Project Report On Icici Bank
Project Report On Icici Bank
Project Report On Icici Bank
DEFINITIONS
Thus, the recruitment process begins when new recruits are sought
and ends when their applications are submitted. The result is a pool of
applicants from which new employees are selected.
SUB-SYSTEMS OF RECRUITMENT
The recruitment process consists of the following four sub-functions:-
• Finding out and developing the sources where the required number
and kind of employees will be available.
• Developing suitable techniques to attract the desirable candidates.
• Employing the techniques to attract candidates.
• Stimulating as many candidates as possible and asking them to
apply for jobs irrespective of the number of candidates required.
Management has to attract more candidates in order to increase the
selection ratio so that the most suitable candidate can be selected out of
the total candidates available. Recruitment is positive as it aims at
increasing the number of applicants and selection is somewhat negative
as it selects the suitable candidates in which process; the unsuitable
candidates are automatically eliminated. Though, the function of
recruitment seems to be easy, a number of factors make performance of
recruitment a complex one.
1) INTERNAL FACTORS
• Recruiting policy
• Temporary and part-time employees
• Recruitment of local citizens
• Engagement of the company in HRP
• Company’s size
• Cost of recruitment
• Company’s growth and expansion
2) EXTERNAL FACTORS
INDUCEMENTS
Organisational inducements are all the positive features and benefits
offered by an organization that serves to attract job applicants to the
organisation. Three inducements need specific mention here, they are:-
CONSTRAINTS
• Government policies
• Personnel policies of other competing organizations
• Organisation’s personnel policies
• Recruitment sources
• Recruitment needs
• Recruitment cost
• Selection criteria and preference
Both the systems of recruitment would suffer from their own demerits.
Hence, the management has to weigh both the merits and demerits of
each system before making a final decision about centralizing or
decentralizing the recruitment. Alternatively management may
decentralize the recruitment of certain categories of employees preferably
middle and top level managerial personnel and centralize the recruitment
of other categories of employee’s preferably lower level positions in view
of the nature of the jobs and suitability of those systems for those
categories of positions. The management has to find out and develop the
sources of recruitment after deciding upon centralizing or decentralizing
the recruitment function.
CASE STUDY:-
WHICH IS MORE IMPORTANT –
RECRUITING OR RETAINING
Mr. Sashidhar joined the company with great enthusiasm and also
found his job to be quite comfortable and challenging one. He found that
his colleagues and superiors were friendly and co-operative. But this
didn’t last long. After one year of his service, he slowly learnt about a
number of unpleasant stories about the company, management, the
superior-subordinate relations, rate of employee turnover, etc. But still he
decided to continue with the promise that he made in the interview. He
wanted to please and change the attitude of management through his
performance, commitment and dedication. Looking at his great
contributions and efforts, the management got the impression that he is
well settled will remain in the company for a long time. After sometime
they all started taking undue advantage of him and overloaded him with
multifarious jobs and thereby ridded over him. As a result, his freedom in
deciding and executing was cut down to size; his colleagues started
assigning their responsibilities to him. Consequently, there were
imbalances in his family, social and organization life.
ANALYSIS
Thus, from this case study it is clear that retaining is much more
important than recruiting. What’s the use and benefits of recruiting
quality employees if they cannot be retained by the organization in a
proper manner. The purpose of recruitment is fulfilled when the
employees selected from a pool of qualified applicants are retained in the
company by keeping them satisfied in all aspects. They must be provided
with better working conditions, better pay scales, incentives, recognition,
promotion, bonus, flexible working hours, etc. They should treat the
employees as co-owners and partners of the company.
SOURCES OF RECRUITMENT
Internal Sources:-
External Sources
Merits Demerits
Merits Demerits
The following are the most commonly used methods of recruiting people.
INTERNAL METHODS:
A transfer is a lateral movement within the same grade, from one job
to another. It may lead to changes in duties and responsibilities, working
conditions, etc., but not necessarily salary. Promotion, on the other hand,
involves movement of employee from a lower level position to a higher
level position accompanied by (usually) changes in duties,
responsibilities, status and value. Organisations generally prepare badli
lists or a central pool of persons from which vacancies can be filled for
manual jobs. Such persons are usually passed on to various departments,
depending on internal requirements. If a person remains on such rolls for
240 days or more, he gets the status of a permanent employee as per the
Industrial Disputes Act and is therefore entitled to all relevant benefits,
including provident fund, gratuity, retrenchment compensation.
