LTD fulfills the needs of its member societies. The Urban co-operative Bank play a great role in the development of Agricultural credit. It services as connecting link between the State co-operative Bank and primary cooperative credit societies as I have mentioned above.

They act balancing center by transferring the fund of those societies which have a surplus to other with a shortage of fund. Thus the Urban co-operative bank occupies a position of cardinal in importance in the co-operative credit Movement largely depends upon their financial strength. In view of this development and success of these banks can play a great role in the promotion of the infant co-operatives?

Branch

At present the bank has 6 branches including head office. Which is situated at A-block DeenDayalpuram pilibhit road Bareilly Branches are situated in Prem nagar/ C.B. Ganj, Civil Lines, shyamganj, Nawabganj, Subhash Nagar Ocean Bareilly?

Bank operations

All branches are working overall 365 days in the year.

Membership. The constitution of the bank is of a mixed type consisting g of both individuals and cooperative societies as members. However, as advised by the Cooperative Department affiliated members. MANAGEMENT S. No. 1 2 4 Name Mr. Santosh Gangwar Mr. Paramjeet Singh Oberoi Dr. Promod Kumar Saxena Post Chairman Asstt. Chairman Director Address 22, Choudhray Mohalla, Bareilly E- 1054, Rajendra Nagar, Bareilly Sumanglam, Shrinathpuram Colony, 3 5 6 7 Mr. Ram Gopal Gangwar Dr. Suresh Chandra Rastogi Dr. Umacharan Gangwar Mrs. Munni Devi Gupta Director Director Director Director Nainital Road, Bareilly Near Shishu Mandir C.B.Ganj,Bareilly 215, Biharipur, Kuncha Dalchandra ,Bareilly 43, Garden City, Pilibhit By pass, Bareilly A-247/2, Rajendra Nagar, individual membership of the bank has been discouraged. On 31.3.2008, the Bank has 5469

8 9 10 11 12

Mr. Prem Babu Gangwar Mrs. Sheela Arya Mrs. Long Shri Devi Mr. Puttu Singh Mr. Manish Agarwal

Director Director Director Director Director

Bareilly Aadarsh Nagar, Nawabganj, Bareilly 35- M- 7-A, Rampur Garden, Bareilly. Sector-3 H.No.3, Greater Green Park, Bareilly Gayatripuri, Veersavarkar Nagar, Delapeer, Bareilly 449, Sahukara, Bareilly

Common practices followed by Urban Co-operative Bank Ltd. Display of business hours: All blanches prominently display business hours including banking hours in the banking hall. They also display the calendar of holidays of whole year to be done by bank.

Display of Interest rates:

As and when the bank changes interest rtes for various deposit schemes as well as advances the same are displayed on the notice board provided in the banking hall. Details relating to various schemes: Pamphlets giving details relating to various deposit and credit schemes offered by the balance are available with the branch manager. Details pertaining to fast collection of outstation chqgues are also displayed in the banking hall of branches participating in such collections. Fair banking practices: All Bank customers are requested to follow the below given simple practices which will enable them to safe-guard their money with the bank and facilitate quick transactions in their accounts with greater degree of reliability. Ensure safe custody of cheque book and passbook. Preferably use reverse carbon while writing a cheque Issue crossed / account payee cheques as far as possible. Check the details of the cheque, namely, date , amount in words and figures, crossing, etc. Lending programmes :-

The customers, on request would be briefed about the basic lending norms, adopted by the Bank. For assessing a credit proposal we generally take into consideration interali the following. Customers financial status and dealing and his credit rating. Information from other banks / credit reference Agencies about customers past experience and financial dealings. Customers age, back ground and Experience in just a position with the technical feasibility and economic viability of a credit proposal. Customers capacity to repay the loan as per terms and conditions applicable in each case. The bank will process the proposals within reasonable time depending the availability of the requisite information / data.

Locker and safe custody facility:-

The bank offers locker facilities as well as facility for keeping valuables in safe custody. Bank display this information in their banking halls. The major Aspects covering this service are : Locker may be hired by individual, films limited companies, specified associations and societies etc. Minors are not allowed to open lockers. Lockers are rented out for a minimum period of 1 year, the rent is payable in advance. The bank allows payment of Interest accrued available from Fixed deposit receipts specially lodged with the branch for payment of such rent. Over due rent will attract penalties are decided from time to time. The bank reserves its right to break upon the locker if the rents is not paid.

Cash Certificate scheme of urban Co-operative Bank Ltd.

S. No. 1 2 3 4 5

Deposit Rs. 6,177/Rs. 30,885/Rs. 61,770/Rs. 1,12,540/Rs. 1,82,310/-

Cash Certificate which will be receivable Rs. 10,000/Rs. 50,000/Rs. 1,00,000/Rs. 2,00,000/Rs. 3,00,000/-

CASH CERTIFICATE SCHEME FOR SENIOR CITIZENS S. No. 1 2 3 4 5 Deposit Rs. 588/Rs. 29,420/Rs. 58,840/Rs. 1,17,680/Rs. 1,76,520/Cash Certificate which will be receivable Rs. 10,000/Rs. 50,000/Rs. 1,00,000/Rs. 2,00,000 Rs. 3,00,000/-

Marketing of services. In their promotional activities they will be fair & reasonable in highlighting. The salient features of the schemes marketed by them, Misleading or unfair highlighting of any aspect of any scheme/ service marketed by the Bank, Leading to unfair practice shall not be resorted to by the Bank.

Service Charge Details pertaining to service charges are available in a

comprehensive booklet by the bank. This booklet is in the custody of the Branch Manager. Any customer desiring to check upon any specific service charge can avail of this booklet and clear his doubt. The bank also offers concessions / at par remittance as well as collection facilities in selective cases. Accountability We have over the years built up a fairly reliable system fixing account ability for errors / lapses in provision of services. Most of the complaints are redressed on the spot. Incase, the Manager at the grassroots level is unable to redress a particular complaints, the same in referred to higher authority for disposal with in 45 days. Details of the redressed system are also available at each and every branch office. Transparency There is absolutely no secrecy regarding the service offered by our blanches and the procedures that are followed by the Bank. Basic Information relating to rules and regulations Governing the services are made known to all customers at all points of delivery. This transparency, we believe, help in strengthening are bonds with each and every customers.

Zero Corruption The Banks is totally communities to provide all its services at charges which are specified and laid down. We homour the above prinoide and request our customers not to pay any bribe but report the same immediately to the competent authority in case they are being forced by any of our staff members for any favour, in kind or otherwise. Anonymous complaints will not be entertained.

PERSONNEL The total strength of staff as on march 31 2008 was as under : General Manager Sr. Manager Manager First Grade Officers 2nd Grade Officers Clerical Staff Class Iv Total 1 1 3 2 9 32 23 71

Q UALITIES

All day from morning 9.00 and 5.00 pm deposit & withdrawal facility.

 First fully computerized Bank of Bareilly District. Comparison to other Banks 1% more Interest on Deposit. Draft facility for whole country. All seven days works in a week. All Banking facility Lockers facility. Choice We understand that the customer is bound to choose among the various Banks operating in the Industry. This makes it all the more necessary for us to introduce from time to time innovative ideas and technology which will translate into better service being offered by us.

Urban co-operative Bank Ltd.

Time norms for various Banking Transactions For cash payments Through teller : 3 to minutes.

Through cashier Receipt of cash For issue once of DD/FDR Payment of demand drafts Payment of fixed deposit receipt Opening of an account Retirement of bills Updation of pass books

: : : : : : : :

8 to 15 minutes. 10 to 20 minutes. 15 to 25 minutes 10 to 20 minutes 15 to 20 minutes 20 to 25 minutes 20 to 30 minutes. 5 to 15 minutes.

Collection of cheques : Local Outstation 4 days for National Clearing 10 days in case of state capital 14 days for rest of the country. CASE MANAGEMET STSTEM: Bank has established a cash management system which ensures optimum utilization of Cash hand at all the branches. The Local branches collects the information about the cash in hand and balances : 1 to 4 days

with other banks of all the branches in the district and all Local level branches coveys the information about the same on daily basis to Funds management Department of Head Office which consolidates the information and takes necessary decision for investment of surplus resources. This system enables for speedy disposal / investment of surplus funds so as to earn more interest income as well as it is useful for maintaining adequate liquidity. INSPECTION & AUDIT: Inspection of the Bank is always doe by the officers of Reserve Bank of India at Regular Intervals Last Inspection was done on 31.3.2008. As far as Audit is concerted the district Audit officer Bareilly has given certificate after doing Audit on 31.3.2008, which is being attached in the Balance sheet of company. Achievement: To sever all the pupil of Bareilly this bank provides their services 365 Days i.e. providing services on all public holidays. The timing of Pram Nagar Branch is from morning 8 Oclock to 9 Oclock at night. All class of society are availing benefit of this facility especially business class is computerized the customer avails all the facilities full doss till Bank closed.