2. Job Posting
Campus Recruitment
Indirect methods:-
Advertisements:-
These include advertisements in newspapers; trade, professional and
technical journals; radio and television; etc. in recent times, this medium
has become just as colourful, lively and imaginative as consumer
advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations, etc.
this method is appropriate when (a) the organization intends to reach a
large target group and (b) the organizations wants a fairly good number of
talented people – who are geographically spread out. To apply for
advertised vacancies let’s briefly examine the wide variety of alternatives
available to a company - as far as ads are concerned:
• Newspaper Ads: Here it is easy to place job ads without much
of a lead time. It has flexibility in terms of information and can
conveniently target a specific geographic location. On the
negative side, newspaper ads tend to attract only those who are
actively seeking employment at that point of time, while some
of the best candidates who are well paid and challenged by
their current jobs may not be aware of such openings. As a
result, the company may be bombarded with applications from
a large number of candidates who are marginally qualified for
the job – adding to its administrative burden. To maintain
secrecy for various reasons (avoiding the rush, sending signals
to competitors, cutting down expenses involved in responding
to any individual who applies, etc.), large companies with a
national reputation may also go in for blind-box ads in
newspapers, especially for filling lower level positions. In a
blind-box ad there is no identification of the advertising
organization. Job aspirants are asked to respond to a post
office box number or to an employment firm that is acting as
an agent between the job seekers and the organization.
• Television and radio ads: These ads are more likely to each
individual who are not actively seeking employment; they are
more likely to stand out distinctly, they help the organization
to target the audience more selectively and they offer
considerable scope for designing ads creatively. However,
these ads are expensive. Also, because the television or radio
is simply seen or heard, potential candidates may have a tough
time remembering the details, making application difficult.
Third Party Methods
• Employment Exchanges:-
• Alternatives to Recruitment:-
Time lapse data: They show the time lag between the dates of
requisition for manpower supply from a department to the actual
date of filling the vacancies in that department. For example, a
company’s past experience may indicate that the average number
of days from application to interview is 10, from interview to
offer is 7, from offer to acceptance is 10 and from acceptance to
report for work is 15. Therefore, if the company starts the
recruitment and selection process now it would require 42 days
before the new employee joins its ranks. Armed with this
information, the length of the time needed for alternative sources
of recruitment can be ascertained – before pinning hopes on a
particular source that meets the recruitment objectives of the
company.
Definition
To select mean to choose. Selection is the process of picking
individuals who have relevant qualifications to fill jobs in an
organisation. The basic purpose is to choose the individual who can most
successfully perform the job from the pool of qualified candidates.
Purpose
The purpose of selection is to pick up the most suitable candidate
who would meet the requirements of the job in an organisation best, to
find out which job applicant will be successful, if hired. To meet this
goal, the company obtains and assesses information about the applicants
in terms of age, qualifications, skills, experience, etc. the needs of the job
are matched with the profile of candidates. The most suitable person is
then picked up after eliminating the unsuitable applicants through
successive stages of selection process. How well an employee is matched
to a job is very important because it is directly affects the amount and
quality of employee’s work. Any mismatched in this regard can cost an
organisation a great deal of money, time and trouble, especially, in terms
of training and operating costs. In course of time, the employee may find
the job distasteful and leave in frustration. He may even circulate ‘hot
news’ and juicy bits of negative information about the company, causing
incalculable harm to the company in the long run. Effective election,
therefore, demands constant monitoring of the ‘fit’ between people the
job.
The Process
Selection is usually a series of hurdles or steps. Each one must be
successfully cleared before the applicant proceeds to the next one. The
time and emphasis place on each step will definitely vary from one
organisation to another and indeed, from job to job within the same
organisation. The sequence of steps may also vary from job to job and
organisation to organisation. For example some organisations may give
more importance to testing while others give more emphasis to interviews
and reference checks. Similarly a single brief selection interview might
be enough for applicants for lower level positions, while applicants for
managerial jobs might be interviewed by a number of people.