CHAPTER 3

OBJECTIVES OF THE STUDY

BANK OBJECTIVES

Promoting price stability in the euro area

The Bank promotes price stability in the euro area through participation by the Governor in the Governing Council of the European Central Bank (ECB). For this purpose the Bank conducts economic analysis and research. The Bank is also responsible for the implementation in Malta of the Governing Council's monetary policy decisions. Contributing to the stability of the financial system The Bank contributes to the stability of the financial system through ongoing macro surveillance of the infrastructure, financial institutions and markets and by monitoring and assessing the implications for financial stability of economic and financial developments, both domestically and in the euro area. As part of its early warning system, the Bank analyses data to identify sources of risk and tests the resilience of the financial sector to withstand eventual shocks. This approach is supported by the development of a sound framework for the management of crisis situations and of contingency procedures. Ultimately, in order to safeguard financial stability, the Bank acts as lender of last resort.

Promoting, regulating and overseeing sound and efficient payment and securities settlement systems The Bank promotes, oversees and regulates the operation of, and the participation

in, domestic payment systems as well as any form of cash or security transactions, whether domestic or cross-border. This role relates both to retail and wholesale payment systems, including the instruments used, and involve the establishment of policy and the monitoring of payment and securities settlement developments. In exercising its oversight role, the Bank promotes a competitive, safe and efficient payment services environment. Supporting the development of financial markets The Bank promotes and supports the further development of the domestic financial market with the aim of facilitating its smooth and effective integration into the Pan-European market.

Providing and promoting efficient currency services The Bank issues euro bank notes and coins in accordance with the Treaty establishing the European Community and in line with the Statute of the European System of Central Banks (ESCB) and of the ECB. The Bank is responsible for providing notes and coins to meet demand from the public. The Bank also ensures the authenticity and quality of currency in circulation through the withdrawal of counterfeit and damaged notes and coins.

Optimizing the returns on financial assets through prudent investment practices The Bank holds and manages a portfolio of foreign and domestic financial assets. It seeks to maximise the return on financial assets subject to prudent investment practices. The Bank is also responsibl for managing its share of the pooled portion. Collecting, compiling, disseminating and publishing statistics

The Bank compiles economic and financial statistics in accordance with international standards. These are provided to the ESCB and other international and domestic users. Statistics are made available through the Bank's regular publications, its website, the publications of the ECB and other international organisations. Advising the Government generally on financial and economic matters The Bank acts as an executive to the Government on financial and economic matters. In offering independent advice, the Bank contributes to sound policymaking. The Bank is able to do this on the strength of its expertise, its reputation and its independent status. The Bank also acts as banker and agent to the Government. SOME OTHER OBJECTIVES OF URBAN CO-OPERATIVE BANKS ARE AS FOLLOWS

Motivating and developing skilled staff. To this end the Bank adopts appropriate recruitment and reward strategies and provides its staff with opportunities for training and development.

Procuring the necessary resource inputs and maintaining the organisation's physical infrastructure in a cost-effective manner to ensure a congenial and secure working environment.

Maintaining a sound financial control system capable of delivering accurate and timely statutory and management information and designed to ensure that the Bank's needs are effectively met within established budgets.

Enhancing the flow of information both within and outside the Bank. This is made possible through the sustained development of information and document-handling systems, and of the appropriate information technology infrastructure.

Maintaining a risk management framework which provides a common methodology for the identification, assessment, reporting, monitoring and treatment of risks. This is complemented by a sound business continuity management programme.

Operating an independent and objective assurance and consultancy function designed to add value and improve the Bank's operations. To encourage thrift, self-help and co-operation among members. To accept deposits of money from the public, repayable on demand or otherwise and withdraw able by cheque, draft, order or otherwise, for the purpose of lending or investment.

To lend or to advance money either upon or without security to members and to others. To draw, make, accept, discount, buy, sell, collect and deal in bills of exchange, hundies, promissory notes, coupons, drafts, bills of lading, railway receipts, warrants, certificates, scrips and other instruments and other securities whether transferable or negotiable or not.

To receive all kinds of bonds, scrips, valuables on deposit or for safe custody or otherwise. To provide safe deposit vaults. To carry on and to transact every kind of guarantee and indemnity business on behalf of constituents. To manage, to sell and to realize any moveable or immoveable property which may come into the possession of the bank in satisfaction or part satisfaction of any of its claims?

To open branches and pay offices, with the permission of the Reserve Bank of India within the area of operation of the Bank so as to provide banking services to the public.

To prepare and to finance schemes for amelioration of the financial condition of members. To provide financial and technical assistance to self-employed persons for setting up their own business and finance the small scale and other industries as are permitted by the Reserve Bank of India from time to time.

To enter into participation arrangement/arrangements with any other Bank or Banks or financial institutions with the object of making loans and advances.

To do any other form of business as specified in clause(1) of section 6 of the Banking Regulation Act, 1949 (As applicable to Co-operative Societies)

To do all such other things as are incidental and conducive to the promotion or advancement of these objects and of the business of the bank.