Reception
A company is known by the people it employs. In order to attract people
with talents, skills and experience a company has to create a favourable
impression on the applicants’ right from the stage of reception. Whoever
meets the applicant initially should be tactful and able to extend help in a
friendly and courteous way. Employment possibilities must be presented
honestly and clearly. If no jobs are available at that point of time, the
applicant may be asked to call back the personnel department after some
time.
Screening Interview
A preliminary interview is generally planned by large organisations
to cut the cost of selection by allowing only eligible candidates to go
through the further stages in selection. A junior executive from the
Personnel Department may elicit responses from the applicants on
important items determining the suitability of an applicant for a job such
as age, education, experience, pay expectations, aptitude, location, choice
etc. this ‘courtesy interview’ as it is often called helps the department
screen out obvious misfits. If the department finds the candidate suitable,
a prescribed application form is given to the applicants to fill and submit.
Application Blank
1. Intelligence Tests: These are mental ability tests. They measure the
incumbent’s learning ability and the ability to understand instructions
and make judgements. The basic objective of such test is to pick up
employees who are alert and quick at learning things so that they can
be offered adequate training to improve their skills for the benefit of
the organization. These tests measure several abilities such as
memory, vocabulary, verbal fluency, numerical ability, perception etc.
Eg. Standford-Binet Test, Binet-Simon Test, The Wechsler Adult
Intelligence Scale are example of standard intelligence test
2. Aptitude Test: Aptitude test measure an individual’s potential to
learn certain skills- clerical, mechanical, mathematical, etc. These
tests indicate whether or not an individual has the capabilities to learn
a given job quickly and efficiently. In order to recruit efficient office
staff, aptitude tests are necessary. An aptitude tests is always
administered in combination with other tests like intelligence and
personality tests as it does not measure on-the-job-motivation
3. Personality Test: Of all test required for selection the personality
tests have generated a lot of heat and controversy. The definition of
personality, methods of measuring personality factors and the
relationship between personality factors and actual job criteria has
been the subject of much discussion. Researchers have also questioned
whether applicants answer all the items truthfully or whether they try
to respond in a socially desirable manner. Regardless of these
objections, many people still consider personality as an important
component of job success.
4. Achievement Tests: These are designed to measure what the
applicant can do on the job currently, i.e., whether the testee actually
knows what he or she claims to know. A typing test tests shows the
typing proficiency, a short hand tests measures the testee ability to
take dictation and transcribe, etc. Such proficiency tests are also
known as work sampling test. Work sampling is a selection tests
wherein the job applicant’s ability to do a small portion of the job is
tested. These tests are of two types; Motor, involving physical
manipulations of things(e.g., trade tests for carpenters, electricians,
plumbers) or Verbal, involving problem situation that are primarily
language-oriented or people-oriented(e.g., situational tests for
supervisory jobs).
Since work samples are miniature replicas of the actual job
requirements, they are difficult to fake. They offer concrete evidence
of the proficiency of an applicant as against his ability to the job.
However, work sample tests are not cost effective and every candidate
has to be tested individually. It is not easy to develop work samples
for each job. Moreover, it is not applicable to all levels of the
organisation
5. Simulation Tests: Simulation exercise is a tests which duplicate many
of the activities and problems an employee faces while at work. Such
exercises are commonly used while hiring managers at various levels
in an organisation. To asses the potential of a candidate for managerial
positions assessment centres are commonly used.
6. Assessment Centre: An assessment centre is an extended work
sample. It uses procedures that incorporate group and individual
exercises. These exercises are designed to stimulate the type of work
which the candidate will be expected to do. Initially a small batch of
applicants comes to the assessment centre (a separate room). Their
performance in the situational exercise is observed and evaluated by a
team of 6-8 assessors. The assessors’ judgement on each exercise are
complied and combined to have a summary rating for each candidate
being assessed.
Often these tests contain questions that repeat themselves in some way
and the evaluator then examines the consistency in responses. Companies
that have used integrity tests have reported success in tracking employees
who indulge in ‘theft’. However, these tests ultimately suffer from the
same weakness as polygraph and graphology test.