To rationalize the existing regulatory and supervisory approach keeping in view the heterogeneous character of entities in the sector To facilitate a focused and continuous system of supervision through enhanced use Of technology. To enhance professionalism and improve the quality of governance in UCBs by providing training for skill up-gradation as also by including large depositors in the decision making process / management of banks.

To put in place a mechanism that addresses the problems of dual control, given the present legal framework, and the time consuming process in bringing requisite legislative changes

To put in place a consultative arrangement for identifying weak but potentially viable entities in the sector and provide a framework for their being nurtured back to health including, if necessary, through a process of consolidation To identify the unviable entities in the sector and provide an exit path for such entities.

OBJECTIVE OF THE BANK Following are the main objective of the bank. 1. To act as balancing center of finance for the primary societies in the district by providing them with funds when they a shortage and by serving as a clearing house for their funds which are surplus. 2. To encourage thrift and collect savings from member and other. 3. To provide a safe place for investing the reserve of primary societies. 4. To provide other facilities to the members. 5. To develop and extend banking facilities in rural and urban areas. 6. To develop the cooperative movement in the district on sound lines and to act as friend, philosopher and guide. 7. To supervise guide and control the working of member societies. 8. To encourage cooperative societies for social welfare.

COMMITMENT TO CUSTOMERS

In all their promotion al activities, They will be fair and reasonable in highlighting the salient features of the schemes marketed by them. Misleading or unfair highlighting of any aspect of any scheme / service marketed by the Bank leading to unfair practice shall not be resorted to by the Bank. In Commemorating the 11 t h Annual Report 2006 2007 they have committed that they will do every effort to cover all the aspects of Bareilly. They will provide loans in all sectors after tie up with ING Vysya Life Banking they have entered in Insurance. In their sector also continuing endeavourer to serve their customers better, they have full day business hours for public transaction at the branched on all week days. They have all no holiday branches. These branches are open all 365 days a year. MISSION

To be a Top class Bank to achieve sustained growth of business and profitability, fulfilling socio economic obligation, excellence in customer service; through up gradation of skills of staff and their effective participation making use of state of the out technology Banking has changed rapidly and Urban Co operation Bank Ltd. Has worked hard to adapt to these changes. The banks looks forward to the future with excitement and a Commitment to bring greater benefits to society.

Urban co operation Bank Ltd, with years of dedicated service to the Nation through active financial participation in all segments of the economy Agriculture, Industry, Trade & commerce, service sector, Infrastructure sector with tie up of ING. Vising it is giving vast service in Banking sector also. It has a network of six specialized and computerized branches including head office in Bareilly District in India. Urban Co operation Bank Ltd. Matched with Dynamism and Growth!

ADMINISTRATIVE SET UP: As on march 31 2008 the urban cooperative bank has staff strength of 71 .the organizational chart is stated below:
Chairman Board of Directors General Manager General Manager / Secretary Sr. General Manger/ Sr. Manager Branch Manger

Assistant Manager

Accountant

Clerk/Cashier

Driver

Peon

Special Features of Urban Cooperative Bank Ltd. Free Accidental Banking of Rs. 50,000 of Saving A/C Depositors. Free accidental Banking of Rs. 100000 of Share holders. Interest Rates on Lon & Advances are transparent is less than other Bank. All deposit are Insured 1% more Interest on Deposit in comparison to other Banks. Facility of Agriculture loans. Easy loan facility to salary Employee. Draft facility for whole country. 365 days service in a year. Serve morning 8 O clock to 9 O Clock till night in city. Attractive schemes of vehicle loan, House Loan, & Business Loan. Locker facility available at all branches.

It can be seen from the above composition that the representation is fairly comprehensive, some of the powers of the board are delegated to executive committee & other 4 sub comities for smooth working of the bank. Cash certificate scheme of urban bank as per pamphlet..

OBJECTIVE OF THE STUDY .

OBJECTIVE OF PROJECT REPORT:1. To recruit the executive for the company. 2. Benefits for Executive s & how they will be part of the company. 3. Analyses the mental level of the persons for the job requirement in Urban Cooperative Bank Ltd. 4. Activate the dead Executive by a query solving method. 5. To find out is the visibility if Urban Co-operative Bank Ltd Better from competitors. 6. To calculate the market of different Banking Services in Bareilly. 7. To find out the main factor of the buying behavior of the customer. 8. To know the level of customer & Executives satisfaction regarding product.

CHAPTER 4

RESEARCH METHODOLOG Y

Fundamental to the success of any formal research project is sound research methodology. A research design purely and simply the framework or plan for a study that guides the collection and analysis of the Data. The methodology adopted for the purpose of this study was:1- Primary Data collection 2- Secondary Data Collection Primary 1(i) Primary Data collection method The research was conducted using primary as a source of Information and the method adopted was surveying survey is the most commonly used of primary data collection in research. This widely used of its extreme flexibility.. (ii) Discussions with the Bank officials were held to collect certain relevant facts for the study.. (iii) Observation method. 2Secondary Data collection method The data collected from Annual reports, financial statements, Annexure, Brochures of Bank and from Interest. 3were Statistical techniques used used i.e. percentage, ratio, different graphics and For data interpretation and presentation some statistical techniques diagrammatical representations were use.

SWOT Analysis of urban cooperative bank ltd. Strength Covered vast areas. High grade services. Efficiency and effective Management Information. On line programmed control. Improve customer orientation. Weakness Not optimum utilization of available resource. Promotion is not good The communication skills of the staff was weak they cant talk in English ] Opportunities Available of lives and reserve is sound . The literacy regarding Banking in Rular areas is increased by the Government campaign. Threats Current per capital consumption of policies in India is far less, then other countries. A advantage of economics of scale, advanced technology, low cost of finance.

 Cheaper power tariff etc. RECRUITMENT OF EXECUTIVE Urban Co-operative Bank Ltd is a private bank in Bareilly You could be a part of the growing Urban Co-operative Bank Ltd family. Below for further details on working with Urban Co-operative Bank Ltd. Be an Executive Be an Employee

PRCEDURE FOR THE RECRUITMENT OF EXECUTIVES Check the parameters, What they will do. Every body is invited & selection is conducted under this parameter where at least :- 3-4 Yes is mediatory. Yes 1. Age >= 25 1 1 1 1 1 2. Graduate (Must be) 3. Family Income >= 2 Lac 4. Married 5. Living in city last 5 years DOCUMENTATION REQUIRED To work as executive the document required by the company. 1. 2. 3. Passport Size Photographs 7 Age Proof - Xth Mark sheet (Photocopy) Proof of graduation (Photocopy) Address Proof :- Telephone bill, Elect. Bill Etc. No 0 0 0 0 0

BE AN EXECUTIVE Being an Urban Co-operative Bank Ltd executive can be an enriching and exciting career option. It's an opportunity to associate with an industry leader, be in touch with the latest and finest Banking practices from around the globe, and grow both personally and professionally. Here are some of the benefits of being an Urban Co-operative Bank Ltd Life Executive : Unlimited earning potential A clear career path All round support through exclusive advertising, your own in-house consultant, and world-class training. A comprehensive benefit package.

What does it take to be an Urban Co-operative Bank Ltd Executive ? Training Careers Rewards & Recognition

What does it take to be an Urban Co-operative Bank Ltd Executive ? At Urban Co-operative Bank Ltd, we believe that our Executive s are our ambassadors to the customers. They are a key source of business for the organization, and are the continuing link with our clients. That is why, we take a lot of care in recruiting and developing our executive force, so that we continue

to set higher standards of quality in service and salesmanship. To cater to the needs of the knowledge-oriented marketplace, we look for graduates who are service-oriented, good communicators and enjoy meeting new people. Prior sales experience is an added benefit. Some of the qualities we seek are: Self-motivation A master communicator A go-getter A graduate

TRAINING At Urban Co-operative Bank Ltd, we understand the importance of training in a dynamic business environment. Our Executive s go through both generic and specific, professional programs that help them remain well-informed and knowledgeable about the company's products in the market. There is a further focus on soft skills such as communication, managing long-term relationships and selling skills, which are very relevant in a service-driven industry like life insurance. State of the art infrastructure training facilities coupled with an excellent faculty, guarantee an exceptional learning environment. For Executive s who might be occupied with their daily business/professional routines, Urban Cooperative Bank also offers convenient training options such as on-line and selflearning are also provided by the organization.

. CAREER At Urban Co-operative Bank Ltd, career development is emphasized upon from the very day the executive joins the system. Though individual meetings with his or her manager, the executive can discuss various issues related to business development and career enhancement. Expectations from the organization in terms of chalking a career in the Banking industry are also discussed. TIGER TEAM : Urban Co-operative Bank Ltd offers the "Tiger Team" programme for identified high potential Executive s. Hand picked by the management, these Executive s are placed on a fast-track career path and recognized as 'Tiger trainers'. The Executive s can participate in this programme, subject to certain criteria being fulfilled. PINNACLE PROGRAM : Absorption into the management is another

career enhancement option provided at Urban Co-operative Bank Ltd through the Pinnacle Program. This program helps Executive s build a full time career as a unit manager in the organization, offering great potential for managing a team of Executive s and personal development. 'Fast track Pinnacle' programme is also available to Executive s who are able to meet the performance criteria within the stipulated time.