Selection Practices:
The following throws light on how the global giants use selection
testing as a basis for picking up the right candidates to fill up the
vacancies arising internally:
Selection Interview:
Types of interviews:
PREPARATION:
Establishing the objective of the interview
Receiving the candidates application and resume
Keeping tests score ready, along with interview assessment forms
Selecting the interview method to be followed
Choosing the panel of experts who would interview the candidates
Identifying proper room for environment
RECEPTION:
The candidate should be properly received and led into the
interview room. Start the interview on time.
INFORMATION EXCHANGE:
State the purpose of the interview, how the qualifications are going
to be matched with skills needed to handle the job.
Begin with open ended questions where the candidate gets enough
freedom to express himself.
Focus on the applicant’s education, training, work experience, etc. Find
unexplained gaps in applicants past work or college record and elicit facts
that are not mentioned in the resume.
EVALUATION:
Evaluation is done on basis of answers and justification given by
the applicant in the interview.
PHYSICAL EXAMINATION:
After the selection decision and before the job offer is made, the
candidate is required to undergo a physical fitness test. A job offer is
often contingent upon the candidate being declared fit after the physical
examination.
Medical examination:
Certain jobs require physical qualities like clear vision, perfect hearing,
unusual stamina, tolerance of hard working conditions, clear tone, etc.
Medical examination reveals whether or not a candidate possesses these
qualities.
Reference Checks
Once the interview and medical examination of the candidate is over, the
personnel department will engage in checking references. Candidates are
required to give the names of 2 or 3 references in their application forms.
These references may be from the individuals who are familiar with the
candidate’s academic achievements or from the applicant’s previous
employer, who is well versed with the applicant’s job performance and
sometimes from the co-workers. In case the reference check is from the
previous employer, information in the following areas may be obtained.
They are job title, job description, period of employment, pay and
allowances, gross emoluments, benefits provided, rate of absence,
willingness of previous employer to employ the candidate again, etc.
Further, information regarding candidate’s regularity at work, character,
progress, etc. can be obtained. Often a telephone call is much quicker.
The method of mail query provides detailed information about the
candidate’s performance, character and behavior. However, a personal
visit is superior to the mail or telephone methods and is used where it is
highly essential to get a detailed, first hand information which can also be
secured by observation. Reference checks are taken as a matter of routine
and treated casually or omitted entirely in many organizations. But a
good reference check, when used sincerely, will fetch useful and reliable
information to the organization.
Hiring decision:
The line manager has to make the final decision now – whether to select
or reject a candidate after soliciting the required information through
different techniques discussed earlier. The line manager has to take
adequate care in taking the final decision because of economic,
behavioral and social implications of the selection decisions. A careless
decision of rejecting a candidate would impair the morale of the people
and they suspect the selection procedure and the very basis of selection in
a particular organization.
A true understanding between line managers and personnel
managers should be established so as to facilitate good selection
decisions. After taking the final decision, the organization has to intimate
this decision to the successful as well as unsuccessful candidates. The
organization sends the appointment order to the successful candidates
either immediately or after sometime depending upon its time schedule.
Interviewing Mistakes:
Case Study
Ramoji Rao is in charge of a bindery in Vijaywada, which employs
15 people and 5 of whom work in a factory. 3 of these workers run
machines, 1 supervises and the 5th moves the blank paper and the finished
paper by handcar. This 5th position, which demands no skill other than
driving a handcar, needs to be filled and 3 applicants have responded.
The 1st is Mr. Matti Anjaiah who is 35, unmarried and a Navy
veteran. `Anjaiah has a poor work record. During his 5yrs in Vijaywada
he has worked only seasonal labour and occasional odd jobs. He drove a
forklift in the Navy, while working at Vishakapatnam. He has a strong
build, which could help, although the work is generally light.
Mr. Nehal Singh, age 22, came to Vijaywada 2 years back from
Punjab. He has done farm labour for many years and assembly-line work
for one year. His command of English is poor (but can speak the regional
language, Telugu, fluently). He resides with his mother and seems to
remain in the area for some time. After having run farm equipment, he
should have no trouble steering a handcar.
Mr.V.Raja is a local boy who high school two years ago.
Subsequently he got a diploma from a local III and is currently employed
as an assistant in Savani Transport Company Vijaywada. His character
references are excellent. Mr.Raja is small, but he seems quick and was
track star in high school.
Question:
CONCLUSION
Thank you.