Rewards and Recognition Urban Co-operative Bank Ltd Executive s are constantly recognized and rewarded for their performance. Numerous contests all year round promote healthy competition amongst Executive s and recognition for their efforts. Depending on the level of business the executive achieves in a year, he or she can become a member of various clubs such as the President's club,

Be An Employee Urban Co-operative Bank Ltd offers exciting career opportunities for people from a variety of streams. Read on to find out more about how each of the functions contribute to our growing business. Distribution Customer Service & Operations IT Marketing Finance HR Business Excellence

You can apply for jobs at Urban Co-operative Bank Ltd Life Banking through our e-recruitment section. Marketing

The Marketing function at Urban Co-operative Bank Ltd covers an array of activities - brand and media management, channel support, direct marketing and corporate communications. The Brand and Communications team is in charge of advertising, consumer research, media planning & buying and Public Relations; that helps develop and nurture Urban Co-operative Bank 's corporate identity while effectively communicating its varied product offerings to the customer. Channel marketing provides support to the sales force by streamlining the design and development of collaterally and sales tools across distribution channels. The Direct marketing team was set up to generate high quality leads for profitable business. The team achieves this through target database acquisition and communicating customised product information through e-mailers, telemarketing and innovative direct mailers. Finance Finance function in Urban Co-operative Bank Ltd is committed to create an infrastructure that is aligned to shareholder expectations. Finance basically comprises of four functions. Corporate Planning and MIS provide feedback on business strategies. This includes driving the budgeting process, providing strategic inputs for decision-making and management reporting and analysis. The Accounts function includes preparation and maintenance of financial records, funds management, and expense processing and treasury operations. Compliance ensures that every action is within the regulatory framework. This includes reviewing compliance requirements and supporting the ethical framework of I Urban Co-operative Bank Ltd life. Internal audit provides assurance to the management over the organizations' control framework and includes process risk

management, assessment.

information

security

assessment

and

business

continuity

Human Resource The people strategy of Urban Co-operative Bank Ltd is "To build a committed team with a culture of innovation, learning and growth. The Human Resource Function at Urban Co-operative Bank Ltd drives the people strategy of the business. With its initial focus on operational excellence to deliver benefits and services to staff members, HR is now committed to building capability through state of the art processes. A robust performance management system, compensation system and a segmented training architecture enable it to deliver value to the organization. Business Excellence The Business Excellence function is committed to building a quality mindset across the organization. Urban Co-operative Bank Ltd is the first organization in the Banking Industry that has adopted the Six Sigma Methodology for process efficiency and measurement. The team is also driving the Malcolm Baldrige framework across the organization, an intervention that examines management of key inputs for Business Excellence. Market study With dissemination of economic information getting faster, more detailed and more analytical, financial institutions are compelled to understand more thoroughly the intricacies of economic data and the conduct of government and

central bank policy. Detailed understanding of economic indicators and market reactions to such information can provide critical leverage for staying ahead of significant market moves. Our attempt, at URBAN CO-OPERATIVE BANK Treasury, is to provide our clients with the highest quality research to develop a more informed perspective. URBAN CO-OPERATIVE BANK also strives to be a centre for leading research on financial engineering in India, particularly in the area of valuation of securities, risk management and derivatives. We aim to use this platform for sharing this research with you. From loans to guarantees to leasing finance, Urban Co-operative Bank Ltd covers a gamut of Corporate Finance services. Combining experience with an indepth understanding of client requirements, Urban Co-operative Bank Ltd has harnessed new technologies and thought processes to introduce numerous products and services in the area of Corporate Finance. With growing demand for short term and floating rate funds from corporate clients, Urban Co-operative Bank Ltd now also provides a bill discounting facility. As corporates decide to refocus on their core businesses, Mergers and Acquisitions assume great significance. Urban Co-operative Bank Ltd extends its M&A services with the objective of providing effective solutions and turnaround strategies to corporates.

Finance

Maximizing Shareholder Value is a primary objective for most

organizations. In this context, reducing cost of funds, maximizing group synergies and effective balance sheet management become key priorities. The target capital structure and the market conditions at any point largely determine the strategies for managing Finance. While the basic forms of fund raising include debt and equity, innovations in the financial markets have led to the creation of a range of quasi-debt and quasi-equity instruments. There are instruments that can be structured to suit the risk profile of the provider of funds and the requirements of corporate availing of these funds. The actual terms of the funding raised by the corporate can be structured taking into account the interest rate prevailing at a point in time, while other products can be designed to enable an arbitrage on the yield curve.

Investments The section spells out avenues in which you can invest your funds and get wholesome returns. Being fully informed about the market conditions, the fundamentals in the economy and having effective risk assessment tools at your disposal to monitor risk, shall enable you to make right investment decisions involving maximizing returns or minimizing risk. Here we provide you with the latest developments in the financial markets and a comprehensive update on the fundamentals of the economy (Go to 'Market Analysis' ). Together with the Risk Management Tools provided here, one can achieve the right balance of risk and return and the objective of maximizing wealth.

Risk Manager Our proposition is to supplement and enhance the risk management capabilities of the users. Create a platform to the fund managers for taking informed and calculated decisions by providing the necessary information and the necessary financial tool kits for assessing risk. The growing complexities and confluence of the financial markets gives rise to a growing needs of risk-intensive businesses for taking calculated and informed decisions. With the advent of newer forms of risk and the recent developments in risk management today there is a need to make available the sophisticated risk analytical tools to the money managers of the business world. Through the use of these tools one would be able to better manage the their financial and operational risks on a more integrated basis. Here we have aimed at providing the user with an 'Asset/ Liability manager' (ALM Diagnostic) - the financial tools necessary for capturing the sensitivity of his balance sheet to changes in the yield structure and the resultant change in the economic value. The ALM diagnostic would enable Banks and Financial Institutions to perform a simple analysis of the Interest Rate Risk associated with their Balance Sheet by using the Gap Reports Market Analysis

With dissemination of economic information getting faster, more detailed and more analytical, financial institutions are compelled to understand more thoroughly the intricacies of economic data and the conduct of government and central bank policy. Detailed understanding of economic indicators and market reactions to such information can provide critical leverage for staying ahead of significant market moves. Our attempt, at URBAN CO-OPERATIVE BANK Treasury, is to provide our clients with the highest quality research to develop a more informed perspective. Urban Co-operative Bank Ltd also strives to be a centre for leading research on financial engineering in India, particularly in the area of valuation of securities, risk management and derivatives. We aim to use this platform for sharing this research with you.

HUMAN RESOURCE Performance Management We are committed to creating a performance driven culture through effective management of performance of all staff members in a way that is mutually beneficial. We drive the same by linking individual performance objectives to business objectives and evaluating performance consistently and fairly. To know more about the Performance Management system, the philosophy, Goal setting, Appraisal Process, Job Descriptions etc. click on the Performance Management Link.

Training & Capability Development Programs The focus of our Training & Capability Development Programs is to

develop key competencies & skills among staff members so as to facilitate attainment of full people potential. To know more about the glossary of Training Programs and the Training Calendar , click on the Training link. This site also gives you the various Capability Development programmes such as Fast Trax, Advantage, Grand Slam specifically designed for UMs, FSCs and Executive s respectively. HR Policies & Procedures The Policies and procedures laid down here promote the philosophy of the Company with regard to standards of excellence; terms of employment; employee development; and employee services. The objective of this section is to inform you of the Policies related to Travel, Compensation, Mediclaim, Transfers etc.. We recommend that you make yourself aware of the entitlements. PACE The Peoples of initiative P.A.C.E. is an enabler for our People Processes. It is Personalized, Accessible, Convenient and Easy and a key stepping-stone in providing a platform for HR processes that are truly world standard.

WHY YOU SHOULD BUY FROM LIFE BANKING CO. LTD

About Urban Co-operative Bank Life Banking Company

1.

Urban Co-operative Bank is the private player in the Banking Industry in India, with a market share of around 36% amongst the private players.

EXECUTIVE ROLE. To provide ongoing financial advice for his/her clients: Identify future clients Making appointments Conduct financial review meetings with prospects/clients. Close sales Get referrals Provide service to clients. Follows internal sales and reporting system. Working Environment of an Executive /agent. To be a part of world-class sales team. Work from your own office or residence. Work full time or part time (an executive can work part time by undergoing only 50hrs of training and 100hrs training is for full time Executives.) Earn Commission, Bonus & Incentives. No upper limits on earnings. Flexible career.

Opportunities for an Executive /agent. No startup capital required. Flexible working environment. Be your own boss. Unlimited earning potential. To be a part of a world-class team. Commission Structure. Different products will have different commission structures. For example: Single Premium products will have a commission of 2%. Renewal Commission is paid at the following rates: 2nd yr: 7.5% 3rd yr: 7.5% 4th yr: 5% 5th yr: 5% onwards Most preferred profiles to recruit as Executive s/agents. Housewives Income Tax Consultant Chartered Accountant Sales Personnels working in Automobile Dealership Credit Card Co. Telecom Mutual Fund DSAs M Rs

 Doctors Teachers VRS Holders Executive s of other Banking companies Post Office Agents Business Men Accountants OI in an organization How does an Executive /agent work. Firstly an Executive /agent has to make a list of 100 people that he/she knows. Then the Executive /agent makes a call to these clients and tries to fix an appointment. When an appointment is fixed the Executive /agent meets the customer & tries to sell the product. After that the Executive /agent asks for the reference of maximum number of people from the client. The reference is asked in context to make future calls and the whole procedure is repeated again.

ANALYSIS AND INTERPRETATION

1] Do you know about the URBAN CO-OPERATIVE BANK BEFORE join it ?

YES 22%

YES NO

NO 78%

2] Are you satisfied with this organization Recruitment and Selection program?

YES 45%

YES NO

NO 55%

3] Are you satisfied with the Training program of this organization?

NO 35%

YES NO
YES 65%

4] Are you satisfied with the Training time (duration)?

YES 33%

YES NO

NO 67%

5] Are you satisfied with the Salary structure of this organization?

YES 35%

YES NO
NO 65%

6] Are you satisfied with the Working Procedure of Urban Bank?

NO 45%

YES NO

YES 55%

FINDINGS

 Lack of awareness among people about the Urban Co-operative Bank Ltd. Most of the people dont take more interest in Banking Sector. They don't want to rely on commission based job. Selection procedure of Urban is too much long. Training period is too much long and the time also affecting it, because it is too difficult for a businessman or other people to give that much time. Urban Co-operative Bank Ltd is that company which is providing training in their official place, is marvelous because it help to those agents to know the official environment. .

LIMITATIONS

 It was difficult to get time from the person who are busy in there training schedule and there of same work. Since the project had to be completed within eight weeks, it was too short a time to convert the prospective people into Executive s. Since the study involved a through analysis of the Banking market and relative study of various players offering the similar products and that of similar, it required a dedicated labor in term of both time and effort. Since the curriculum did not permit more time, the study had to be very limited.

CONCLUSION

In my project I have basically concentrated on Recruitment and Selection of agent Executives for Urban Co-operative Bank Ltd, effectiveness of this program. I found that although its all process is going well because Urban Cooperative Bank Ltd focus on the retired persons and housewives. Generally, the awareness of URBAN CO-OPERATIVE BANK is low among people, recruitment and selection program was too much long previous. Training is make a great importance but it is too much long and the time also affecting it, so the management should try to reduce the training period and also try to set up training from early morning. The management should try to focus on these problems areas and try to come up with these problems for winning in this competitive environment.

RECOMMENDATION

 Urban Co-operative Bank Ltd needs to spend more on brand awareness, because while talking to people we realized that they don't even recognize the company.

Urban Co-operative Bank Ltd should use the method of newspaper advertisement as this will help them in tapping the market that has remained untouched till now.

Urban Co-operative Bank Ltd should start part time training (like other Banking companies OR online training) because for people like C.A.'s and Self- Employed it is difficult to spend 15 days on training.

Urban Co-operative Bank Ltd should to decrease the recruitment and selection steps because it is a very long procedure.

Urban Co-operative Bank Ltd should be decrease the policy ratio in starting which a agent have to take from customers because it take more pressure to agents.

 Follow-ups should be done in case of those people who had attended the it career seminar in the past but were not able to join for some reasons.

Sales Managers should try new activities to find potential Executive s.

The management should try to reduce the training period and also try to set up training from early morning

BIBLIOGRAPHY WEBSITES: www.newyorklife.com

 www.maxindia.com www.maxnewyorklife.com www.google.com ww.indiainfoline.com www.naukri.com www.ciionline.org www.networkmjgazineindia.com www.expres5computeronline.com BOOKS: C.B.GUPTA T.N. CHABRA ROOBINS OFFICIAL:OFFICIAL RECORDS

QUESTIONNAIRE

1] NAME: 2] AGE: 18-25 25-35 35-above

3] SEX: MALE FEMALE 4] ADDRESS: 5] PHONE NO: 6] DO YOU KNOW ABOUT THE Urban Co-operative Bank Ltd BEFORE JOIN IT? YES NO

7] ARE YOU SATISFIED WITH THIS ORGANIZATION RECRUITMENT AND SELECTION PROGRAM? YES NO

8] ARE YOU SATISFIED WITH THE TRAINING PROGRAM OF THIS ORGANIZATION? YES NO 9] ARE YOU SATISFIED WITH THE TRAINING TIME (DURATION)? YES NO

10] ARE YOU SATISFIED WITH THE SALARY STRUCTURE OF THIS ORGANIZATION? YES NO

11] ARE YOU SATISFIED WITH THE WORKING PROCEDURE OF Urban Co-operative Bank Ltd? YES NO